Corporate Business Plan - Shire of Boddington...2013/10/11 · Corporate Business Plan – a rolling 4 year plan which identifies the services, activities and projects and their resourcing

2013/14 – 2016/17

Corporate Business Plan

Shire of Boddington Page | 2

Corporate Business Plan 2013/14 – 2016/17

Foreword

Message from the President

I am proud to present the Shire of Boddington’s first Corporate Business Plan. This Plan identifies our priorities over the next four years and will allow us to ensure all key projects, activities, and services will be resourced to the required level. Our business plan is directly aligned with our Strategic Community Plan, ensuring Council will address all strategic priorities that our community has identified.

John Allert Shire President

Message from the CEO This Corporate Business Plan is the Shire’s most progressive plan date. In line with legislative requirements, this plan will ensure that strategic priorities are met, adequate funding will be available to achieve our activities, and that all of the Council’s resources will be appropriately maintained and developed. The Shire is made up of a variety of vibrant Communities and this plan will ensure that Council will be in a strong position to provide services that will allow these communities to grow. Gary Sherry Chief Executive Officer



Table of Contents

Foreword ........................................................................................................................................................ 2

Planning Context ................................................................................................................................... 4 1.

1.1 The Integrated Planning and Reporting Framework ............................................................ 4

1.2 Developing the Corporate Business Plan .............................................................................. 5

Strategic Context .................................................................................................................................. 6 2.

2.1 Our Vision ............................................................................................................................. 6

2.2 Key Drivers ............................................................................................................................ 6

2.3 Challenges Facing the Shire .................................................................................................. 7

2.4 Key Opportunities ................................................................................................................. 7

2.5 Role and Responsibilities ...................................................................................................... 8

2.6 Informing Plans ..................................................................................................................... 9

Operational Context ........................................................................................................................... 10 3.

3.1 Organisation Structure ........................................................................................................ 10

3.2 Service Profiles .................................................................................................................... 11

3.3 Organisation SWOT Analysis ............................................................................................... 25

3.4 Asset Management Planning .............................................................................................. 26

3.5 Workforce Planning ............................................................................................................ 27

3.6 Long Term Financial Planning ............................................................................................. 27

Actions linked to Strategic Community Plan and Services ................................................................. 29 4.

Action Plan Budget Summary ............................................................................................................. 87 5.

Monitoring and Reporting .................................................................................................................. 88 6.



Planning Context 1.

1.1 The Integrated Planning and Reporting Framework

The Integrated Planning and Reporting Framework provides the basis for improving the practice of

strategic and business planning in local government, and in turn, its long term sustainability. It addresses

the requirements to meet the intent of the Local Government Act 1995, and outlines the processes and

activities to develop and integrate the necessary plans.

The core plans in the Integrated Planning and Reporting Framework are the:

Strategic Community Plan – states a long term (10+ years) vision, goals, outcomes and

strategies, which drives the development of other local government informing strategies and

plans.

Corporate Business Plan – a rolling 4 year plan which identifies the services, activities and

projects and their resourcing requirements to deliver on the strategies and outcomes of the

Strategic Community Plan.

Annual Budget - the resources required to deliver the Corporate Business Plan on an annual

basis.

Figure 1: Key Plans in the Integrated Planning and Reporting Framework



1.2 Developing the Corporate Business Plan

The Corporate Business Plan addresses all of the Shire’s operations – including services, assets (capital

works and ongoing operating) and projects. It also identifies how the Shire’s operations link to the

Strategic Community Plan through strategies and outcomes.

The Corporate Business Plan is based on the Shire’s Operational and Service plans, which were developed

by Shire management and key staff. During this process, service related actions and projects are

identified through alignment with the Strategic Community Plan and informing strategies (refer to Figure

2 below).

The following sections of this Plan outline both the strategic and operational contexts for the

development of the Corporate Business Plan, the services and associated outputs for the Shire and the

actions, projects and associated resource requirements over the 4 year period of the Plan.

As this is the initial Corporate Business Plan, the costs associated with the operations and projects that

the Shire will deliver over the period of the Plan are preliminary or indicative.

These figures will be refined once the Long Term Financial Plan, the Asset Management Plan, the

Workforce Plan and the Annual Budget are adopted by Council.

Figure 2: The Corporate Business Plan within the Integrated Planning and Reporting Framework



Strategic Context 2.

2.1 Our Vision

Boddington, a vibrant, welcoming and connected community where natural beauty abounds and

economic growth provides opportunities for all.

2.2 Key Drivers

The following key drivers have been identified for the Shire of Boddington:

Mines – employment and population, particularly with a downsizing camp

Health – hospital, aged care, GPs and specialists

Education – lack of Year 11 and 12 resources, closest is Narrogin Senior High School; loss of high

school aged students and families; Boddington District High School has had performance issues

Shopping – very limited; people shopping elsewhere for example at Armadale and Mandurah;

some prices inflated due to mining incomes; competition of online shopping

Tourism – not currently but could be, for example, mining tours; lack of short stay

accommodation including homestays and farmstays; create attractions

Access – no public transport such as buses and trains; better link to Perth could increase the

resident population

Recreation – lack of a centre is currently limiting participation; no colocation; lack of older youth

attractions; sport and recreation; problem with attracting children and youth with the

competition with electronic entertainment; need to attract adults for health and fitness

Housing – more housing would attract more people to the town



2.3 Challenges Facing the Shire

The Shire of Boddington faces a variety of challenges as it develops over the next 10 years. The critical

challenges affecting the Shire have been identified through community engagement and the Strategic

Community planning process. The Corporate Business Plan will need to consider these and includes:

Regional economic growth reliant on the resources industry

Challenges attracting and retaining labour to the area

The availability and affordability of housing and land

High mobility of mining employees impacts on continuity of community services and community

groups

Economic development, with the focus on the development of a more balanced economy with

diversity and choice in employment

Wider range of commercial services available locally to residents

The development of this plan is based on the Shire’s current knowledge. However, there are some critical

uncertainties that the Shire has no control over, which may affect its planning, resourcing and

implementation of key initiatives described in this plan. These include:

Global financial conditions that may affect the resources industry and the Australian economy

Change of State or Federal government policy

Change of resource sector operations

Climatic/weather changes

Natural disasters

2.4 Key Opportunities

The following opportunities have been identified by the Shire during the development of the Corporate

Business Plan and the Strategic Community Plan, and are addressed in the action development area of

this plan.

