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Natural | Connected | Prosperous

Corporate Plan AttachmentBusiness Unit Plans 2019-23

Natural | Connected | Prosperous

Reviewed 26 June 2019

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Contents Strategic context ........................................................................................................................................... 2 Organisational structure ................................................................................................................................ 3 Chief Executive’s Office ................................................................................................................................ 4 Margaret River HEART ............................................................................................................................... 10 Corporate and Community Services ........................................................................................................... 12 Finance ...................................................................................................................................................... 15 Revenue Services ...................................................................................................................................... 19 Customer Services ..................................................................................................................................... 20 Information Management (ICT) ................................................................................................................... 22 Records Management ................................................................................................................................ 24 Communications and Marketing ................................................................................................................. 26 Human Resources ...................................................................................................................................... 29 Caravan Parks ............................................................................................................................................ 33 Community Planning and Development ...................................................................................................... 35 Community Emergency Services ................................................................................................................ 43 Recreation Services ................................................................................................................................... 46 Outside School Hours Care ........................................................................................................................ 50 Library Services .......................................................................................................................................... 52 Sustainable Development ........................................................................................................................... 55 Sustainable Economy ................................................................................................................................. 57 Legal and Governance Services ................................................................................................................. 61 Planning and Development Services .......................................................................................................... 65 Building Services ........................................................................................................................................ 72 Environmental Health and Events ............................................................................................................... 73 Waste Services .......................................................................................................................................... 76 Ranger Services ......................................................................................................................................... 79 Infrastructure Services ................................................................................................................................ 82 Asset Services ............................................................................................................................................ 85 Landcare and Environmental Services ....................................................................................................... 92 Community Buildings .................................................................................................................................. 96 Works Administration .................................................................................................................................. 99 Construction ............................................................................................................................................. 102 Operations ................................................................................................................................................ 104 Technical Services ................................................................................................................................... 106 Workshop Services ................................................................................................................................... 108

2

Strategic context

3

Organisational structure

4

Chief Executive’s Office Chief Executive’s Office Service team Chief Executive’s Office

Responsibility CEO

Services

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

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

• Ensure Council decisions are implemented in a timely manner • Promote sound governance, community leadership and ethical behaviour by elected members • Create and support productive and strategic relationships with the community and key stakeholder groups • Manage the human, physical and financial resources of the Shire to ensure sustainable performance and

service delivery • Confidential secretarial, governance and administrative support services support the Council, Shire President

and Chief Executive Office • Convene and conduct Australian Citizenship Ceremonies according to law and in a timely manner

Workforce 2.9 FTEs

Challenges • Meeting the increasing communities expectations with available resources • Meeting the increasing compliance requirements being imposed on local government • Increasing visibility of Shire and demand on Chief Executive Officer (CEO) and Shire President

Budget

Operating Income - Operating Expenses - $600,706

Capital Income - Capital Expenditure -

Totals -$600,706

5

Key performance indicators Target Source Reporting Frequency

CEO Performance Targets are on track 100% CEO Performance Targets Quarterly

Community satisfaction scores across all service areas 85% Customer Satisfaction Survey Three yearly

Number of community members participating in Citizenship Ceremonies Trend Excel Quarterly

Corporate Plan actions

Outcome 1: Evolving cultural values are respected and adopted Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 3: Engage with the Wadandi and other communities to ensure that the culture and heritage values of Traditional Owners are well managed

Lead

2.1.3.2 Maintain a strong collaborative relationship with the South West Aboriginal Land and Sea Council (SWALSC), South West Boojarah Working Party and local grassroots Aboriginal groups

CEO Office ▼ ▼ ▼ ▼ COM180 $46k

Outcome 6: Community health, safety and social justice in the face of changing climate Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 4: Enhance local emergency response and disaster management through collaboration Lead

2.6.4.4 Review the organisational Disaster Management Plan (due 2019-20) CEO

Outcome 4: Competitive and sustainable business environment Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Ensure the Shire’s regulatory environment is business friendly and considerate of business needs Lead

6

4.4.1.1 Convene regular meetings with the Industry Leaders Group CEO Office (lead) Sustainable Economy

▼ ▼ ▼ ▼

Strategy 2: Work with commercial and retail enterprises to increase year-round stability Partner

4.4.2.2 Provide facilities for local businesses to hold regular events and collaborate CEO Office ▼ ▼ ▼ ▼

Strategy 4: Foster sustainable economic growth which provides local employment Partner

4.4.4.1 Priority project: Finalise and commence implementation of the Sustainable Economy Strategy, and review every four years

Sustainable Economy (lead) CEO Office

▼ ▼ ▼ SEP01 $7.3k

4.4.4.2 Maintain a low key friendly relationship with Haining and Vietnam City of Dong Hoi

CEO Office & Members of Council ▼ ▼ ▼ ▼ MC03

$1k

Strategy 5: Partner with agencies, organisations and the community to reduce economic inequality within the Shire

Partner Advocacy

4.4.5.1 Identify opportunities to collaborate with the South West Development Commission, key stakeholders, local peak industry bodies, community and social justice sector, and other tiers of government to ensure a sustainable local economy in the Shire with reduced economic inequalities’


▼ ▼ ▼ ▼ SEP01

Outcome 5: Opportunities arising from changing climate adaptation and innovation Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 4: Develop partnerships and community programs to mitigate the economic impacts of climate events on the community

Partner

4.5.4.1 Partner with the Chambers of Commerce to raise awareness and adapt to the economic impacts of climate change


▼ ▼ ▼ ▼ SEP01

7

Outcome 1: Responsible ownership of outcomes Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Attract and develop diverse and high quality councillors that are able to lead and articulate the community’s aspirations

Lead

5.1.1.1 Host information presentation and advertising campaign for potential Councillors to attract a competitive field of high quality candidates CEO Office ▼ ▼

5.1.1.2 Partner with the Electoral Commission for biennial elections and manage election of the Shire President, Deputy President and committees of Council

CEO Office ▼ ▼

Strategy 2: Develop staff leadership throughout the organisation to assist with accountable decision making Lead

5.1.2.1 Develop the Shire as a value based and driven organisation including a focus on Aboriginal cultural responsiveness CEO Office ▼ ▼ ▼ ▼

Strategy 3: Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct

Lead

5.1.3.1 Conduct a comprehensive induction program for new Councillors including the Rules of Conduct Regulations CEO Office ▼ ▼

Strategy 4: Provide Councillors with high quality and current information and training for effective decision making Lead

5.1.4.1 Conduct strategic planning days with Councillors as required CEO Office ▼ ▼ ▼ ▼

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

CEO Office ▼ ▼ ▼ ▼

5.1.4.3 Conduct regular briefing sessions for Councillors and community on key issues and projects, prior to Ordinary Council Meetings CEO Office ▼ ▼ ▼ ▼

Outcome 2 Effective and integrated strategy, planning, financial and asset management Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Ensure Shire policies and planning promote equal and equitable opportunities, specifically for gender and cultural values

5.2.2.1 Promote and support the Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions CEO Office ▼ ▼ ▼ ▼

Strategy 4: Ensure information is managed in accordance with statutory requirements and is available for decision making

Lead

5.2.4.3 Monitor Council Meeting Decisions Action List CEO Office ▼ ▼ ▼ ▼

Outcome 3: Highly capable and engaged people Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 4: Engage employees in key decisions and issues to contribute to the success of the organisation Lead

5.3.4.1 Conduct a minimum of two all of staff meetings per annum CEO Office ▼ ▼ ▼ ▼

Outcome 4: Community and customer focus Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

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Strategy 2: Ensure Shire services and processes meet or exceed customer needs and recognised industry standards Lead

5.4.2.2 Conduct the Australian Business Excellence Framework Review and proactively implement the resulting recommendations CEO Office ▼

▼ ▼

5.4.2.3 Present a review of Standing Orders to Council for consideration every three years (due 2020-21) CEO Office

Strategy 4: Encourage and support community – Shire projects and partnerships Lead

5.4.4.4 Participate in CapeROC meetings annually and convene every second year. CEO Office ▼ ▼ ▼ ▼ CEO13

$40k

Outcome 6: Measure and report on success and sustainability Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Effectively measure our success and progress to a sustainable future Lead

5.6.1.1 Undertake the Community Perception Survey every three years (due 2019-20) CEO Office ▼ ▼ CEO16

$20k

Outcome 7: Leadership in climate change mitigation and adaptation Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Strive to be a National leader in best practice, innovation and technology advancement in addressing climate change mitigation and response goals across Shire operations and responsibilities

Lead

5.7.1.1 Encourage staff to mainstream climate change across all areas of their work CEO ▼ ▼ ▼ ▼

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Margaret River HEART Service team Margaret River HEART

Responsibility Libraries and Margaret River HEART Manager

Services

• To provide a multi-purpose visual and performing art complex for a variety of events, including: o Host cultural events, performing art events and festivals o Visual art displays and exhibitions o Cinema screening and premieres o Business meetings, exposition and conventions o Indigenous ,multi-cultural and historical events and exhibitions o Community gatherings, events, celebrations and meetings o Satellite events in conjunction with major iconic events

• Lead the management, administration and day to day operations of the Margaret River HEART including the service agreement with Arts Margaret River

• Lead the marketing and promotion of the Margaret River HEART as an state, national and international destination with social media campaigns on various platforms

• Support an art and culture program delivered by Arts Margaret River • Host an independent website for a venue management system and ticketing platform • Drive strategic partnerships and collaborations with state and regional bodies, as well as community groups

for key events • Drive and support the growth of business tourism through HEART operations • Work with corporate sponsors for packaged event options • Support sponsorship initiatives including naming rights, corporate sponsorship, philanthropy and bequests • Facility Management • IT and technical service delivery • Financial management, including risk management.

Workforce 2 FTE

Challenges • As a new Shire asset, this facility will require significant investment in the first few years to realise its potential • Collaboration needed in order to deliver services.