Continuing to develop the town of Boddington as the population increases

Enhancing tourism through the development and promotion of the region’s unique character,

lifestyle, culture and natural environment

Providing a coordinated land supply for the long-term development of each community

Developing land for commercial and residential needs to diversify existing uses and activities,

which will improve the local economy and quality of life

Providing a greater diversity of housing to meet the differing community needs

Enhancing the integration of drive-in drive-out workers into local communities

Extending the range of locally available employment opportunities.

Improving the quality and range of community facilities



2.5 Role and Responsibilities

The Shire’s key responsibilities are:

Planning, directing and controlling Local Government’s affairs

Managing and being accountable for the performance of the Local Government’s functions

Overseeing the allocation of the Local Government’s finances and resources

Determining the local government’s policies.

The Shire’s Councillors play a very important role in the identification of community needs, determining

objectives and priorities and the allocation of resources. The implementation of Council’s policies and

plans and the ongoing management and administration of Shire affairs is the responsibility of the Chief

Executive Officer and employed staff.

The Council undertakes a range of roles in the implementation of the Corporate Business Plan and

associated services, projects and activities.

Council’s Role Council will Example

Advocator Lobby or advocate on

behalf of the community

As part of the Local Health Advisory Group, lobby

relevant state and federal agencies for health related

funding

Facilitator Help bring about change

and beneficial outcomes

Liaise with the Boddington Police to strengthen the

relationships between the community youth and the

police

Funder Allocate and mange funds

for approved projects and

services

Manage the Boddington domestic and commercial

waste collection contract

Leader Plan and provide direction

through policy and

practices

Develop, implement and review the Shire's Strategic

Community Plan

Promoter Actively support,

encourage and publicise

programs and activities

Support the Boddington Early Years Group to provide

Family and Children's Programs for the community

Provider Ensure services and

facilities are provided in

accordance with its role

Provide and manage recreation services in the Shire

Regulator Undertake its legal

responsibilities

Conduct animal management services in line with safe

work practices and legislative requirements



2.6 Informing Plans

The following Council plans have been referenced throughout the development of, and integrated into,

the Corporate Business Plan:

1. Strategic Community Plan 2012 - 2022

2. Aged Care Plan 2012

3. Bicycle Plan 2010 - 2018

4. Disability Access and Inclusion Plan 2007 - 2012

5. Forward Capital Works Plan 2010/11 - 2014/15

6. Peel Regional Plan 2011 - 2016

7. Plan for the Future 2008 - 2013

8. SuperTown Growth Plan 2012

9. Boddington Tourism Strategy

10. Workforce Plan

The actions in the Corporate Business Plan are displayed in a tabular format in Section 4 of this

document. These tables include a column labelled “Informing Plans”, which through the above

numbering, will illustrate how specific actions are linked to the above plans.


Corporate Business Plan 2012/13 – 2015/16 Corporate Business Plan 2013/14 – 2016/17

Operational Context 3.

3.1 Organisation Structure

The Shire manages its responsibilities and services through the organisational structure illustrated below:

Chief Executive Officer

Director Corporate Services

Director Special Projects

Manager Community Services

Manager Works

Principal Environmental Health Officer /

Building Surveyor

Consultant Planner

Financial ServicesRecords

Management

Human ResourcesCustomer Services

Director Economic Development

Asset Management

Risk Management

Information Technology

Ranger Services

Community Development

Recreation

Youth CentreLibrary Services

Childcare Services Health Services

Media and Communication

Environmental Health Services

Caravan Park

Building Maintenance

Environment ServicesEngineering Works

Parks and Gardens

Landfill Operations

Emergency Management

Waste Collection and Recycling

Bush Fire Services



3.2 Service Profiles

Directorate: Office of the Chief Executive

Service Responsibility Description Outputs

Governance Chief Executive Officer Provide good governance and strategic leadership for the Shire.

• Councillor support. • Promotion of Council at relevant government and

regional bodies. • Delegations. • Spokesperson. • Council minutes and agendas. • Strategic Community Plan. • Coordination of Council policy. • Compliance audit. • Design, development, review of Local Laws. • Liaison with other LGAs and State Government

departments. Development Compliance

Consultant Planner Monitor the completion of development applications within the Shire to ensure compliance with Council conditions.

• Property inspections. • Enforcement process for non-compliance.

Environment Services

Chief Executive Officer Manage all matters that relate to Environmental management with the Shire.

• Participation in Hotham Williams Environmental Alliance

• Management and improvement of remnant vegetation located on Shire of Boddington property.

Statutory Planning Consultant Planner Provide development control in accordance with the Town Planning Scheme.

• Assess, make recommendations and determine development applications.

• Manage the sub-division process. • Respond to State Administrative Tribunal reviews. • Advice to customers on planning matters. • Town Planning Scheme amendments. • Structure Planning. • Local planning policies.



Directorate: Office of the Chief Executive


Strategic Planning Consultant Planner Manage all matters that relate to strategic planning, primarily with respect to land use planning for the future development of the Shire.

• Manage the Town Planning Scheme. • Local Planning Strategy monitoring. • Boddington Super Town Growth Plan monitoring. • Manage planning policies. • Input to State planning policy. • Develop planning strategies and implementation plans. • Provide strategic planning advice to customers.



Directorate: Community Services


Community Services Administration


Manage Community services for the Shire. • Community services management.

• Stakeholder liaison. • Grants Submission. • Policy and procedures development. • Community Wellbeing Strategy. • RPT bus contract management. • BHP events contract management.

Arts, Culture and Events

Manager Community

Services

Provide events for the community and support local artists.

• Financial and in-kind support to community artists. • Liaison with Boddington Arts Council. • Community event organisation.

Childcare Services Manager Community

Services

Provide childcare services for the community. • Provide a childcare service from the Boddington Early Learning Centre.


Manager Community

Services

Provide events for the community and support local artists.

• Financial and in-kind support to community artists. • Liaison with Boddington Arts Council. • Community event organisation.

Health Services Manager Community

Services

Improve health services for the community. • Maintenance of tenancy agreements of the Boddington Health Centre.

• Membership of Local Health Advisory Group. • Health focused events and awareness programs.

Library Services Manager Community

Services

Manage the Boddington library. • Management of staff, lease and service agreements for the Boddington library.

• Library administration. • Collection management. • Lending services.

• Better Beginnings program.



Directorate: Community Services


Media and Communications


Manage the Shire's communication, media and public relations.

• Fortnightly news update in Boddington newspaper. • Liaison with Shire staff. • Liaison with media. • Speeches. • Photography. • Quarterly mail out to ratepayers. • Golden Opportunity Website management. • Social media.

Recreation Manager Community Services

Provide and manage recreation services in the Shire. • Equipment provision. • Provision of fitness activities and programs. • Liaise with stakeholder agencies. • Boddington Swimming Pool. • Provision of advice to local sporting groups. • Recreation facilities bookings. • Management of recreation facilities leases. • Recreation facilities policies.

Youth Centre Manager Community Services

Manage the Boddington Youth Centre. • Boddington Youth Centre management. • Holiday programs in Shire. • Boddington Youth Advisory Committee. • Liaison with other service providers. • Liaison with community and schools.



Directorate: Corporate Services


Corporate Services Administration


Manage and administer the Corporate Services department.

• Staff management. • Budget management. • Compliance. • Procurement and probity. • Executive team membership. • Integrated Planning and Reporting Framework

management.

Asset Management Director Corporate Services

Manage the Shire's assets in accordance with asset management principles.

• Asset Management Plan. • Funding submission applications. • Asset Management reports. • Maintaining asset information systems.

Bushfire Services Director Corporate

Services

Administer to plan, coordinate, and provide for local volunteer bush fire services.

• Bushfire emergency response and management • Liaison with Department of Fire and Emergency

Services • Compliance with relevant legislation, policies, codes,

regulations. • Prepare Emergency management services levy (ESL) for

funding of volunteer bushfire brigades. • Development and ongoing review of Fire Emergency

Plans. • Training in fire suppression practices. • Contribute to local emergency management

committee. • Bushfire Advisory Committee administration. • Bushfire hazard management.





Customer Services Director Corporate Services

Provide quality internal and external customer services for the Shire.

• Front counter services (eg cashiers, receipt of development applications and building license applications, information, appointments, department referrals, etc).

• Telephone service. • Administrative support for other Shire departments. • Department of Transport agency services. • Dog renewals. • Stand pipe water sales and receipting. • Facility hires. • Equipment hires. • Swimming pool passes. • Caravan park receipting. • Refuse site receipting.

Financial Management


Provide financial services for the Shire. • Invoicing and collection of charges. • Investment of the organisation's funds. • Payment of the Shire's creditors. • Payroll management. • Preparation of Statutory Reports. • Preparation of the Annual Budget. • Preparation of financial management reports. • Maintenance of the Shire's financial asset registers. • Preparation of Long Term Financial Plan. • Grant administration.





Human Resources Director Corporate Services

Manage human resources policies, procedures and services for the organisation.

• Human resources administration. • Manage recruitment and selection. • Manage employee and Industrial relations. • Manage staff performance and appraisal systems. • Human resources policies and procedures. • Workforce Plan.



Provide Information and Communications Technology services and systems for the organisation.

• Information technology contract management covering applications maintenance, data backups, and telecommunication systems. • Troubleshooting for Shire staff. • Management of internet help desk.

Occupational Health and Safety


Manage occupational health and safety policies, procedures and services for the organisation.

• Occupational Health and Safety policies and procedures.

• Occupational Health and Safety Committee. • Oversee minutes of Safety meetings and action plans. • Occupational Health and Safety awareness and

education. • Accident investigation and incident reporting. • Oversee and manage return to work programs. • Liaise with Shire managers. • Provision of safety equipment.





Ranger Services Director Corporate Services

Administer ranger services in compliance with state and local legislation.

• Animal control. • Parking management. • Security of Council owned premises. • Permits issued under Local Laws. • Local Law enforcement. • Litter control. • Abandoned vehicles control. • Firebreak management. • Liaison with government agencies and non-government

organisations. Rates Director Corporate

Services

Provide rates management services for the Shire that meet compliance and legislative requirements.

• Land valuation updates to match Land gate revaluation roles, including subdivisions and amalgamations of properties.

• Generation of rates revenue. • Setting the rate in the dollar for Unimproved Value (UV)

and Gross Rental Value (GRV) ratings. • Liaison with other agencies for debt collection. • Selling of property based on non-collection of rates. • Generation of interest charged on non-paid rates.

Records Management


Provide record management services for the Shire that meet legislative requirements.

• Distribution of incoming correspondence. • Registration and indexing of incoming and outgoing

correspondence. • Registration of building and planning applications. • Retrieving, filing and archiving of files. • Disposal of records according to state legislation. • Respond/Complete Freedom of Information requests.





Risk Management Director Corporate Services

Provide advice and support on the management of risks to the Shire.

• Risk Management Framework. • Claims management. • Insurance portfolios. • Workers Compensation insurance.



Directorate: Economic Development


Economic Development

Director Economic Development

Facilitate and promote economic development in the Shire.

• Economic Development Strategy. • Local business engagement, liaison and support. • Advocacy for economic development. • Funding submissions. • Business attraction and local business retention. • Advocacy for housing development. • Public relations. • Training programs for local businesses. • Tourism development.



Directorate: Environmental Health



Principal Environmental Health Officer/Building Surveyor

Maintain and upgrade the Shire's buildings and properties.

• Maintenance of Shire buildings and properties. • Cleaning of Shire buildings. • Upgrades and improvements of Shire buildings. • Grant applications. • Disability and Access and Inclusion Plan.

Caravan Park Principal Environmental Health Officer/Building Surveyor

Construct, manage, and maintain the caravan park and other facilities as well as the enforcement of the Caravan Parks and Camping Grounds Act where required.

• Liaise with park residents and tourists. • Record bookings and accommodation register. • Record and monitor purchases of electricity and other

park services. • Construct, manage and maintain the caravan park

buildings. • Tenancy agreements and enforcement of

noncompliance with Caravan Parks and Camping Grounds Act.

Emergency Management


Administer to plan, coordinate, and provide for emergencies to ensure the safety, security and recovery of the local community.

• Development and ongoing review of Local Emergency Management Plans.

• Liaison with government agencies and non-government organisations.

• Compliance with relevant legislation, policies, codes, regulations.

• Training in emergency management practices and response.

• Local Emergency Management Committee.