Budget

Operating Income $65,000 Operating Expenses -$1,082,025

Capital Income - Capital Expenditure -$135,000

Totals -$1,152,025

11


Door count for HEART Positive Trend Interplan Quarterly

Total revenue generated from operations Positive Trend Synergy Quarterly

Corporate plan actions

Outcome 2: Sustainable tourism and other local industries Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Work collaboratively with the tourism sector to increase visitor spend and length of stay in the shire Partner

4.2.1.1 Support strategic partnerships and promotion of a full and interesting program of events at the Margaret River HEART

Margaret River HEART ▼ ▼ ▼ ▼

CC22 $99.2k CC23 $45k

Outcome 3: Infrastructure for economic growth Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Develop major infrastructure to cater for increased residents and visitors Lead

4.3.1.1 Priority project: Complete redevelopment of the Margaret River Cultural Centre and launch operations for the Margaret River HEART

Margaret River HEART ▼ ▼

CBS95 $1078k CC22 $20k CC50 $73k CC88, 89 & 97 $135k RES146 $65k

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Directorate Corporate and Community Services Corporate and Community Services Service team Corporate and Community Services

Responsibility Director Corporate and Community Services

Services

• Providing strategic direction, management and leadership for Corporate Services, Human and Community Services, Community Emergency Services, Sport and Recreation Services and Library Services

• Providing corporate and administrative support • Providing strategic input and advice as a member of the Executive Leadership Team delivering strategic

projects and policy • Administering community contributions and donations • Risk Management • Providing an interface between the Directorate, Elected Members, media and community

Workforce 2.2 FTEs

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

Budget

Operating Income - Operating Expenses -$486,767


Totals -$486,767


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

Matrix Quarterly

13

Community satisfaction scores across all service areas 85% Customer Satisfaction Survey Three yearly

Risk Management actions completed 100% ELT Minutes Quarterly

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




Lead

5.2.4.4 Implement the Risk Management Framework, including convening of meetings of the Audit and Risk Management Committee

Corporate and Community Services

▼ ▼ ▼ ▼ LG23 $5k


Strategy 3: Communicate effectively with the community and promote the Shire’s positive image Lead

5.4.3.3 Develop a Shire social media policy and program Corporate and Community Services

▼ ▼ ▼

Outcome 5: A culture of innovation, quality and continuous improvement Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Foster a culture of innovation and continuous improvement to meet the speed of change in the shire

Lead

14

5.5.1.6 Identify and develop process improvement strategies for the Corporate and Community Services directorate, with a focus on contract management and grant funding coordination in 2019-20

Corporate and Community Services

▼ ▼ ▼ ▼

15

Business area: Corporate Services Finance Service team Finance

Responsibility Corporate Services Manager

Services

• Administer the Shire's investment and loan portfolio and manage Shire's financial reserves • Preparing the Shire's annual budget and long term financial plan and monitoring financial performance

against budget and plan targets • Recognition of assets on the basis of their value in each class on a three year cycle • Calculating, reviewing and analysing monthly, year to date and annual financial results • Ensuring compliance with financial legislation and regulations • Assisting the organisation with general financial matters • Review the Shire's insurance and ensure schedules are up to date and assets are adequately insured • Assist with procurement practices by providing quotation, tender and contract templates, guidance and

reviewing documentation Workforce 4.6 FTE

Challenges

• Changing legislation in regards to corporate planning and reporting • Lack of efficient and integrated corporate software system • Competing demands of community groups • Complying with investment guidelines and maximising return on investment • Obtaining most favourable loan borrowing rate possible and increasing balance of Shire's reserves • Balancing the Shire's annual budget • Preparing a balanced Long Term Financial Plan that integrates with the Asset Management Plan,

Workforce Plan and informs the annual budget • Ensuring adherence to financial practices and legislation • Implementing fair value accounting • Ensuring procurement practices are consistent, transparent, defensible and straightforward

Budget



Totals -$1,048,064

16


Level of reserves compared to debt No set amount Monthly financial report Quarterly

Financial ratios reported in the Annual Financial Report that exceeds the targets of the DLGC

Advanced Standard

Annual Financial Report Quarterly

Management report is presented to Council within two months after the end of the month to which the results refer 100% Council minutes Quarterly




4.4.1.2 Regularly gather feedback from local suppliers to understand the impact of Shire operations on their businesses

Finance Services ▼ ▼

Strategy 3: Ensure the Shire’s procurement policies support local business and help generate local employment Lead

4.4.3.1 Create efficiencies which better enable local businesses to provide contract services for the Shire

Finance Services ▼

4.4.3.2 Regularly review Shire purchasing policies and procedures to ensure equity and effectiveness

Finance Services ▼ ▼

17


Strategy 3: Develop long term Informing Strategy including asset and financial management aligned to the Community Strategic Plan

Lead

5.2.3.2 Priority project: Conduct a minor review of the Long Term Financial Plan every year, and a major review every two years (due 2019-20)

Financial Services

▼

▼ FI30 $3k

5.2.3.3 Prepare the Shire's Annual Budget in accordance with the Long Term Financial Plan and Corporate Plan

Finance Services ▼ ▼ ▼ ▼



5.4.2.4 Develop a four year budget to support the annual budget setting and corporate planning process



Strategy 1: Foster a culture of innovation and continuous improvement to meet the speed of change in the shire Lead

5.5.1.8 Assess feasibility for Financial Services process improvements including BOARD reporting for monthly financials and software to support the annual budget setting process



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Strategy 1: Effectively measure our success and progress to a sustainable future Lead

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

Finance Services ▼ ▼ CEO03

$12k

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

Finance Services

▼ ▼

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

Finance Services ▼ ▼ ▼ ▼ FI29

$66k

5.6.1.5 Administration of the Shire's investment and loan portfolio Finance Services ▼ ▼ ▼ ▼

GF09/10 $564k (interest & gov fee) 4874 $924.5k (principal re payments) GF85 $700k (interest earned))

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

Finance Services ▼ ▼ ▼ ▼

5.6.1.7 Continue to monitor monthly, year to date and annual financial performance including preparation of the annual financial report

Finance Services ▼ ▼ ▼ ▼ DCC14

$5k

Strategy 3: Develop indicators and measure the performance of the Shire and the success in achieving the vision and outcomes of the Community Strategic Plan

Lead

5.6.3.2 Develop financial indicators for business units Finance Services ▼

19

Revenue Services Service teams Revenue Services


Services

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

facilities Workforce 3.0 FTEs

Challenges • Increasing revenue raised • Improving rate of debtor collection

Budget

Operating Income $22,523,990 Operating Expenses $346,438


Totals $22,177,552


Amount of debts written off < Budget target

Monthly financial report Quarterly

Rates outstanding at the end of the financial year <2% Monthly rates comparison Quarterly

No corporate plan actions apply to this business unit.

20

Customer Services Service teams Customer Services


Services

• Delivering Shire front counter services • Delivering Department of Transport licensing • Delivering switchboard phone services • Delivering excellent customer service • Providing accurate and up to date information to customers

Workforce 6.1 FTE

Challenges • Responding to growing demand for on-line services • Variable internet speed across the Shire

Budget

Operating Income $183,800 Operating Expenses -$510,738


Totals -$326,938


Complaints resolved within timeframes 100% Synergy Quarterly

Shire transactions/service location Trend Synergy Quarterly

Total DoT transactions/service location Trend Trellis Quarterly

21



Strategy 1: Provide high quality customer and community focused services and programs across the organisation Lead

5.4.1.2 Champion the Customer Service Charter and Customer Service Strategy, and review every four years (due 2022-23)

Customer Services ▼ ▼ ▼

CR22 $0.9k

5.4.1.3 Champion the Shire’s Complaint Handling Policy and review every four years (due 2021-22)

Customer Services ▼ ▼

▼

5.4.1.4 Review the Department of Transport licensing agreement for local customer services every five years (due 2021-22)

Customer Services

22

Information Management (ICT) Service team Information Management (ICT)


Services

• Providing Information Communications Technology (ICT) to the organisation • Maintaining customer communication systems • Managing black power supply contract • Developing and reviewing corporate policies and procedures • Managing service teams, staffing and financials • Desktop support for 150+ computers • Maintenance and support of 15+ servers • Daily backup and on-demand restore services • Disaster recovery planning and maintenance

Workforce 2 FTE

Challenges

• Responding to growing demand for on-line services • Variable internet speed across the Shire • Increasing cost of power supply • Regional power infrastructure during business hours • Specialised skill area • Changing technical environment

Budget



Totals -$952,228


Availability of network infrastructure during business hours 100% Network Quarterly

Average outstanding Help Desk support requests <10 Intranet Quarterly

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Lead

5.2.4.2 Review Information Management and Records Disaster Recovery Plans every four years (due 2019-20)

Information Management

Outcome 7: Leadership in climate change mitigation and adaptation Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Strive to be a National leader in best practice, innovation and technology advancement in addressing climate change mitigation and response goals across Shire operations and responsibilities

Lead

5.7.1.2 Priority project: Develop the ICT Strategic Framework to include consideration of all platforms across the organisation, and review every four years

Information Management

▼ ▼ ▼ IT50 $5k

5.7.1.3 Undertake the Hardware Maintenance Program for the organisation Information Management ▼ ▼ ▼ ▼

24

Records Management Service team Records Management

Responsibility Coordinator Information Management

Services

• Delivering recordkeeping to internal customers • Providing Freedom of Information (FOI) and Public Interest Disclosure (PID) service to external

customers • Maintaining recordkeeping systems • Ensuring compliance with legislation • Delivering recordkeeping training and support

Workforce 2.3 FTE

Challenges • Changing technologies and capturing appropriate records • Meeting legislative requirements in a digital environment

Budget

Operating Income $400 Operating Expenses -$197,974


Totals -$197,574


Number of outstanding records year to date <500 Synergy Quarterly

Total FOIs received and actioned Trend Synergy Quarterly

25



Strategy 4: Ensure information is managed in accordance with statutory requirements and is available for decision making Lead

5.2.4.1 Implement the organisation’s Record Keeping Plan and review every four years (due 2019-20)

Records Management

▼ ▼ ▼ RE29 $1.4k

5.2.4.5 Conduct ongoing review of records management procedures to include records destruction and disposal as a priority area for 2019-20

Records Management ▼ ▼ ▼ ▼

26

Communications and Marketing Service team Communications and Marketing

Responsibility Director Corporate and Community Services

Services

• Providing a central channel for Shire community communication • Management, production and monitoring of Shire media, promotion and advertising • Management and monitoring of the Shire brand • Manage and maintain the Shire's website • Graphic design and photography services • Administration of events funding and sponsorship packages

Workforce 1 FTE

Challenges • Responding to increasing media requests as a result of wider distribution • Creating media to appeal to highly varying demographics • Responding to social changes in consumption of news, media and advertising • Maintaining knowledge and awareness of policy and actions across Shire business units

Budget



Totals -$562,671


Total print ads compiled Trend Synergy Quarterly

Total event sponsorship agreements Trend Synergy Quarterly

Community sentiment via media monitoring Trend Media monitors Quarterly

Number of unique visitors to Shire website Trend Google Analytics Quarterly

27



Strategy 3: Encourage tourism in the shire by development and support of iconic events Partner

4.2.3.1 Support the online and hardcopy production of the CapeROC calendar of events and share administration with the City of Busselton and Margaret River Busselton Tourism Association (MRBTA)

Communications and Marketing ▼ ▼ ▼ ▼

4.2.3.2 Sponsor icon and community events that provide a window into our community and showcase the Shire to national and international audiences

Communications and Marketing ▼ ▼ ▼ ▼

CMP01 $134.5k CMP02 $79k

4.2.3.3 Finalise the Shire’s Events Strategy and review every four years

Communications and Marketing (lead) Environmental Health

▼ ▼ ▼


Strategy 2: Facilitate access to essential infrastructure, including affordable, high speed communication networks for all residents and businesses

Partner / Advocacy

4.3.2.1 Collaborate with CapeROC to prepare a new tourism and directional signage strategy for the Capes region

Asset Services (lead) Communications and Marketing

▼ ▼ TIA36 $10k

28


Strategy 3: Communicate effectively with the community and promote the Shire’s positive image Lead

5.4.3.1 Finalise the Integrated Communications Plan to deliver proactive communications to community and media

Communications and Marketing

▼ ▼ ▼

5.4.3.2 Manage the Shire's website and review every four years (due 2020-21) with a focus on online customer service

Communications and Marketing ▼

▼ ▼ CMP04 $55k

29

Business area: Human and Community Services Human Resources Service team Human Resources

Responsibility Human and Community Services Manager

Services

• Employment • Personnel • Workplace Relations • Occupational Safety, Health and Well-being • Workforce Planning

Workforce 5.7 FTE

Challenges

• Ability to meet growing service demands with limited resources • Continual increase in the level of workforce legislative and reporting requirements • Labour market skills shortage • Declining employee health associated with an ageing workforce • Lack of efficient and effective Human Resources Information System • Increase in demand for flexible working arrangements and career growth opportunities • Diminishing level of supervisory and leadership experience within the workforce