Directorate: Environmental Health


Health Services Principal Environmental Health Officer/Building Surveyor

Ensure overall compliance with the Health and Food Acts and subsidiary legislation and code of practices under those Acts.

• Food premises assessments. • Food sampling. • Notifiable diseases investigation and reporting. • Water sampling and assessment of aquatic facilities. • Public building safety inspections. • Lodging house inspection and registration. • Substandard/derelict premises inspection and

management. • Vector control. • Provision of advice to local government and residents. • Approval and inspection of on-site waste water

management systems. • Response to complaints.

Waste Collection and Recycling Services


Deliver waste and recycling collection services. • Domestic waste collected. • Domestic recycling collected. • Commercial recycling collected. • Community recycling collected. • Public waste collected. • Strategic waste management plans.



Directorate: Special Projects


Special Projects Director Special Projects Monitor and support strategic projects for the Shire. • Project concept. • Community consultation. • Design. • Contract management. • Tender management. • Project Reporting. • Grant funding application. • Auditing of grant funding. • Project implementation. • Lease management. • Super Town Growth Plan.



Directorate: Works


Engineering Works Manager Works Provide maintenance and improvements to the Shire's road networks, footpaths and drainage other related matters.

• Depot management. • Roads and streets construction and maintenance. • Verge maintenance. • Pathways construction and maintenance. • Drainage construction and maintenance. • Street sweeping. • Bridge maintenance. • Plant and equipment purchasing and maintenance. • Fleet purchasing and maintenance. • Works budget management. • Storm clean up. • Works operations management. • Grant applications. • Liquid waste ponds upgrade and maintenance.

Landfill Operations Manager Works Provide, manage and maintain the Boddington landfill.

• Landfill maintenance. • Landfill upgrade. • Management of landfill operations.

Parks and Gardens Services

Manager Works

Provide, maintain and upgrade parks and open spaces for sport and recreation activities within the Shire.

• Parks maintenance and upgrades. • Open space maintenance and upgrades. • Cemetery maintenance. • Streetscape maintenance. • Weed spraying. • Light tree pruning. • Garden maintenance for non-Shire facilities such as

Boddington Hospital. • Minor reticulation maintenance. • Foreshore maintenance. • Response to minor community complaints regarding

Shire infrastructure.



3.3 Organisation SWOT Analysis

The following analysis of organisational strengths, weaknesses, opportunities and threats

provides an overview of the operational context within which the Corporate Business Plan has

been developed. These issues have been considered and addressed in the development of

actions in Section 4 of this Plan.

Strengths

Strong relationship with mining companies

Staff experience and skills

Strong local mining economy

Good relationship with major stakeholders

Strong regional representation through the Regional Council

Good financial management and low debt structure

Management Team

Good compliance with statutory requirements

Sport and recreation facilities are of a very high standard for the size and location of community

Weaknesses

Lack of volunteer workforce to support Shire services

Historically high workforce turnover

Housing availability for staff

Shire office accommodation is at capacity

Loss of corporate knowledge if key senior managers left the organisation

Availability and cost of staff housing

Large road asset renewal gap and resource requirements

Opportunities

Improved customer services

Improved administration and documentation procedures

Sharing of knowledge across the organisation

Development of a commercial precinct at the Airport

Focus on encouraging complementary industry development to mining

Focus on alternative economic development initiatives

Threats

Remote location results in higher costs of goods and services

Competition from the mining sector for qualified and experienced staff

Reduction in grant funding

Cost shifting from State and Federal governments

Accelerated population growth resulting in a lag in infrastructure and service provision



3.4 Asset Management Planning

The Shire has not yet finalised the development of its Asset Management Plans. The Asset

Management Plans will be based on the total lifecycle of assets and assist the Shire in

predicting infrastructure renewal demand; that is the cost of bringing an asset back to new at

the optimum time in its lifecycle.

Asset Management Plans will form part of the Shire’s day-to-day business practices and will be

used to make informed decisions in relation to service delivery when it comes to considering

the need to acquire new assets, renew existing assets, upgrade existing assets or dispose of

existing assets to support service delivery.

Asset Management plans will be prepared in accordance with the recommended format of the

Institute of Public Works Engineering Australia’s (IPWEA) International Infrastructure Manual.

This will include long term (20 year) financial modelling of the renewal profile of each asset

class and will be underpinned by long term financial plans.

In making informed decisions in relation to infrastructure assets, the Shire will consider the

following key principles:

Philosophy of renewing assets before acquiring new assets and, where possible,

rationalising assets that are no longer used or do not provide the necessary level of

service required to sustainably deliver the service for which the asset was acquired

Prior to consideration of any major refurbishment or improvement to an asset, a

critical review of the following shall occur as part of the evaluation process:

o Need for facility (short and long term)

o Legislative requirements

o Opportunities for rationalisation

o Future liability including ultimate retention/disposal

o Opportunities for multiple use

All capital projects will be evaluated in accordance with a Capital Evaluation model and

take into account capital cost, ongoing cost of maintenance, refurbishment,

replacement and operating cost (“whole of life” cost assessment)

Management of assets utilising a team approach supported by the multi discipline

cross-functional asset management working group

Developing and implementing a 10 year “rolling” financial plan that incorporates

infrastructure renewal requirements as identified within the various Asset

Management Plans.

The commitment to involve and consult with the community and key stakeholders

when determining service levels



3.5 Workforce Planning

The Shire’s Workforce Plan addressed several key issues which are of concern to the Shire:

Lack of skilled local labour

Competition with mining industry for labour force

Lack of adequate staff and community housing

Mitigating actions to the above key issues have been factored into the Corporate Business Plan

to ensure that the Shire has an action plan to resolve these issues and be well placed with a

strong workforce in the future. An example is 5.2.2.5 Implement the outcomes of the Shire's

Workforce Plan, which includes engaging a project officer.

While the current workforce gap is relatively small, the Shire will need to increase its

workforce over time to provide the currently planned services.

3.6 Long Term Financial Planning

The Shire has developed a Long Term Financial Plan. This document will help inform an

updated Corporate Business Plan through:

Long Term Financial Plan activities being incorporated into the Corporate Business Plan

References to the Shire’s Forward Capital Works Plan in alignment with initiatives

outlined in the Asset Management Plan

The Long Term Financial Plan enables the Shire to set priorities, based on its resourcing

capabilities, for the delivery of short, medium and long term community priorities. Mitigating

actions to key issues outlined in the Long Term Financial Plan will be factored into the

Corporate Business Plan to ensure that the Shire has an action plan to resolve these issues and

ensure financial sustainability is achieved in the future.

Examples of key Capital Works projects outlined in the Corporate Business Plan also

incorporated in the Long Term Financial Plan include:

Construction of a new Shire Administration Centre

Construction of a new Leisure Recreation Centre

Ranford Water Supply Project

Recommendations from the Shire’s Asset Management Plan have been incorporated into the

Long Term Financial Plan through the inclusion of annual upgrade, renewal and operating

expenditures for each of the Shire’s asset classes. This ensures the ongoing sustainability of

the Shire’s asset base is integrated with the financial planning of the organisation.



Global assumptions surrounding the ongoing annual increases in revenue and expenditure

items, for example rates, fees and charges, operating grants, interest rates and employee costs

have all been set by the Shire of Boddington. See the table below for the increase assumptions

applied for revenue and expenditure in 2013/14 and beyond.

OPERATING REVENUES

Rates - Annual Increases

4.0%

Rates - Growth in Rate Base

1.0%

Operating Grants, Subsidies and Contributions 4.0%

Non-operating Grants, Subsidies and Contributions 4.0%

Fees and Charges

4.0%

Interest Earnings

3.0%

Other Revenue

4.0%

OPERATING EXPENSES

Employee Costs

3.5%

Materials and Contracts

3.0%

Utility Charges

6.0%

Interest Rate

6.0%

Insurance Expense

3.5%

Other Expenditure

3.0%

The Long Term Financial Plan suggests the Shire is in a sound operating position with sufficient

operating cash flows to cover its expenditure. The Shire’s strong expected cash position

indicates that it will not be excessively reliant on external operating and capital grant funding

to supplement operational expenditure and capital works projects into the future. For more

information on the findings, refer to the Shire of Boddington Long Term Financial Plan –

Summary Analysis document.



Actions linked to Strategic Community Plan 4.and Services

The following tables provide details for actions, incorporating projects that the Shire

will undertake over the next 4 years.

All actions in the Corporate Business Plan are linked to the Strategic Community Plan

through the appropriate strategy. They are also linked to the respective service of the

Shire (refer to Section 3.1 for service descriptions and outputs).

Recurring operational activities are designated as ongoing actions which have a

recurring annual budget. Projects have specific start and end dates and if related to

assets are funded through capital expenditure.

Budget has been assigned to actions where it can be clearly identified, is significant

and is directly attributable. Actions are full cost allocated. There are some actions

where this is not the case, for example Action 4.2.3.1 Lobby the Federal Government to

provide an NBN optical fibre cable network to Boddington.

Where the action forms a very small percentage of an officer’s time, which may vary

across and between years and cannot be easily or logically split from other activities

they undertake, it is accounted for in a consolidated operating action. For example,

Action 5.2.5.8 Manage minor internal information technology problems within the

Shire is accounted for under Action 5.2.5.6 Manage the information technology

contract with the Shire of Murray.

For operating actions in years 2, 3 and 4 of the Corporate Business Plan, the costs have

been increased by CPI (consistent with the global assumptions in the Long Term

Financial Plan).

For capital funded project actions, the costs have been derived from the 2012/13

budget, the Forward Capital Works Plan and the budget bids for the 2013/14 budget.



Goal 1 A STRONG, HEALTHY AND SAFE COMMUNITY

Access to services and facilities that support health, education, sport, recreation, safety and well-being of the community

Outcome 1.1 An inclusive and supportive community

Strategy 1.1.1 Support appropriate community initiated and owned projects

Actions Service Timeframe/Budget ($) Informing Plan

(as per Section 2.6) Total Indicative Project Budget 13/14 14/15 15/16 16/17+

Action 1.1.1.1 Administer and manage the Community Services department.


15,000

15,000

15,000

15,000

Action 1.1.1.2 Encourage community groups to participate in community development programs.


5,000

5,000

5,000

5,000

Project

Operational Activity






Strategy 1.1.2 Promote and support community events, arts and cultural activities



Action 1.1.2.1 Support and encourage the development of local artists.


1,000

1,000

1,000

1,000

Action 1.1.2.2 Develop and maintain a community events calendar.


1,000

1,000

1,000

1,000

Project







Strategy 1.1.4 Ensure people with disabilities can access and use Shire facilities and services



Action 1.1.4.1 Develop and implement a new Disability Access and Inclusion Plan.


1,000

1,000

1,000

1,000

4

Project






Outcome 1.2 Health, education and family support services that meet the needs of the community

Strategy 1.2.1 Advocate for appropriate facilities and services for families and children

Actions Service Timeframe/Budget ($) Informing Plan (as per

Section 2.6) Total Indicative Project Budget 13/14 14/15 15/16 16/17+

Action 1.2.1.1 Support the Boddington Early Years Group to provide Family and Children's Programs for the community.


15,000

15,000

15,000

15,000

Project







Strategy 1.2.2 Advocate for provision of suitable health and medical facilities and services



Action 1.2.2.1 As part of the Local Health Advisory Group, lobby relevant state and federal agencies for health related funding.

Health Services

1,000

1,000

1,000

1,000

Action 1.2.2.2 Coordinate and promote health awareness events for the community.

Health Services

5,000

5,000

5,000

5,000

Project







Strategy 1.2.3 Facilitate the provision of childcare services



Action 1.2.3.1 Provide childcare services from the Boddington Early Learning Centre.

Childcare Services

393,000

413,000

433,000

455,000

Project







Strategy 1.2.4 Advocate for improved education facilities and services



Action 1.2.4.1 Manage the Boddington Library. Library Services

73,200

75,400

77,700

79,900

Action 1.2.4.2 Investigate alternative building options to house a future library space.


5,000

- - -

Action 1.2.4.3 Improve relationships between the Shire and the Boddington High School.


5,000

5,000

5,000

5,000

Action 1.2.4.4 Lobby other institutions (eg TAFE) to provide programs in Boddington.


5,000

5,000

5,000

5,000

Project







Strategy 1.2.5 Facilitate the provision of a range of aged care facilities



Action 1.2.5.1 Implement the Aged Care Plan. Community Development

5,000

5,000

5,000

5,000

2

Action 1.2.5.2 Construct the Boddington Retirement Village.