Budget



Totals - $686,022


Vacancy Duration Rate 50 days Recruitment Matrix Quarterly

30

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

Payroll EFT produced to deadline 100% Payroll Matrix Quarterly

Staff issues investigated within five days 90% Investigation Matrix Quarterly


Outcome 2: Effective and integrated strategy, planning, financial and asset management Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget


Lead

5.2.3.1 Priority project: Conduct a minor review of the Workforce Plan every year, and a major review every four years (due 2019-20) including implementation of outcomes from the review

Human Resources

▼ ▼ ▼

Outcome 3: Highly capable and engaged people Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Recruit, train and retain high achieving employees Lead

5.3.1.1 Develop, implement and review workforce training, development and performance plans

Human Resources ▼ ▼ ▼ ▼ HR14

5.3.1.2 Undertake recruitment activities to fill vacancies Human Resources ▼ ▼ ▼ ▼

All business units - .07 accounts

Strategy 2: Recognise and reward high achieving employees Lead

31

5.3.2.1 Negotiate the Enterprise Bargaining Agreement and lodge with the Fair Work Commission

Human Resources ▼ ▼

5.3.2.2 Facilitate the employee recognition program Human Resources ▼ ▼ ▼ ▼ HR22

$13k

Strategy 3: Ensure the Shire provides a safe and fair workplace Lead

5.3.3.1 Implement the Occupational Safety and Health Management Plan Human Resources ▼ ▼ ▼ ▼ HR26

$13k

5.3.3.2 Implement the employee health program Human Resources ▼ ▼ ▼ ▼ HR08

$19.5k

5.3.3.3 Implement the actions from the Equal Employment Opportunities Plan and review every three years (due 2020-21)

Human Resources

▼

5.3.3.4 Coordinate OSH Audit AS/NZS4801:2001 Human Resources ▼

5.3.3.5 Assess feasibility for an organisational Administration Support Program to include improved communication and coordination between administration staff and greater coverage across all directorates

Human Resources ▼

Strategy 4: Engage employees in key decisions and issues to contribute to the success of the organisation Lead

5.3.4.2 Implement the Shire Engagement Strategy and Workforce Communication Strategy and review every four years (due 2022-23)

Human Resources ▼ ▼ ▼


Strategy 3: Employ, train and educate youth for the leadership positions of the future Lead

32

5.5.3.1 Provide learning opportunities for young people at the Shire through mentor traineeships, workplace experience and wider community volunteerism opportunities

Human Resources ▼ ▼ ▼ ▼

33

Caravan Parks Service team Caravan Parks and Camping Ground


Services

• Manage operations of Turner Caravan Park, Flinders Bay Caravan Park and Alexandra Bridge Camping Ground

• Develop masterplans including underpinning business plans to ensure the future sustainability of Shire operated Caravan Parks and Camping Ground

• Develop and implement asset management plans for Caravan Parks Workforce 8.2 FTE

Challenges

• Ageing infrastructure and limited reserve funds for asset renewal • The evolving needs of visitors with an increase demand on improved site layouts, services and facilities • Increased cost of utilities • Limited operating systems • Patronage dependent on weather • Economic climate affecting visitation numbers and length of stay • Ongoing difficulty in attracting and retaining skilled staff

Budget

Operating Income $2,091,140 Operating Expenses -$1,311,826

Capital Income - Capital Expenditure $887,000

Totals -$107,686


Level of occupancy Positive Trend RMS Quarterly

Total revenue generated from operations Positive Trend Synergy Quarterly

34



Strategy 4: Provide family friendly caravan and camping grounds to encourage visitors to extend their stay Lead

4.2.4.1 Priority project: Undertake detailed design, costing and approaches for priority areas identified within the Turner Caravan Park Concept Masterplan Caravan Parks ▼ ▼ TCP66

$40k

4.2.4.2 Develop additional chalets at Turner Caravan Park utilising Caravan Park reserve funds Caravan Parks ▼ TCP63

$500k

4.2.4.3 Develop detailed design and financial plans for the implementation of Council’s redevelopment priorities for Caravan Parks Caravan Parks ▼ TCP66

4.2.4.4 Develop environmental protection, rehabilitation and fire mitigation plans for Caravan Parks and Camping Ground Caravan Parks ▼ ▼

4.2.4.5 Progress a Marketing Plan for Caravan Parks to engage all users Caravan Parks ▼ ▼

35

Community Planning and Development Service team Community Planning and Development


Services

• Integrated Planning and Corporate Reporting • Asset based community development and community capacity building, including projects like Thank a Volunteer

Day and administration of the Community Development Grant program • Access and inclusion, community safety, arts and culture, and age friendly community planning • Youth, including coordination of Youth Advisory Council and operation the Margaret River Youth Precinct • Community infrastructure planning • Community consultation and stakeholder engagement

Workforce 4.4 FTE

Challenges

• An ageing population leading to greater demand for associated community services • Increasing youth population • Decreasing funding from state government, particularly around public health • Complex social challenges including mental health, drug and alcohol, homelessness, and pressure for local

government to engage these areas in more depth • Increased cost of living including housing and availability • Meeting statutory requirements and changing legislation in relation to access and inclusion and corporate

planning and reporting

Budget



Totals -$815,251


Level of occupancy at the Margaret River Youth Precinct >120 hrs Usage Statistics Quarterly

36

Number of Access and Inclusion Programs (AIP) implemented 20 AIP Plan Quarterly

Integrated Planning and Reporting legislative requirements Basic Standard IPR Plans Quarterly



Strategy 1: Enable community and multicultural participation and promote a set of cultural values to residents and visitors

Partner Advocate

2.1.1.1 Support community groups to develop and deliver inclusive and participatory programs and events

Community Planning and Development

▼ ▼ ▼ ▼ COM123 $2.5k

2.1.1.2 Develop opportunities for multicultural groups to access community events and activities


▼ ▼ ▼ ▼ COM123 $2.5k

Strategy 2: Support local art and community celebrations, events and local festivals which develop unique creative capital Lead

2.1.2.1 Implement the Creative Blueprint including the Spare Plinth Program and Public Art Policy, and review every four years


▼ ▼ ▼ COM140 $35k

2.1.2.2 Coordinate the Art and Culture Advisory Group and through this group provide support for collaborative creative community projects


▼ ▼ ▼ ▼ COM140 $5k

Strategy 3: Engage with the Wadandi and other communities to ensure that the culture and heritage values of Traditional Owners are well managed

Lead

2.1.3.1 Priority project: Scope, develop and implement the Shire's Aboriginal Engagement Program/Reconciliation Action Plan and supporting policy


▼ ▼ COM180

$46k

37

CMP03 $12k

Outcome 2: Sustainable community groups, networks and facilities Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Support and value volunteers and community groups across the region Lead

2.2.1.1 Facilitate community capacity building activities and events including the Community Development Fund and Thank a Volunteer celebrations each year


▼ ▼ ▼ ▼

CD52 $15k COM136 $5k COM181 $5k

Strategy 2: Support intergenerational involvement and mentorship within community groups Partner

2.2.2.1 Priority project: Develop and implement a plan for community resilience Community Planning and Development

▼ ▼ ▼ COM189 $12k

Outcome 3: Equal opportunities for all Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Ensure Shire facilities and services are accessible by all Lead

2.3.1.1 Implement the Access and Inclusion Plan (AIP), review every four years (due 2021-22) and report annually to the Department of Communities


▼ ▼

▼

COM136 $15k CPN13 $10k LI49 & FCE002

2.3.1.5 Deliver Margaret River Youth Precinct Renewal Project including year two hall redevelopment to enable a diversity of services to operate from the precinct


▼ CD88 $77k

38

2.3.1.6 Priority project: Develop a concept plan for a changing places Adult Change Facility in Margaret River

Community Building Services (lead) Community Development and Planning

▼ ▼

CBS164 $20k

Outcome 5: Active, healthy and safe lifestyles Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Promote the benefits of healthy lifestyles and support initiatives to maintain and improve physical and mental health

Partner Advocate

2.5.1.2 Facilitate activation the Margaret River Youth Precinct through recreational, social support and commercial partnerships


▼ ▼ ▼ ▼ COM114 COM181

2.5.1.4 Develop long term partnerships to deliver youth activities and mental health services across the Shire


▼ ▼ ▼ ▼ COM181 $40k

Strategy 3: Develop an Age Friendly community and partner to deliver aged care services which meet the needs of an ageing population

Partner Advocate

2.5.3.1 Implement the Age Friendly Community Plan and review every four years (due 2020-21)


▼

▼ ▼ COM145 $3k

Strategy 5: Promote and support initiatives to increase youth leadership and retention in the shire

Lead Partner

2.5.5.1 Implement the Strengthening Youth Plan including supporting youth volunteerism and youth partnerships in 2019-20, and review the plan every four years (due 2021-22)


▼ ▼

▼ COM114 $28k


Strategy 3: Develop partnerships and community programs to implement social and cultural components of the Climate Change Response Plan

Partner

39

2.6.3.1 Support local mental health services through the Community Alliance Project and regular meetings with the Augusta Margaret River Community Health Network Group with a focus on collaboration across services


▼ ▼ ▼ ▼ COM192 $20k IT19 $8k


2.6.4.3 Coordinate preparedness initiatives and recovery services to support the community in the case of emergencies


▼ ▼ ▼ ▼ COM191 $19k COM202 $17.5k

Outcome 2: Liveable, sustainable and well-designed places that are inclusive for all culture and demographics Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Implement the recommendations of the Shire's Affordable Housing Strategy

Lead Advocate

3.2.2.1 Facilitate the Homelessness and Affordable Housing Working Group to progress actions from the Affordable Housing Strategy alongside the Shire's Homelessness Policy including further progressing site identification for potential housing initiatives

Community Planning and Development (lead) Planning and Development Services

▼ ▼ ▼ ▼

COM131 $20k TNP30 $12k

3.2.2.2 Review the Shire’s Homelessness Policy and facilitate and review the Just Home partnership


COM131

$20k

Strategy 3: Develop and implement management plans for Shire facilities and projects so they are well designed, sustainable, have aesthetic appeal and are accessible by all

Lead

40

3.2.3.6 Coordinate the Community Infrastructure Plan for implementation via the Long Term Financial Plan


▼ ▼ ▼


Strategy 1: Develop and maintain a Community Strategic Plan that sets long term direction and goals for the future of the Shire Lead

5.2.1.1 Conduct a minor review of the Community Strategic Plan every two years, and a major review every four years (due 2021-22)


▼

COM118 $2k

5.2.1.2 Conduct a minor review of the Shire's Corporate Plan every year and a major review every four years (due 2022-23)


▼ ▼ ▼

Strategy 2: Ensure Shire policies and planning promote equal and equitable opportunities, specifically for gender and cultural values

5.2.2.2 Develop a Gender Mainstreaming Policy as detailed in the Shire’s Access and Inclusion Plan


▼ COM136 $2k


5.4.2.1 Participate in the South West Integrated Planning Peer Support Group in formation and collaboration for a regional Service Level Framework


▼ ▼ COM118

Strategy 4: Encourage and support community – Shire projects and partnerships Lead

5.4.4.1 Coordinate the Community Access and Inclusion Advisory Group with a special focus on improved local infrastructure


▼ ▼ ▼ ▼ COM136

41

5.4.4.2 Coordinate the Youth Advisory Council and partner to deliver local projects Community Planning and Development

▼ ▼ ▼ ▼ COM114

5.4.4.3 Coordinate the Liquor Forum Group Community Planning and Development

▼ ▼ ▼ ▼



5.5.1.1 Coordinate annual business planning across the organisation which captures opportunities for cross business unit collaboration and service improvements