Special Projects

927,000

840,000

840,000 - 2, 5, 8 $2,607,000

Project







Strategy 1.2.6 Provide public and environmental health services in accordance with legislative requirements



Action 1.2.6.1 Administer and manage the Environmental Health department.

Health Services

41,500

43,400

45,500

47,600

Action 1.2.6.2 Administer the Health and Food Acts. Health Services

27,700

28,900

30,300

31,700

Project






Outcome 1.3 Access to sport, recreation and leisure opportunities that support a healthy lifestyle

Strategy 1.3.1 Provide and promote sport, recreation and leisure facilities and programs



Action 1.3.1.1 Provide and manage recreation services in the Shire.

Recreation

252,200

262,300

272,800

283,700

Action 1.3.1.2 Manage the Boddington Swimming Pool.

Recreation

202,700

211,600

220,800

230,600

Action 1.3.1.3 Develop and implement the Boddington Swimming Pool Strategic Plan.

Recreation

5,000

5,000

5,000

Action 1.3.1.4 Review and implement usage policies for all Shire recreational facilities.

Recreation

5,000

5,000

5,000

5,000

Action 1.3.1.5 Maintain the tenancy agreements of the Boddington Health Centre.

Health Services

5,000

5,000

5,000

5,000

Project







Strategy 1.3.2 Develop and manage new youth, recreation and leisure centre facilities



Action 1.3.2.1 Manage the Boddington Youth Centre.

Youth Centre

Action 1.3.2.2 Develop and implement a Youth Plan.

Youth Centre -

5,000

5,000

5,000

Action 1.3.2.3 Establish a Boddington Youth Advisory Committee.

Youth Centre

5,000

5,000

5,000

5,000

Action 1.3.2.4 Manage the transfer of programs and services from the old Boddington Youth Centre to the new facility.

Youth Centre

2,500

5,000

5,000 -

Action 1.3.2.5 Construct the Boddington Youth Centre.

Special Projects

755,000 - - - 5 $755,000

Action 1.3.2.6 Construct the new Boddington Recreation & Community Centre.

Special Projects

4.5m

4.5m

4.5m 5 $13,500,000

Project







Strategy 1.3.4 Provide a network of shared use paths connecting residential areas and trip attractors in Boddington and Ranford



Action 1.3.4.1 Construct a dual use path connecting the Gold Mine camp with Boddington

Engineering Works - -

190,000

190,000 3, 8

$380,000

Project






Outcome 1.4 A safe community

Strategy 1.4.1 Collaborate with law enforcement authorities to support crime prevention programs



Action 1.4.1.1 Liaise with the Boddington Police to strengthen the relationships between the community youth and the police.

Youth Centre

5,000

5,000

5,000

5,000 $10,000

Action 1.4.1.2 Liaise with the local police to develop and provide education programs for the community.

Ranger Services -

5,000

5,000

5,000

Project







Strategy 1.4.2 Participate in emergency and fire management planning, preparedness, response and recovery arrangements



Action 1.4.2.1 Liaise with the Bushfire Advisory Committee to ensure firebreaks are well maintained throughout the Shire.

Ranger Services

10,000

10,000

10,000

10,000

Action 1.4.2.2 Manage the Shire's emergency preparedness, planning, response and recovery (excluding the activities of the HMAs).

Emergency Services

Action 1.4.2.3 Review and amend the Shire's Local Emergency Management Arrangements.

Emergency Services -

10,000 - -

Action 1.4.2.4 Manage fire emergency services including planning, policies and procedures

Emergency Services

25,000

25,000

25,000

25,000

Action 1.4.2.5 Develop and implement a Fire Emergency Management Plan

Emergency Services -

10,000

10,000

5,000

Project







Strategy 1.4.2 Participate in emergency and fire management planning, preparedness, response and recovery arrangements



Action 1.4.2.6 Relocate the Boddington Volunteer Fire Brigade, SES, and St John's Ambulance facilities.

Emergency Services - - -

1m 1 $1,000,000

Action 1.4.2.7 Implement swipe card standpipe operations for all standpipes within the Shire.

Emergency Services

14,000

14,000

14,000

14,000 $98,000

Action 1.4.2.8 Construct the Crossman Fire Shed. Emergency Services

100,000 - - - $100,000

Action 1.4.2.9 Liaise with the Bushfire Advisory Committee to ensure firebreaks are well maintained throughout the Shire.

Ranger Services

10,000

10,000

10,000

10,000

Project







Strategy 1.4.3 Advocate for funding for appropriate lighting in streets and public places



Action 1.4.3.1 Develop and implement a plan to identify risk areas in regards to poor lighting.

Ranger Services - -

5,000

5,000

Project







Strategy 1.4.4 Provide animal management services in accordance with legislative requirements

Actions Service Timeframe/Budget Informing Plan


Action 1.4.4.1 Conduct animal management services in line with safe work practices and legislative requirements.

Ranger Services

44,300

46,100

48,000

49,900

Project




Goal 2 A CLEAN, GREEN AND SUSTAINABLE ENVIRONMENT

Protection and management of the Shire’s natural resources and minimisation of the impact of waste on the environment

Outcome 2.1 A protected natural environment

Strategy 2.1.1 Support the preservation and regeneration of natural habitats including Shire management reserves



Action 2.1.1.1 Maintain the Shire road reserves in line with best practice.

Engineering Works

5,000

5,000

5,000

5,000

Action 2.1.1.2 Maintain and improve the native vegetation in Shire reserves

Engineering Works

5,000

5,000

5,000

5,000

Project







Strategy 2.1.2 Support community based environmental groups in protection initiatives and accessing professional resources



Action 2.1.2.1 Liaise with the Hotham Williams Catchment Environmental Alliance in order to provide environmental protection services for the community.


5,000

5,000

5,000

5,000

Project







Strategy 2.1.3 Collaborate with the Department of Environment and Conservation on nature reserve management



Action 2.1.3.1 Liaise with DEC to obtain relevant advice and resources to maintain the Shire's nature reserves.


2,500

2,500

2,500

2,500

Project






Outcome 2.2 Water resources sustainability

Strategy 2.2.1 Protect and enhance rivers, waterways and water catchments



Action 2.2.1.1 Maintain and improve the remnant vegetation in the Hotham river reserve.


2,500

2,500

2,500

2,500

Action 2.2.1.2 Preserve and improve the Shire's riverside recreation areas.