▼ ▼ ▼ ▼

5.5.1.9 Implement improvements for corporate planning to include support for earlier annual planning process and priority weighting process for new project requests in 2019-20


▼

Strategy 2: Encourage innovative community engagement to ensure all areas of the community have a voice in issues that affect them

Lead Advocate

5.5.2.1 Implement the Shire's Community and Stakeholder Engagement Policy and Framework including Your Say, and review every four years (due 2019-20)


▼ ▼ ▼ COM115 $18k

5.5.2.2 Review the Shire’s community stakeholder list and launch My Community Directory


▼ IT19 $8k


Strategy 2: Report on our success and sustainability to the community and stakeholders Lead

42

5.6.2.1 Deliver quarterly updates to Council and community of progress against the Corporate Plan


▼ ▼ ▼ ▼

Strategy 3: Develop indicators and measure the performance of the Shire and the success in achieving the vision and outcomes of the Community Strategic Plan

Lead

5.6.3.1 Deliver the Annual Report each year in line with statutory requirements Community Planning and Development

▼ ▼ ▼ ▼ COM157 $4k

43

Business area: Community Fire and Emergency Services Community Emergency Services Service team Community Emergency Services

Responsibility Community Emergency Services Manager

Services

• Maintain effective current local emergency management arrangements and test plan effectiveness in compliance with the Emergency Management Act 2005

• Maintain a strong well prepared and responsive network of volunteer Bush Fire Brigades • Provide strategic advice on fire protection standards in relation to subdivision planning • In partnership with Department of Fire and Emergency Services (DFES) and the Office of Bushfire Management,

develop and implement emergency risk mitigation strategies for local town sites • Maintain and support a strong Local Emergency Management Committee in compliance with the Emergency

Management Act 2005 • Administer the local SES branch • Submit a comprehensive Local Government Grant Scheme (LGGS) application to fund operational and capital

requirements of local government, bush fire brigades and the SES • Respond to and support emergency incidents

Workforce 1.4 FTE

Challenges

• Increased sensitivities regarding fire prevention and preparedness • Increased demands on Fire Services due to climate change • Maintain an active, trained volunteer Bush Fire Brigade network in a climate of diminishing volunteer support • Consistent Emergency Services Levy operating funding source (DFES) • Managing the responsibilities of the role within a limited resource capacity on 24/7 requirements • Growing level of Shire role in emergency management

Budget


Capital Income $1,280,000 Capital Expenditure -$1,320,000

Totals -$847,092

44


Number of incidents attended - CESM 6 Incident Reports Quarterly

Number of Bush Fire Brigade volunteers 400 Brigade Memberships Quarterly


Outcome 5: Ecological resilience in the face of changing climate Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Engage with researchers and the community to develop strategies to manage fire and biodiversity protection in the face of increasing frequency and intensity of bushfires

Partner, Advocate

1.5.2.1 Priority project: Implement and regularly review the Bushfire Risk Management Plan, including the bushfire risk treatment schedule through consultation with Landcare services and review every four years (due 2020-21)

Community Emergency Services (lead) Landcare and Environmental Services

▼

▼ ▼

FRE08 $15k FRE10 $20k FRE23 $161k (grant TBC)

1.5.2.2 Partner with Department of Fire and Emergency Services, the Office of Bushfire Risk Management and local community groups on bushfire strategies and resourcing including annual test exercises

Community Emergency Services

▼ ▼ ▼ ▼ FRE14 $3k

1.5.2.3 Participate and complete the State Risk Project (local) in conjunction with the Office of Emergency Management


▼ ▼ ▼ ▼

1.5.2.4 Participate in regular reporting including the annual State Preparedness Report Community Emergency Services

▼ ▼ ▼ ▼

45

1.5.2.5 Complete the Bushfire Brigade structure review in consultation with the Department of Fire and Emergency Services


▼ FRE24 $5k

46

Business area: Recreational Services Recreation Services Service team Recreation Services

Responsibility Recreation Operations Manager

Services

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

• Manage indoor aquatic centre in Margaret River and hydrotherapy pool at Augusta • Manage gymnasium and group fitness facilities • Facilitate and schedule community health and sport programs and private swim schools • Manage beach lifeguards • Provide café and catering services • Manage hire of rooms and facilities by users • Support and manage Gloucester Park and surrounding sports oval bookings and scheduling

Workforce 13.7 FTE

Challenges

• Availability of trained umpires • Seasonal variations with high demand/overuse and under use/low demand • Lack of space • Age of infrastructure and building maintenance requirements and associated rise in energy costs • Better returns for usage on room hire • Access to qualified and multi-skilled staff

Budget



Totals -$1,530,000

47


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

Shire facilities and sporting grounds bookings 25 Training registrations Quarterly

Pool compliance with Department of Health Standards 100% Department of Health Quarterly



Strategy 2: Ensure green and public open space cater for a wide range of users including people with disabilities

2.3.2.4 Commence development of a Shire-wide Recreation Services Masterplan with year one to focus on Margaret River and Gloucester Park

Recreation Services

GPP01 $56k



Partner Advocate

2.5.1.1 Provide fitness programs, including Kidsport and Living Strong, that cater for seniors and persons with all abilities

Recreation Services ▼ ▼ ▼ ▼

FCE002 $1k FCE003 $1k FC25 $4.8k

Strategy 2: Enable high standard recreational facilities and sporting grounds Lead

48

2.5.2.1 Develop a service level plan for the Margaret River and Augusta Recreation Centres, Outside School Hours Care and beach lifeguard services

Recreation Services

▼ ▼ ▼

2.5.2.2 Work with the Margaret River Hockey Club to develop and implement a staged approach for multi-purpose facility located on Gloucester Park


Strategy 4: Enable accessibility to low cost services which will support families and early years development

Lead Partner

2.5.4.2 Partner with swim schools to provide the community with cost effective services Recreation Services ▼ ▼ ▼ ▼



Lead

3.2.3.3 Implement the Asset Management Plan for the Recreation Centres in Margaret River and Augusta, and beach lifeguard equipment, and review every four years (due 2022-23)

Recreation Services (lead) Community Buildings

▼ ▼ ▼

CBS169 $100k IR88 $115k IR89 $15k FC28 $11.9k AC97 $27k

3.2.3.7 Develop an implementation strategy from the engineers report for renewal of the Margaret River Aquatic Centre roof


▼ ▼

49

3.2.3.9 Develop a management agreement for court three in the Margaret River Recreation Centre to articulate its intended use for various user groups

Recreation Services ▼



5.4.1.5 Work with the software provider to develop a solution for an online booking system for Recreation Services


50

Outside School Hours Care Service team Outside School Hours Care

Responsibility Recreation Operations Manager

Services

• Out of School Hours Care (OSHC) o Vacation care o Before school care o After school care o Transport services

• Crèche Workforce 4.1 FTE

Challenges • Access to qualified and multi-skilled staff • Changes to legislation and regulation • Access to facility that meets compliance requirements

Budget



Totals $30,466


Number of school aged children registered for After Hours Trend Quickkids/Department of Education Quarterly

Number of school aged children registered for Vacation Care Trend Quickkids Quarterly

Compliance with Department of Child Services Framework 100% Centaman Quarterly

51



Strategy 4: Enable accessibility to low cost services which will support families and early years development

Lead Partner

2.5.4.1 Priority project: Develop a long term plan with Council for the Shire’s Outside School Hours Care which details service levels and infrastructure requirements, utilising local data and professional services

Outside School Hours Care ▼ ▼ EDS01

$17.5k



Lead

3.2.3.8 Conduct detailed design and seek funding for development of an Outside School Hours Care facility connected to the Margaret River Recreation Centre

Outside School Hours Care (lead) Community Buildings

▼ ▼



5.5.1.3 Develop and implement process improvements for Outside School Hours Care focusing on roster management, coverage and service level management in 2019-20

Outside School Hours Care ▼ ▼ ▼ ▼

52

Business area: Libraries Library Services Service team Library Services

Responsibility Manager Library Services

Services

• Provide a community hub for all ages in which to meet, work, read and relax in Margaret River and Augusta • Provide a collection that meets the needs of a diverse community • Provide a 24/7 on-line library service • Provide direct community involvement through the ‘Cocoon’ emerging artists’ gallery space and an edible

community garden • Provide programs for children and adults, and in partnership with other organisations • Provide resources for community groups e.g. Historical Society • Provide printing facilities

Workforce 7.6 FTE

Challenges

• Changing demographics • Changing technological environment • Ageing infrastructure at Augusta • Changes to state government funding stream • Increasing utilities charges • Variable internet speeds and IT infrastructure across the Shire • Meeting growing demands of community with limited resources

Budget



Totals -$971,470

53


Percentage of annual active members Trend Interplan Quarterly

Number of participants for children’s programs Trend Interplan Quarterly

Door count for libraries Trend Interplan Quarterly


Outcome 4: Lifelong learning in the community Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Support libraries and other spaces as community hubs and centres of information, learning, creativity and innovation Lead

2.4.1.1 Review the long term needs of library services on an annual basis Library Services ▼ ▼ ▼ ▼

2.4.1.2 Assess funding arrangements and agreement between state government and Shire libraries

Library Services ▼ ▼

2.4.1.3 Develop a Volunteer Strategy for libraries to support operations Library Services ▼

Strategy 2: Encourage programs that foster learning in the community Lead

2.4.2.1 Provide learning events at the libraries Library Services ▼ ▼ ▼ ▼ LI22 $7k

LI25 $3k

Outcome 2: Liveable, sustainable and well-designed places that are inclusive for all culture and demographics

Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

54


Lead

3.2.3.4 Implement new Library equipment and review future equipment needs Library Services ▼ ▼

55

Directorate Sustainable Development Sustainable Development Service team Sustainable Development

Responsibility Director of Sustainable Development

Services

Leadership: • Provide strategic direction, management and leadership for the directorate • Provide strategic input and advice as a member of the Executive Leadership Team • Deliver strategic projects and policy • Provide an interface between Directorate, elected members, media and community

Administration: • Provide corporate, legal and administrative support

Workforce 3.6 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

Budget



Totals -$445,212


Customer satisfaction across all service areas 85% Customer Satisfaction Survey 3 yearly

56




5.5.1.5 Identify and prioritise process improvement initiatives for the Sustainable Development Directorate, with a focus on improving efficiency and customer service outcomes

Sustainable Development ▼ ▼ ▼ ▼

57

Sustainable Economy Service teams Sustainable Economy

Responsibility Director Sustainable Development

Services

• Build and progress strategic partnerships and relationships with local chambers of commerce / local small businesses

• Delivery of strategic projects and policy • Provide expert advice and guidance on Shire and regional projects • Provide advocacy and support to small businesses within Shire process

Workforce 1 FTE

Challenges • Setting up a new business unit with wide ranging stakeholders and demands at play • Managing a wide range of expectations within small budget and limited time

Budget



Totals -$112,024


Number of engagements with local businesses and associations 5 Synergy Quarterly


Outcome 1: Strong agriculture and viticulture sectors Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

58

Strategy 1: Ensure Shire processes support the development of strong, sustainable and innovative agricultural and viticultural sectors

Lead Partner

4.1.1.1 Collaborate with local and regional stakeholders to promote the Margaret River Wine Region as Australia's premier wine region

Sustainable Economy ▼ ▼ ▼ ▼

4.1.1.2 Support the development of a Scott River Sustainable Economy Study Sustainable Economy ▼

Strategy 2: Support initiatives which add value and improve Community Communications of primary production Partner

4.1.2.1 Encourage innovative agricultural practices including regenerative agriculture and permaculture


Strategy 3: Encourage local food industries production and consumption, secure distribution channels and community initiatives such as food hubs

Advocate

4.1.3.1 Support the Margaret River Farmers Markets to develop in a manner that alleviates pressure from weather extremes and parking concerns

Sustainable Economy ▼ ▼



4.4.1.1 Convene regular meetings with the Industry Leaders Group

CEO Office (lead) Sustainable Economy

▼ ▼ ▼ ▼

59

4.4.1.3 Convene regular meetings with the Sustainable Economy Advisory Committee


SEP02 $1.8k SEP03 $6k

4.4.1.4 Undertake activities in line with the Small Business Friendly Local Governments Initiative

Sustainable Economy ▼ ▼

SEP02 $1.8k SEP03 $6k

Strategy 2: Work with commercial and retail enterprises to increase year-round stability Partner

4.4.2.1 Support the development of a sustainable and climate resilient small business sector


SEP02 $1.8k SEP03 $6k

Strategy 4: Foster sustainable economic growth, which provides local employment Partner

4.4.4.1 Priority project: Finalise and commence implementation of the Sustainable Economy Strategy, and review every four years


▼ ▼ ▼ SEP01 $7.3k

Strategy 5: Partner with agencies, organisations and the community to reduce economic inequality within the Shire

Partner Advocacy

4.4.5.1 Identify opportunities to collaborate with the South West Development Commission, key stakeholders, local peak industry bodies, community and social justice sector, and other tiers of government to ensure a sustainable local economy in the Shire with reduced economic inequalities’


▼ ▼ ▼ ▼ SEP01

Strategy 6: Actively work with the State and Federal Governments to provide a range of higher education offerings at the Margaret River Education Campus

Partner

60

4.4.6.1 Work with the Margaret River Education Campus Board to support their efforts to maintain the campus, including youth entrepreneurship, food production and digital economies



Strategy 4: Develop partnerships and community programs to mitigate the economic impacts of climate events on the community

Partner

4.5.4.1 Partner with the Chambers of Commerce to raise awareness and adapt to the economic impacts of climate change


▼ ▼ ▼ ▼ SEP01

61

Legal and Governance Services Service team Legal and Governance Services

Responsibility Director Sustainable Development

Services

• Provide advice and representation in relation to administration and enforcement of local planning scheme and in State Administrative Tribunal reviews

• Oversea and coordinate all litigation and legal disputes involving the Shire. • Implement and review Council’s Land Asset Management Plan • Manage all leases and licences of Shire owned and managed land • Provision of local law permits including trading permits • Ensure that Annual Audit Returns are prepared reported to Council • Liaise with Directors and CEO on the effectiveness and currency of the Shire’s Risk Management Framework

and oversee the preparation of reports to the Audits and Risk Management Committee. Review, prepare and enact local laws,

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

Workforce 2.4 FTE

Challenges • Responding to increasing requirements for electronic reporting • Ensuring systems and procedures are developed for compliance • Growing demand for governance and internal compliance advice and oversight.

Budget

Operating Income - Operating Expenses $297,554


Totals -

62


Annual Statutory Compliance Audit Report is completed and lodged within statutory timeframes 100% Audit Report Annual

Total local reserve permit applications assessed Trend Synergy Quarterly


Outcome 3: Healthy forests and natural landscapes Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Proactively manage Shire reserves and provide incentives for weed control, feral animal control and bushland management to extend Shire support for conservation action on private property

Lead

1.3.2.2 Develop a Cat Local Law and mitigation strategies for feral cat control

Ranger Services (lead) Landcare Services Legal and Governance Services

▼ ▼ RNG03



63

2.3.1.2 Manage Shire owned freehold land and tenure of Shire managed reserves to ensure maximum value for the community

Legal and Governance Services

▼ ▼ ▼ ▼

Outcome 1: Responsible ownership of outcomes Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 3: Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct Lead

5.1.3.2 Regularly review Shire governance processes, in accordance with advice from the Western Australia Local Government Association (WALGA) and the Department of Local Government Sport and Cultural Industries


▼ ▼

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


▼ ▼ ▼ ▼

5.1.3.4 Review Code of Conduct for staff every four years Legal and Governance Services


Strategy 3: Develop long Informing Strategy including asset and financial management aligned to the Community Strategic Plan Lead

5.2.3.12 Implement the Shire's Land Asset Management Plan and review every four years (due 2021-22)


▼ ▼

▼


64


5.5.1.4 Conduct a Service Level Review for Legal and Governance Services to ensure long term sustainability in accordance with the reviewed Local Government Act 1995


▼

65

Business area: Planning and Development Services Planning and Development Services Service teams Planning and Development Services

Responsibility Manager Planning and Development

Services

Statutory Planning: • Development control through implementation, monitoring, enforcement and review of the Shire’s Local

Planning Scheme No. 1 and associated policies • 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 the Shire’s strategic framework and projects to encourage and

provide sustainable environmental outcomes • Provision of Geographic Information Systems (GIS) service to the organisation, administration of the

Intramaps public information system and preparation of plans and spatial data • Preparation, review and administration of the Shire’s Development Contribution system • Provide customer service and technical advice

Strategic Planning: • Delivery of strategic projects and policy which supports tactical response to key local planning issues • Participating with the community and facilitating exchange of knowledge to foster efficient resource

management outcomes Sustainability services:

• Management of the Sustainability Advisory Committee • Identification, preparation and implementation of strategic projects and policy which deliver outcomes

to the community consistent with the Shire’s Sustainability Policy

Workforce 9.1 FTE

66

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 bushfire risk, environmental and heritage assessment for development) to local government

• Balancing competing expectations of appropriate responses to ensuring a sustainable economy within the shire.

Budget


Capital Income $204,000 Capital Expenditure -

Totals -$793,978


Average number of days for determining major and minor development applications Trend Synergy Quarterly

Total number of planning and subdivision applications received Trend Synergy Quarterly


Outcome 1: Ecology and biodiversity protection Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Educate and engage the community and visitors to strengthen local conservation culture, so the environment is conserved, rehabilitated and celebrated

Partner Advocate

1.1.2.1 Implement and regularly review the Local Energy Action Plan, which includes monitoring of carbon emissions, offsetting of carbon emissions through an accredited carbon neutral revegetation program, increase the provision of renewable energy infrastructure and support the provision of community energy audits

Planning and Development Services

▼ ▼

▼ TNP16 $58.5k

67

Outcome 2: Healthy waterways and their foreshores Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Develop partnerships to maintain, improve and measure the quality and ecological values of waterways, rivers and wetlands and ensure environmental flows through urban and rural catchments

Partner

1.2.1.2 Implement projects to deliver healthier streams and waterways, including improved sediment management initiative and supporting the delivery of the Regional Estuaries Initiative

Environmental and Landcare Services (lead) Planning and Development Services

▼ ▼ ▼ ▼ LCA50 $50k


Strategy 1: Ensure habitats, corridors and refugia are identified and protected utilising land use planning incentives, community partnerships and operational activity

Lead, Advocate

1.3.1.1 Implement the Environmental Elements of Sustainability Strategy, undertaking projects in the corporate, collaborative and community areas including utilising planning controls to protect vegetation from the threat of clearing

Planning and Development Services (lead) Environmental and Landcare Services

▼ ▼

▼ TNP31

Outcome 5: Ecological resilience in the face of changing climate Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Monitor updated climate predictions for the region and encourage research on environmental impacts and environmental management responses

Partner

68

1.5.1.1 Through review of the Local Planning Scheme and Strategy, plan responsibly to avoid locating new developments in areas of unacceptable bushfire risk


▼ ▼ ▼ TNP31

Strategy 3: Develop partnerships and community education to implement environmental components of the Climate Change Response Plan

Lead

1.5.3.1 Priority project: Assist the Sustainability Advisory Committee and broader community to develop and implement the ‘mitigation’ component of the Climate Action Plan, utilising outcomes from the Climate Action Summit


▼ ▼ ▼ TNP38 $5k

1.5.3.2 Assist the Sustainability Advisory Committee to deliver a follow up Climate Action Summit in 2019-20 focused on developing adaptation strategies for the Climate Action Plan


▼ TNP33 $35k

Outcome 1: Clearly defined areas for growth, renewal and protection Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Review and implement the Local Planning Scheme No 1 (LPS1) to ensure appropriate development outcomes

Lead Advocate

3.1.1.1 Priority project: Review the Shire’s Local Planning Scheme and Strategy Planning and Development Services

TNP31 $60k

3.1.1.2 Launch My Community ID to better use census data for robust planning and identification of key community issues related to growth


▼

IT19

Strategy 2: Ensure structure plans are designed to preserve and enhance the unique character and sustainability of centres, towns and villages

Lead Advocate

3.1.2.1 Implement adopted structure plans for new residential communities, including the East Margaret River District Structure Plan, and review as required


▼ ▼ ▼ ▼

69

3.1.2.2 Implement townsite and village strategies where applicable, alongside the Local Planning Scheme


▼ ▼ ▼ ▼

3.1.2.3 Conduct a Heritage Inventory Review Planning and Development Services

TPN35 $15k


Strategy 1: Ensure new communities are developed using best practice sustainable design principles Partner

3.2.1.1 Provide planning advice to community members as requested, including sharing of online resources and community meet-ups for sustainable and affordable building design


▼ ▼ ▼ ▼

3.2.1.3 Prepare and implement new sustainability based development requirements through the Local Planning Scheme review


▼ TNP31

3.2.1.4 Establish a design review process through an independent body to review the design aspects of major developments


▼

Strategy 2: Implement the recommendations of the Shire's Affordable Housing Strategy

Lead Advocate

3.2.2.1 Facilitate the Homelessness and Affordable Housing Working Group to progress actions from the Affordable Housing Strategy alongside the Shire's Homelessness Policy including further progressing site identification for potential housing initiatives


▼ ▼ ▼ ▼

COM131 $20k TNP30 $12k

3.2.2.2 Review the Shire’s Homelessness Policy and facilitate and review the Just Home partnership

Community Planning and Development (lead)

COM131

$20K

70


Outcome 3: Climate change mitigation and response Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Reduce the Shire’s corporate carbon emissions including energy use and corporate waste, to meet adopted targets Lead

3.3.1.1 Priority project: Identify opportunities and implement renewable energy initiatives Planning and Development Services

▼ ▼ ▼ ▼ TNP16 $58.5k

Strategy 2: Assist businesses and the community to reduce their carbon emissions including energy use and corporate waste, to meet adopted targets

Partner

3.3.2.1 Deliver community and business education in relation to sustainable living including reducing energy use and waste output

Waste Services (lead) Planning and Development Services

▼ ▼ ▼ ▼ WA14 $70k TNP16

Outcome 5: Sustainable water and energy management Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Expand wastewater, water conservation and water re-use measures to conserve water as a precious resource Lead

3.5.1.2 Encourage developers to utilise the Margaret River Recycled Water Scheme Planning and Development Services

▼ ▼ ▼ ▼

71

Strategy 2: Work with community and business sectors to encourage increased awareness and usage of carbon free renewable energy, including wave, wind and solar power production at domestic and commercial scales

Advocate

3.5.2.1 Promote information to connect households and businesses with suppliers of energy reduction and production services