2,500

2,500

2,500

2,500

Project






Outcome 2.2 Water resources sustainability

Strategy 2.2.3 Identify and develop water harvesting and waste water reuse opportunities



Action 2.2.3.1 Construct Ranford water main. Special Projects

1.25m - - - 8 $1,250,000

Action 2.2.3.2 Develop and implement water saving initiatives for Shire properties.


5,000

5,000

5,000

5,000

Project






Outcome 2.3 Sustainable waste management

Strategy 2.3.1 Provide waste collection and landfill management services for the community



Action 2.3.1.1 Manage and maintain the Boddington landfill.

Landfill Operations

151,000

155,000

159,200

164,000

Action 2.3.1.2 Manage the Boddington domestic and commercial waste collection contract.


79,300

81,600

84,100

86,600

Action 2.3.1.3 Manage the Boddington domestic and commercial recycling collection contract.


90,400

93,100

95,900

98,800

Project




Goal 3 A BUILT ENVIRONMENT AND INFRASTRUCTURE THAT SUPPORTS A GROWING COMMUNITY

Provision of planning services, assets and infrastructure, parks, gardens and open spaces for community use

Outcome 3.2 Attractive parks, gardens and streetscapes

Strategy 3.2.1 Provide and maintain parks, gardens and public spaces for community use



Action 3.2.1.1 Maintain the Shire's parks and gardens.


182,200

192,300

202,800

213,900

Action 3.2.1.2 Maintain the Shire's ovals and recreational facilities.


252,200

262,300

272,800

283,700

Action 3.2.1.3 Operate the Boddington Caravan Park to provide contemporary standard tourist and permanent resident caravan park accommodation.

Caravan Park

110,900

114,300

117,700

121,300

Project






Outcome 3.1 Appropriate land use and development

Strategy 3.1.1 Ensure appropriate planning controls for land use and development through the administration of the local planning scheme and strategies



Action 3.1.1.1 Monitor the completion of development applications within the Shire to ensure compliance with Council conditions.

Development Compliance

10,000

10,000

10,000

10,000

Action 3.1.1.2 Manage and implement the Town Planning Scheme No.2.

Statutory Planning

150,000

150,000

150,000

150,000

Action 3.1.1.3 Develop and implement the Town Planning Scheme No.3.

Strategic Planning

25,000

25,000 - - $50,000

Action 3.1.1.4 Review and implement the Local Planning Strategy.

Strategic Planning

25,000

25,000

25,000

25,000

Action 3.1.1.5 Develop new and review existing local planning policies.

Strategic Planning

15,000

15,000

15,000

15,000

Project







Strategy 3.2.2 Plan and provide for upgraded facilities for parks and public spaces



Action 3.2.2.1 Develop and implement planned upgrades of the Shire's parks and gardens.


25,000

25,000

25,000

25,000

Project







Strategy 3.2.3 Maintain and enhance town streetscapes



Action 3.2.3.1 Maintain Boddington's streetscapes. Parks and Gardens Services

108,562

112,362

116,300

120,365

Project






Outcome 3.3 Sustainable asset and infrastructure base

Strategy 3.3.1 Develop and implement long-term Asset Management Plans for all Council assets



Action 3.3.1.1 Develop and implement the Shire's Asset Management Plan.

Asset Management

70,000

10,000

10,000

10,000

Action 3.3.1.2 Create and maintain the Shire's plant replacement register.

Engineering Works

5,000

5,000

5,000

5,000

Project







Strategy 3.3.2 Maintain Shire drainage systems and undertake appropriate flood mitigation measures



Action 3.3.2.1 Maintain drainage systems. Engineering Works

10,000

10,000

10,000

10,000

Project







Strategy 3.3.3 Maintain and further develop roads, footpaths and river crossings at appropriate standards



Action 3.3.3.1 Maintain Shire roads. Engineering Works

1,021,800

1,057,600

1,094,600

1,132,900

Action 3.3.3.2 Upgrade roads in the line with the Road Program in the Forward Capital Works Plan.

Engineering Works

574,500

634,500

664,500 - 5 $4,102,605

Action 3.3.3.3 Maintain footpaths. Engineering Works

13,800

14,300

14,700

15,300

Action 3.3.3.4 Upgrade footpaths in the line with the Footpaths Program in the Forward Capital Works Plan.

Engineering Works

144,000

88,400 3, 5 $648,692

Action 3.3.3.5 Maintain river crossings. Engineering Works

10,000

10,000

10,000

10,000

Project







Strategy 3.3.4 Ensure Council buildings, facilities and public amenities are provided and maintained at an appropriate standard



Action 3.3.4.1 Manage and maintain the Shire's buildings and properties.


Action 3.3.4.2 Seek grant and funding opportunities to assist with the maintenance of Shire properties.


2,500

2,500

2,500

2,500

Project







Strategy 3.3.5 Provide and maintain the community’s cemetery



Action 3.3.5.1 Maintain the Shire's cemeteries. Parks and Gardens Services

23,100

23,900

24,700

25,600

Action 3.3.5.2 Upgrade Boddington Cemetery. Parks and Gardens Services

5,000 - - - 5 $5,000

Project







Strategy 3.3.6 Develop and manage the new Shire administration centre and works depot



Action 3.3.6.1 Upgrade the Shire Administration Centre.

Special Projects

2.7m

- - - 8 $2,700,000

Action 3.3.6.2 Administer and manage the Engineering Operations department.

Engineering Works

212,370

219,370

227,500

235,500

Action 3.3.6.3 Manage the Boddington Depot. Engineering Works

19,100

19,800

20,500

21,200

Project







Strategy 3.3.7 Ensure service related machinery, vehicles and equipment are provided and maintained in accordance with asset management principles



Action 3.3.7.1 Maintain plant, fleet and equipment. Engineering Works

181,900

188,300

194,900

201,700

Action 3.3.7.2 Purchase plant, fleet and equipment. Engineering Works

Project




Goal 4 A THRIVING AND DIVERSE ECONOMY

Planning, promotion, advocacy and support for local industries and businesses

Outcome 4.1 A diversified economic base

Strategy 4.1.1 Develop and implement an economic development plan



Action 4.1.1.1 Administer and manage the Economic Development Directorate.


50,000

50,000

- - 8

Action 4.1.1.2 Implement the Economic Development Strategy.