▼ ▼ ▼ ▼ TNP16

Strategy 3: Support community and business education for sustainable living including water, waste, energy and sustainable practices Advocate

3.5.3.1 Facilitate community energy auditing through provision of equipment to encourage sustainable use of resources


▼ ▼ ▼ ▼ TNP16

Strategy 4: Liaise with State Government organisations and develop partnerships and community education programs for water conservation and total water cycle management

Advocate

3.5.4.1 Partner with the Water Corporation and Department of Water and Environmental Regulation to achieve best urban practices and water management outcomes in relation to dams, drainage and protection of groundwater resources


▼ ▼ ▼ ▼

Outcome 3: Infrastructure for economic growth



4.3.1.2 Implement and regularly review the Developer Contributions Strategy for development of community infrastructure and public open space (due 2021-22)


▼ ▼

▼ TNP18 $15k

72

Building Services Service teams Building Services

Responsibility Manager Planning and Development

Services • Ensuring buildings are safe, appropriate and compliant for use in accordance with the Building Code of

Australia • Providing professional advice regarding compliance with relevant legislation • Certification of building applications as a permit authority under the Building Act 2011

Workforce 1.7 FTE

Challenges

• Changes in legislation including the introduction of the Building Act 2011 and subsequent private certification and permit process

• Increasing complexities in the assessment process, including addressing the implications of Bushfire Risk assessment

• Ongoing up-skilling of staff to ensure knowledge of continuous evolution of the building approvals framework

• Limited resourcing resulting in discontinuity of service

Budget



Totals $70,718


Building searches completed within 10 working days 100% Synergy Quarterly


73

Business area: Health, Waste and Ranger Services Environmental Health and Events Service team Environmental Health and Events

Responsibility Manager Health, Waste and Ranger Services

Services

• Ensuring risks to health through unsafe food supply and manufacture are effectively managed • Ensuring risks to health from unsafe accommodation, aquatic facilities, public buildings, licensed premises and

events are effectively managed • Manage health risks through ensuring safe swimming, recycled and drinking waters • Managing health risks posed by biological hazards in the community through vector borne disease control and

infectious disease control • Minimising public health risks associated with pollution and contamination by monitoring wastewater, air quality,

noise, asbestos and tobacco control, • Assessment of development proposals to ensure consideration is given to potential risks to public health • Planning for and managing the environmental health risks associated with emergencies • Promoting public health initiatives and providing advice and support to the community on public and

environmental health topics • Processing event applications and issuing approvals for events within the Shire • Supporting event organisers with advice on the application process and delivery of events within the Shire.

Workforce 5.2 FTE

Challenges

• Limited resources to fulfil all areas of responsibility • Changing environmental health legislation and codes of practice • Meeting internal and community expectations Meeting increased levels of servicing due to tourism, population

growth and environmental sensitivities • Competing interests during peak tourism periods impacting on current resources e.g. complaints, inspections,

sampling • Increasing numbers of events within the region placing substantial strain on Shire to ensure all events meet

minimum regulatory requirements.

Budget Operating Income $123,915

Operating Expenses -$570,020 Capital Income -

74

Capital Expenditure - Totals -$446,105


Percentage of samples completed as scheduled 100% Synergy Quarterly

Percentage compliance with Health Standards 100% Synergy Quarterly



Strategy 1: Enable community and multicultural participation and promote a set of cultural values to residents and visitors

Partner Advocate

2.1.2.3 Provide support services to community non-for-profit festivals through the event application process

Environmental Health and Events

▼ ▼ ▼ ▼


Strategy 1: Monitor changing public health, mental health, infrastructure and vector control needs in response to changing environment including increasing heatwaves, bushfires and southern movement of diseases such as Ross River Virus

Lead

2.6.1.1 Priority project: Develop and implement the Public Health Plan to include the core principles of the Community Strategic Plan 2036

Environmental Health Services

▼ ▼ ▼

HI25 $2k and CapeROC budget support

75

2.6.1.2 Work with the Department of Health and regional health services on priority projects such as the egg compliance strategy (salmonella prevention) and Fight the Bite campaign (mosquito-borne disease prevention)

Environmental Health Services ▼ ▼ HI25

2.6.1.3 Develop the Shire’s Environmental Health Emergency Management Plan and regularly review procedures for Environmental Health

Environmental Health Services

▼ ▼ ▼

Strategy 2: Lead and partner with other agencies on community safety and regulatory programs for community wellbeing

Lead Partner

2.6.2.1 Implement monitoring and data collection for statistical analysis and reporting, including the Public Health Act 2016 reporting each year

Environmental Health Services ▼ ▼ ▼ ▼



4.2.3.3 Finalise the Shire’s Events Strategy and review every four years

Communications and Marketing (lead) Environmental Health

▼ ▼ ▼



5.5.1.2 Identify ways of improving the quality of Environmental Health services through development of more effective work process flows including use of mobile inspection software

Environmental Health & Events ▼ ▼

76

Waste Services Service team Waste Services


Services

• Provide a 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 • Ensure facilities are safe and accessible to staff and the community • Manage the waste disposal facilities and operations and services to acceptable Council standards and

Department of Water and Environmental Regulation (DWER) licence requirements • Promote 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 • Implement Community education • Manage kerbside general waste, organic waste and recycling collection contracts and their programming and

delivery within the shire Workforce 9.1 FTE

Challenges

• Increasing waste volumes - growth and tourism, impacting on operations Need for long term waste management planning at both local, regional and state level

• maintaining data accuracy to underpin the measurement of strategies and services • Seasonal impacts and high tourist numbers are placing unprecedented pressure on existing waste collection

and disposal systems • Transport costs, lack of economies of scale, lack of access to end markets and limited capacity to generate

funds place financial burdens upon the Shire with regard to recycling and organic processing operations • Delivering a sustainable waste system at the same cost as the current service and at the same time

programming the reduction of the Waste Maintenance Levy • Communications, engagement and education programs to ensure industry, community and government entities

essential to reduce waste generation. There is a need to invest in education and promotion to limit long term staffing costs through increases waste loads

• Waste policy and compliance changes • Community acceptance of user pays and polluter pays • Inefficiencies of internal systems

Budget Operating Income $4,901,376

77

Operating Expenses -$3,142,330 Capital Income $70,000

Capital Expenditure -$886,000 Totals $963,046

Key performance indicators Target Source Reporting Frequency Recyclables generation - tonnes per capita per annum Trend DER Waste Census Quarterly

Total amounts of waste received at landfill per capita Trend DER Waste Census Quarterly

Kerbside recycling collection participation rate Trend Contractor reporting Quarterly


Outcome 3: Climate change mitigation and response Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Assist businesses and the community to reduce their carbon emissions including energy use and corporate waste, to meet adopted targets

Partner

3.3.2.1 Deliver community and business education in relation to sustainable living including reducing energy use and waste output

Waste Services (lead) Planning and Development Services

▼ ▼ ▼ ▼ WA14 $70k TNP16 $58.5k

Outcome 4: Sustainable resource use and waste management Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

78

Strategy 1: Treat waste as a resource Partner

3.4.1.1 Partner with the Western Australia Waste Authority to improve local outcomes for waste management

Waste Services ▼ ▼ ▼ ▼

3.4.1.2 Promote the Shire Tip Shop as an opportunity for waste to be reused or recycled

Waste Services ▼ ▼ ▼ ▼ WA14

Strategy 2: Reduce raw material use and increase materials and energy recovery Advocate

3.4.2.1 Priority project: Develop and implement long term waste plans, a Master Plan and Waste Management Strategy, supported by Waste Management Plans for Shire waste facilities


3.4.2.2 Manage the Davis Road Waste Facility and the Wallis Road Treatment Plant, including construction of new facilities and plans for relocation


WA55 $1002k WASP05 $15k WASP07 $100k WASP03 $36k

Strategy 3: Reduce environmental impact of waste and maximise conservation of natural resources Partner

3.4.3.1 Make waste recovery a priority by implementing practices that support a circular economy, including on-site processing options, returning products to local markets where possible and minimising waste transport

Waste Services ▼ ▼ ▼ ▼ WASP11 $20k

WASP09 $10k

Strategy 4: Encourage the community to reduce, reuse and recycle Partner

3.4.4.1 Develop and implement a community education campaign for community behaviour change for waste management

Waste Services ▼ ▼ ▼ ▼ WA14 $70k

79

Ranger Services Service team Ranger Services


Services

• Community education • Regulatory services: dogs, cats, camping, parking, abandoned vehicles, wandering stock, littering, illegal

dumping, signage • Administer cemeteries and niche walls • Administer the Animal Management Facility • Shark response • Assist with support to fire response requirements • Provide assistance in emergency situations, logistics and animal related matters • Administer Fines Enforcement Registry • Administer and implement the Fuel Hazard Reduction and Fire Break Notice

Workforce 5.1 FTE

Challenges

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

• Responsible camping issues due to high transient/seasonal/tourist populations • Peak tourism periods impacting on current resources e.g. parking, camping, firebreak inspections, dog

exercise areas • Increased levels of compliance/requirements regarding fuel hazard reduction and fire break inspections • Implementation of new legislation and local laws • Inefficiencies of internal systems impacting on timeliness of service delivery

Budget



Totals -$543,880

80


Total Warnings issued 200 Synergy Quarterly

Total Percentage Infringements withdrawn <10 Synergy Quarterly

Fire Break Inspections completed 3,400 Synergy Quarterly




Lead


Ranger Services (lead) Environment & Landcare Services Legal Services

▼ ▼ RNG03


Strategy 2: Lead and partner with other agencies on community safety and regulatory programs for community wellbeing

Lead Partner

81

2.6.2.2 Implement the Dog Local Law and review every four years (due 2019-20) Ranger Services

▼ ▼ ▼

2.6.2.3 Review Dog Exercise Areas in the Shire every four years (due 2022-23) and implement each year

Ranger Services ▼ ▼ ▼

RNG05 $5k RG009 $10k

2.6.2.4 Review Shark Response policy and procedure Ranger Services

2.6.2.5 Develop a Whale Stranding Response Policy

Ranger Services (lead) Environment & Landcare Services

2.6.2.6 Review the Shire’s Management Plan for Cemeteries Ranger Services ▼ ▼ ▼ RNG06

$15k


2.6.4.1 Implement annual Fuel Hazard reduction and Firebreak notices and inspections to include outcomes of the Bushfire Risk Management Plan

Ranger Services ▼ ▼ ▼ ▼

2.6.4.2 Review firebreak procedures and implement improvements Ranger Services ▼ ▼ ▼ ▼ RNG07

$5k

82

Directorate Infrastructure Services Infrastructure Services Service team Infrastructure Services

Responsibility Director Infrastructure Services

Services

• Provide strategic direction, management and leadership for Asset Services and Works Business Units • Provide corporate and administrative support • Provide strategic input and advice as a member of the Executive Leadership Team • Delivery strategic projects and policy • Provide an interface between the Directorate, elected members, media and community

Workforce 2.4 FTE

Challenges

• Ensuring that the Shire’s infrastructure and other assets are managed to provide an appropriate level of service to the community

• Ensure that the Shire’s infrastructure and other assets are maintained in accordance with sound asset management principles

• Ensuring that the effectiveness of the Directorate is maximised through the development of appropriate procedures

• Ensuring that the Directorate’s capacity and capability meet strategic, customer and operational needs

Budget



Totals -$439,036

83


Capital works are completed on time and in budget 100% Monthly financial report Quarterly

Customer satisfaction across all service areas 85% Customer Satisfaction Survey 3 yearly


Outcome 2:Livable, sustainable and well-designed places that are inclusive for all cultures and demographics Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 3: Develop and implement management plans for Shire facilities and projects so they are well designed, sustinable, have aesthetic appeal and are accessible by all

Lead

3.2.3.10 Implement the Flinders Bay Boatramp modifications and roadworks Infrastructure Services ▼

CSB159 $234k CBS109 $25k CBS157 $24k

Outcome 6: Connected and safe transport network Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Manage traffic flows, parking and pedestrian safety in town and village centres

Lead Partner

3.6.2.1 Priority project: Secure funding and deliver the Margaret River Town Centre Revitalisation Project (main street and Fearn Avenue)

Infrastructure Services ▼ ▼ ▼ ▼ STS07 $8657k



84

5.5.1.7 Identify and develop process improvement strategies for the Infrastructure Services directorate, to include roll out of the Project Management framework in 2019-20

Infrastructure Services ▼ ▼ ▼ ▼

Strategy 2: Encourage innovative community engagement to ensure all areas of the community have a voice in issues that affect them

Lead Advocate

5.5.2.3 Develop a Roads Choice Modelling Activity for community feedback based on the Shire’s Roads Program, to deliver in 2020-21

Infrastructure Services ▼ ▼ DIS04 $4k

85

Business area: Asset Services Asset Services Service team Asset Services

Responsibility Manager Asset Services

Services

• Undertaking asset management • Undertaking assessment of infrastructure aspects of subdivision and development • Undertaking project planning and management for Shire projects • Administering land tenure and management • Providing customer service and technical advice

Workforce 5.9 FTE

Challenges

• Ageing infrastructure nearing the end of its economically useful life • Increasing cost to manage Shire assets at current service levels • Improving asset management practices • Managing future asset demand and life-cycle cost • Community expectations of limited rate rises but maintenance or improvement of service levels • Declining availability of grant funding • Increasing regulatory requirements • Resources and timeframes for forward planning, stakeholder consultation, design, approvals and

procurement

Budget


Capital Income $36,000 Capital Expenditure -$339,000

Totals -$1,466,665

86


Asset consumption ratio >50% DLGC Guidelines Annual

Asset sustainability ratio >90% DLGC Guidelines Annual

Asset renewal ratio 75%-95% DLGC Guidelines Annual

National Assessment Framework Score Progressive improvement

AM Self-Assessment Workshop Annual


Outcome 2: Healthy waterways and their foreshores Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget


Partner

1.2.1.3 Work with the Department of Water and Environmental Regulation to address recommendations from the Hardy Inlet Water Quality Improvement Plan for Augusta townsite stormwater treatment

Asset Services ▼

1.2.1.4 Develop a foreshore plan for the Alexandra Bridge Campground Asset Services ▼

TYA47 $15k FFS19 $40k

Outcome 4: Continued unique and iconic coastal landscapes Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Plan effectively to protect coastal and other key landscapes

Lead, Advocate

87

1.4.1.1 Implement the Coastal Hazard Risk Management Adaptation Plan, including monitoring of sea level rise and beach safety Asset Services ▼ ▼ ▼ ▼

Strategy 2: Manage responsibly coastal areas under the Shire’s control Lead

1.4.2.1 Implement the Limestone Cliff Stability Assessment and Landcare Management plans for coastal areas Asset Services ▼ ▼ ▼ ▼ LCA55

$45k

1.4.2.2. Implement coastal rehabilitation of the Cape Mentelle to Gas Bay Foreshore Plan Asset Services ▼ ▼ ▼ ▼ LCA23



Partner Advocate

2.5.1.3 Prepare an implementation plan and commence staged delivery of the Leeuwin Naturaliste 2050 Cycling Strategy Asset Services ▼ ▼ ▼ TYG22

$36k


Strategy 1: Ensure new communities are developed using best practice sustainable design principles Partner

3.2.1.2 Undertake quality control of developer provided assets Asset Services ▼ ▼ ▼ ▼

Strategy 3: Develop and implement management plans for Shire facilities and projects so they are well designed, sustainable have aesthetic appeal and are accessible by all

Lead

3.2.3.5 Continue implementation of the Augusta Interpretation Plan, including interpretive signage and trail shelters Asset Services ▼

▼ ▼ TIA26 $50k

88

Outcome 5: Sustainable water and energy management Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Expand wastewater, water conservation and water re-use measures to conserve water as a precious resource Lead

3.5.1.1 Review the Margaret River Townsite District Water Management Strategy and Margaret River Recycled Waste Water Scheme Asset Services ▼ ▼ ▼ ▼ TYA53

$15k

Outcome 6: Connected and safe transport network Shire role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Develop and maintain a high quality road, cycleway and footpath network throughout the shire in partnership with all levels of government

Lead Partner

3.6.1.1 Finalise the construction of the Winter Diversion Track in alignment with the Working Group Report and commence ongoing environmental and cultural management Asset Services ▼ ▼ ▼ ▼

TIA33 $158k PXN003 $150k

3.6.1.2 Ongoing implementation of the Cape Leeuwin Trail and tourism precinct plan Asset Services ▼ ▼ ▼ ▼ PXN013 $445k

3.6.1.3 Commence implementation of the recommendations of the CapeROC Regional Trails Strategy Asset Services ▼ ▼ ▼ ▼ TIA27

$20k

3.6.1.4 Ongoing implementation of the Bridle Trails Masterplan, focusing on trails around the Margaret River Pony Club Asset Services ▼ TIA24

$20k

3.6.1.5 Ongoing implementation of the Townsites Pathway Plan Asset Services ▼

▼ ▼ PXN016-21 $120k

3.6.1.6 Ongoing extension of the Wadandi Track in collaboration with the City of Busselton Asset Services ▼ ▼ ▼ ▼

TYA55 $40k PXN002 $100k

89

3.6.1.7 Conduct townsite drainage investigations to identify needed enhancements Asset Services ▼ ▼ ▼ ▼ TYA39 $15k

Strategy 2: Manage traffic flows, parking and pedestrian safety in town and village centres

Lead Partner

3.6.2.2 Priority project: Develop a Margaret River Precinct Masterplan with the community reference group and in conjunction with the Margaret River Walking and Off-Road Cycling Strategy, to include Rotary Park, bridge, the wiers and traffic mangement strategies for Carters Road, and commence implementation

Asset Services

▼ ▼ ▼ TYA51 $20k

3.6.2.3 Implement the Capes Region Boating Strategy and review every four years (due 2019-20) Asset Services

▼ ▼ ▼

Strategy 3: In partnership, advocate on opportunities for public transport services Advocate

3.6.3.1 Assist Main Roads Western Australia with the conduct of the Caves Road Planning Study Asset Services ▼ ▼ ▼ ▼

Outcome 2: Sustainable tourism and other local industries



4.2.1.2 Priority project: Design and implement a Recreational Vehicles (RV) dump point in Cowaramup, as well as RV parking and wayfinding signage in Margaret River, Augusta and Cowaramup

Works Administration (lead) Asset Services

▼ ▼ ▼ ▼ CPN20 $50k



90

4.3.1.4 Work with state and federal funding bodies annually to deliver long term plans for roads maintenance and upgrades


▼ ▼ ▼ ▼

Strategy 2: Facilitate access to essential infrastructure, including affordable, high speed communication networks for all residents and businesses

Partner Advocacy

4.3.2.1 Collaborate with CapeROC to prepare a new tourism and directional signage strategy for the Capes region

Asset Services (lead) Communications and Marketing

▼ ▼ TIA36 $10k


Strategy 2: Base expenditure on coastal Shire assets on longer-term cost-benefit and risk analysis as well as current needs Partner

4.5.2.1 Finalise and implement an adaptation and protection strategy for Gnarabup boat ramp and coastal pathway Asset Services ▼ ▼ ▼ ▼


Strategy 3: Develop long term Informing Strategy including asset and financial management aligned to the Community Strategic Plan Lead

5.2.3.4 Finalise the major review of the Asset Management Plan in early 2019-20 and continue in the review cycle with a minor review every two years (due 2020-21) and a major review every four years (due 2022-23)

Asset Services ▼ ▼

5.2.3.5 Implement the Shire's Asset Management Improvement Plan Asset Services ▼ ▼ ▼ ▼

91

5.2.3.8 Update the 10 year forward capital works program Asset Services ▼ ▼ ▼ ▼

5.2.3.9 Complete transition to the new asset management information system Asset Services ▼ TYA14 $98k

5.2.3.10 Systematic development of strategic asset management plans for individual asset types Asset Services ▼ ▼ ▼ ▼

5.2.3.11 Conduct scoping and scheduling of capital projects in the Long Term Financial Plan Asset Services ▼

5.2.3.13 Support resolution of land encroachment issues Asset Services ▼ ▼ ▼ ▼ TYA46 $6k

92

Landcare and Environmental Services Service team Landcare and Environmental Services


Services

• Provide customer service and technical advice • Provide environmental management and Landcare services • Oversee and deliver Environmental Management Fund • Volunteer and contractor management • Delivery of strategic projects and policy

Workforce 2.4 FTE

Challenges

• Increasing pressures on natural environments with finite resources for management • Balancing biodiversity outcomes with fire fuel load management • Attracting and maintaining volunteers in a climate of diminishing volunteer support • Declining grant fund availability

Budget



Totals -$761,967


Landcare volunteer hours supported Trend Synergy Quarterly

Number of local environmental groups engaged in landcare plans Trend Synergy Quarterly

93


Outcome 1: Ecology and biodiversity protection Shire's role Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Develop partnerships with Governments and the community to identify ecological values, inform best management practice and protect the biodiversity of the shire

Lead Advocate

1.1.1.1 Priority project: Coordinate and implement the delivery of the Environmental Management Fund to deliver improved environmental outcomes including community delivery through grants

Landcare and Environmental Services

▼ ▼ ▼ ▼

LCA37 $132k LCA38 $100k

1.1.1.2 Maintain partnerships and support community programs run by local community groups who champion the ecological values of the Shire, progressing multi-year Memorandum’s of Understanding with key groups over 2019-20


▼ ▼ ▼ ▼ LC44 $90k

Strategy 3: Consult with Aboriginal people on Indigenous knowledge of land and water management Lead

1.1.3.1 Engage with local Wadandi people on cultural heritage issues and appropriate management of capital, community and environmental projects including approvals as required


▼ ▼ ▼ ▼ TYA45 $30k

Outcome 2: Healthy waterways and their foreshores Service area 2019-20 2020-21 2021-22 2022-23 Budget


Partner

1.2.1.1 Priority project: Collaborate with local natural management groups implement and regularly review the Margaret River Protection Strategy in collaboration with the community (due 2022-23)


▼ ▼ ▼ LCA50 $50k

94

1.2.1.2 Implement projects to deliver healthier streams and waterways, including improved sediment management initiative and supporting the delivery of the Regional Estuaries Initiative

Landcare and Environmental Services (lead) Planning and Development Services

▼ ▼ ▼ ▼ LCA50 $50k

Outcome 3: Healthy forests and natural landscapes Service area 2019-20 2020-21 2021-22 2022-23 Budget


Lead

1.3.2.1 Conduct an audit of all Shire Reserve Management Plan actions for reprioritisation and action over the next four years, based on a whole of Shire view for targeted environmental management


▼ ▼ ▼ ▼ LCA23 $58k


Ranger Services (lead) Landcare and Environmental Services Legal and Governance Services

▼ ▼ RNG03

Outcome 4: Continued unique and iconic coastal landscapes Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 1: Plan effectively to protect coastal and other key landscapes Lead, Advocate

1.4.1.2 Develop and implement a water quality monitoring program for the Margaret River to gather data on recreational and ecological health


▼ ▼

95

Outcome 5: Ecological resilience in the face of changing climate Service area 2019-20 2020-21 2021-22 2022-23 Budget

Strategy 2: Engage with researchers and the community to develop strategies to manage fire and biodiversity protection in the face of increasing frequency and intensity of bushfires

Partner, Advocate

1.5.2.1 Priority project: Implement the Bushfire Risk Management Plan, including the bushfire risk treatment schedule through consultation with Landcare services and review every four years (due 2020-21)

Community Emergency Services (lead) Landcare and Environmental Services

▼

▼ ▼

FRE08 $15k FRE10 $20k FRE23 $161k (grant TBC)

96

Community Buildings Service team Community Buildings


Services

• Procure and manage contractor works • Coordinate building maintenance request system • Provision of project management services for building related capital works projects • Provide professional advice and recommendations on building asset management • Prepare and implement building maintenance and inspection programs

Workforce 3.0 FTE

Challenges • Ageing infrastructure nearing the end of its economically useful life • Increasing cost to manage Shire assets at current service levels • Limited resources to fulfil areas of responsibility

Budget



Totals -$3,096,657


Percentage of capital works programme completed > 80% Synergy Quarterly

Percentage variance of operating budget <15% Annual Budget Quarterly

97




2.3.1.3 Implement upgrades to the Western Pavilion Cricket and Soccer Club Upgrades

Community Buildings ▼ ▼

GPP034 $15k GPP035 $10k

2.3.1.6 Priority project: Develop a concept plan for a changing places Adult Change Facility in Margaret River

Community Buildings (lead) Community Planning and Development

▼ ▼ CBS164 $20k

2.3.1.7 Implement the Karate Club floor renewal Community Buildings ▼ CBS156

$35k

2.3.1.8 Implement the Witchcliffe Hall upgrade Community Buildings ▼ CBS161

$70k

2.3.1.9 Complete external cladding for the Alexandra Bridge hall building renewal Community Buildings ▼ CBS165

$40k




Lead

3.2.3.1 Implement the Asbestos Replacement Program in accordance with the Long Term Financial Plan

Community Buildings ▼ ▼ ▼ ▼

CBS109 $25k CBS157 $24k CBS159 $234k

98

3.2.3.2 Implement the Public Toilet Renewal and Upgrade Program and review every four years (due 2021-22)

Community Buildings

▼ ▼

▼

CBS166 $5k CBS167 $10k CBS168 $280k

3.2.3.3 Implement the Asset Management Plan for the Recreation Centres in Margaret River and Augusta, and beach lifeguard equipment, and review every four years (due 2022-23)


▼ ▼ ▼

CBS169 $100k IRC003 $32k IRC006 $83k IRC007 $15k AC97 $27k


Strategy 4: Provide family friendly caravan and camping grounds to encourage visitors to extend their stay Lead

4.2.4.6 Complete Turner Caravan Park asbestos removal and reinstatement Community Buildings ▼ CBS146

$38k

99

Business area: Works Works Administration Service team Works Administration

Responsibility Manager Works

Services

• Providing administration, management and leadership for Construction, Operations, Workshop and Survey and Design Services

• Delivering maintenance and construction of roads, paths, kerbs and drainage, car parks, streetscapes, parks, gardens, reserves, aerodromes and foreshore facilities

• Management of the Shire’s Capital Works Program • Undertaking project planning and management for Shire projects • Management and purchasing of the Shire’s fleet program • Provision of customer service internal and external stakeholders • Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating

Procedures, risk assessments and analyses and legislative requirements

Workforce 48.9 FTE (total for all five business units)

Challenges • Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing

ongoing maintenance to a sustainable level • Increasing cost to manage Shire assets at the desired service levels • Managing risk

Budget total



Totals -$24,540,000


Capital works completed on time and against the program 100% Capital works program Quarterly

100

Capital works completed on budget 100% Monthly financial report Quarterly




2.3.1.4 Complete the Cowaramup District Hall Upgrade including structural repairs to ensure it is fit for purpose

Works Administration ▼

CBS151 $493.7k CBS168 $280k



4.2.1.2 Priority project: Design and implement a Recreational Vehicles (RV) dump point in Cowaramup, as well as RV parking and wayfinding signage in Margaret River, Augusta and Cowaramup


▼ ▼ ▼ ▼ CPN20 $50k



101

4.3.1.4 Work with state and federal funding bodies annually to deliver long term plans for roads maintenance and upgrades

Works Administration(lead) Asset Services

▼ ▼ ▼ ▼

CRG03 $2080k CRG05 $246k CRG06 $519k



Lead

5.2.3.6 Implement the annual plant and light fleet replacement programs Works Administration ▼ ▼ ▼ ▼ RP93

$963k

5.2.3.7 Implement the masterplan for Margaret River Shire Depot Works Administration ▼ ▼ ▼ ▼ DEX08-12

$20k



5.4.1.1 Deliver the Ten Year Capital Works Program and review every four years (due 2019-20)

Works Administration

▼ ▼ ▼ DIS04 $10k

102

Construction Service team Construction


Services

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

• Respond to customer queries in the field and prepare cost estimates • Provide final trim grader operations • Liaise and coordinate resources of plant, labour and materials to deliver the defined service standards and/or

undertake capital works programs in accordance with current engineering and industry standards • Liaise with ratepayers, residents and external stakeholders with respect to works that directly affect them, so to

minimise disruption, and provide positive public relations towards works being undertaken • Implement and coordinate public notification and consultation for construction projects and adapt works periods

and methodologies where required • Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe

Operating Procedures, risk assessments and analyses and legislative requirements

Challenges

• Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level

• Increasing cost to manage Shire assets at the desired service levels • The shortage of key construction resources • Applying and adapting existing work practices to new industry standards, legislative requirements and

expectations • Managing risk


Capital works completed on time and against the program 100% Capital works program Quarterly

103



Strategy 2: Ensure green and public open spaces cater for a wide range of users including people with disabilities Lead

2.3.2.1 Develop Shire public open space, reserves and playgrounds in accordance with Australian Standards for access and inclusion Construction ▼ ▼ ▼ ▼ GD52 $1642k

2.3.2.3 Deliver the Gloucester Park Carpark Plan including the carpark extension for the Margaret River Youth Precinct Construction ▼ CPN16 $100k




Lead

3.2.3.11 Implement the Ellis Street Boat Rigging Bay Construction ▼ FFS23 $20k



4.3.1.7 Implement schedule of infrastructure upgrades and renewals for 2019-20 including road, kerb, drainage, bridge, pathway, streetscape and carpark expansions Construction ▼ ▼ ▼ ▼

CR94 $10202k CR95 $5458k inc. major projects refer 3.6.2.1 and 4.3.1.3)

Capital works completed on budget 100% Monthly financial report Quarterly

104

Operations Service team Operations


Services

• Coordinate maintenance and parks and gardens services • Maintaining infrastructure including roads, paths, kerbs and drainage, car parks, streetscapes, aerodromes and

foreshore facilities • Install and repair street, directional and informational street signage and guide posts • Undertake turf and garden maintenance, reticulation installation, maintenance and repairs and the application of

pesticides, herbicides and fertilisers • Propagation and establishment of native and exotic plants in Shire nursery • Investigate, make recommendations to and implement works according to work requests submitted by internal and

external clients and customers. • Operate a variety of heavy plant and equipment to complete projects, and/or maintenance tasks in a safe and efficient

manner • Provide comprehensive carpentry and/or general maintenance service on a day to day basis and assist with new works

as required • Implement programmed works in an effective and efficient manner, whilst keeping within deadlines, budgetary

constraints and quality levels • Labouring tasks ranging from fabrication, installation and preventative works to all Shire infrastructure as required • Undertake playground inspections and monitoring in order to develop prioritised repairs and maintenance • Monitoring, testing, sampling and reporting of the Shire’s recycled water scheme, and liaise with external stakeholders

to ensure compliance with health and industry standards • Assist in the annual construction and resealing programmes and undertake reinstatements to work sites where

required • Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect with Safe Operating


105

Challenges


• Increasing cost to manage Shire assets at the desired service levels • The shortage of key construction resources • Managing risk • Applying and adapting existing work practices to new industry standards, legislative requirements and expectations


Operations completed on time and against the program 100% Capital works program Quarterly

Operations completed on budget 100% Monthly financial report Quarterly




4.3.1.3 Construct upgrades for the Road Reconstruction Program including Leeuwin Road, Warner Glen, Rosa Brook, Rosa Glen and Boojidup Road for 2019-20 Operations ▼ ▼ ▼ ▼ CR95

$3268k

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Technical Services Service team Technical Services


Services

• Undertaking surveys and engineered designs for key infrastructure • Collect survey data of existing site features, interpret information, make assessments/design decisions and create

design plans including quantity surveying • Prepare accurate drawing, works schedules, estimates and technical specification for all projects including road

works, drainage works, traffic management and other civil works • Assist in project managing construction works within the yearly capital works program • Conduct investigations and inspections into infrastructure and design problems of projects as required • Participate in continuous improvement initiatives, through the development of policies and procedures to ensure that

infrastructure projects are delivered to a high standard • Preparation of budget estimates for future construction projects • Provide input into the preparation of scoping documents for consideration in future budgets • Provide engineering and technical support to other business units • Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating


Challenges


• Increasing cost to manage Shire assets at the desired service levels • The shortage of key construction resources • Managing risk


Projects completed on time and against the program 100% Capital works program Quarterly

107



Strategy 2: Ensure green and public open spaces cater for a wide range of users including people with disabilities Lead

2.3.2.2 Conduct detailed survey and design to deliver a Gloucester Park Carpark Plan to include the Margaret River Youth Precinct

Technical Services ▼



4.3.1.5 Conduct detailed survey and design for the Road Reconstruction Program including Leeuwin Road, Warner Glen, Rosa Brook, Rosa Glen and Boojidup Road for 2019-20

Technical Services ▼ ▼ ▼ ▼

4.3.1.6 Conduct forward design survey works planning for projects to be delivered in 2020-21

Technical Services ▼

108

Workshop Services Service team Workshop Services


Services

• Purchasing of small plant and equipment • Assisting in management and purchasing of the Shire’s fleet program • Maintenance of the Shire’s vehicle and plant fleet and equipment - regular scheduled servicing and mobile and isolated

plant call-outs to the entire Shire fleet • Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating


Challenges • Funding of the Shire’s fleet • Optimising fleet utilisation • Reducing downtime • Managing risk


Plant utilisation rates Trend Fleetman Quarterly

Plant program completed against the budget 100% Capital works program Quarterly


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

If you are deaf, or have a hearing impairment or speech impairment, contact us through the National Relay Service:

• TTYusersphone133677thenaskfor08 9780 5255

• SpeakandListenusersphone 1300555727thenaskfor 08 9780 5255

• InternetrelayusersconnecttotheNRS (www.relayservice.com.au) then askfor0897805255

Document and version control table

Authority of original issue Council

Date of original issue 25 July 2018 (OM2018/179)

Date of minor review 26 June 2019

Contact officer Community and Corporate Planner

corporate plan attachment - amrshire.wa.gov.au · o cinema screening and premieres o business...

Documents