300,000

300,000

- - 8

Action 4.1.1.3 Develop a Regional Brand for the Shires of Boddington, Williams, and Wandering.


50,000

50,000

- - 8

Project







Strategy 4.1.2 Promote and support local industry development initiatives



Action 4.1.2.1 Identify and assist businesses with their growth initiatives.


25,000

25,000

8

Action 4.1.2.2 Support local businesses in their endeavour to supply large mining companies.


25,000

25,000

8

Project







Strategy 4.1.3 Ensure the provision of serviced commercial and industrial land



Action 4.1.3.1 Liaise with developers of local property to ensure that long term growth adequately provides for commercial and industrial land.


50,000

50,000

50,000

50,000

Project







Strategy 4.1.4 Develop and implement a tourism strategy that capitalises on Boddington’s mining and environmental assets



Action 4.1.4.1 Develop and implement the Boddington Tourism Strategy.


50,000

50,000

50,000

50,000

9

Project






Outcome 4.2 A growing business sector

Strategy 4.2.1 Encourage business investment by providing incentives for start-up retail businesses



Action 4.2.1.1 Identify and obtain Council agreement on parking and rates concessions and resource sharing arrangements.


10,000

10,000

10,000

10,000

8

Action 4.2.1.2 Seek grant funding for marketing support for start-up retail businesses.


10,000

10,000

8

Project







Strategy 4.2.2 Support and promote the development of small and home based business enterprises



Action 4.2.2.1 Provide advisory service and business networking opportunities for local small business.


10,000

10,000

8

Action 4.2.2.2 Advocate on behalf of local small businesses to banks and other agencies and institutions.


10,000

10,000

8

Project







Strategy 4.2.3 Promote information technology business opportunities utilising the high speed broadband network



Action 4.2.3.1 Lobby the Federal Government to provide an NBN optical fibre cable network to Boddington.


8

Project







Strategy 4.2.4 Facilitate the development of key worker housing for local businesses



Action 4.2.4.1 Work with property developers to ensure there is the right mix of housing in the Shire to meet the demands of industry.


10,000

10,000

10,000

10,000

Action 4.2.4.2 Liaise with the Department of Housing to facilitate the provision of key worker housing.

Special Projects

10,000

10,000

10,000

10,000 8

Project






Outcome 4.3 A strong Central Business District

Strategy 4.3.1 Facilitate a more diverse commercial hub in the town centre



Action 4.3.1.1 Attract a more diverse mix of retail and other services.


50,000

50,000

50,000

50,000

8

Project







Strategy 4.3.2 Facilitate the development of vacant main street land



Action 4.3.2.1 Liaise with property owners and businesses (potential tenants) in a bid to see projects commence.


25,000

25,000

25,000

25,000

8

Project







Strategy 4.3.3 Upgrade the streetscape and advocate for undergrounding of power in the main street



Action 4.3.3.1 Liaise with other agencies to collect funding for trees, street furniture, and public art for the main street.


10,000

10,000

10,000

10,000

8

Action 4.3.3.2 Implement the Main Street Activation Project.

Special Projects 150,000

150,000

150,000

150,000

8 $850,000

Project




Goal 5 GOOD GOVERNANCE AND AN EFFECTIVE AND EFFICIENT ORGANISATION

Governance, corporate and administrative services, statutory compliance and customer services

Outcome 5.1 Good governance and strategic leadership

Strategy 5.1.1 Collaborate with key stakeholders to implement the Boddington Super Town Growth Plan



Action 5.1.1.1 Administer and manage the special projects for the Shire and assist the CEO with strategic issues.

Special Projects

250,000

250,000

200,000

150,000

Action 5.1.1.2 Work with Peel Development Commission and other agencies to review and implement the strategies in the Super Town Growth Plan.

Governance

50,000

50,000

50,000

50,000 8

Project







Strategy 5.1.2 Promote good governance and cohesiveness amongst Councillors by informing, resourcing, skilling and supporting their role



Action 5.1.2.1 Provide induction and training for Councillors as required.

Governance

5,000

5,000

5,000

5,000

Action 5.1.2.2 Provide administrative support to Council and its committees.

Governance

50,000

50,000

50,000

50,000

Project







Strategy 5.1.3 Improve community perception of the Council through better communication and engagement



Action 5.1.3.1 Attendance at appropriate business and community forums and events.

Governance

30,000

30,000

30,000

30,000

Project







Strategy 5.1.4 Represent and promote the Shire in Regional, State and National forums



Action 5.1.4.1 Attend and participate in appropriate Regional, State, and National Local Government forums.

Governance

30,000

30,000

30,000

30,000

Project







Strategy 5.1.5 Promote collaboration with other Councils on a local and regional level



Action 5.1.5.1 Review and implement the relevant components for Boddington in Peel regional Planning documents.

Governance

10,000

10,000

10,000

10,000

Action 5.1.5.2 Continue resource sharing arrangements with the Shire of Williams and investigate other opportunities where appropriate.

Governance

10,000

10,000

10,000

10,000

Action 5.1.5.3 Review and participate in Local Government reform discussions with a focus on the Shire of Boddington.

Governance

5,000

5,000

5,000

5,000

Project






Outcome 5.2 Effective and efficient corporate and administrative services

Strategy 5.2.1 Provide and promote responsive customer services



Action 5.2.1.1 Manage customer services through use and maintenance of appropriate systems and processes.

Customer Services

50,000

50,000

50,000

50,000

Project







Strategy 5.2.2 Support professionalism in staff and a safe workplace through human resource management policies, procedures and services



Action 5.2.2.1 Manage occupational health and safety policies, procedures and services.


50,000

50,000

50,000

50,000

Action 5.2.2.1 Develop and implement the Occupational Health and Safety Plan.


-

10,000

10,000

10,000

Action 5.2.2.3 Manage human resources policies, procedures and services.

Human Resources

10,000

10,000

10,000

10,000

Action 5.2.2.4 Develop and review the Shire's Workforce Plan.

Human Resources

25,000

5,000

5,000

5,000 10

Action 5.2.2.5 Implement the outcomes of the Shire's Workforce Plan, which includes engaging a project officer.

Human Resources

15,000

50,000

50,000

50,000 10

Project







Strategy 5.2.3 Provide financial services to support the Shire’s operations and meet internal and external customer requirements



Action 5.2.3.1 Manage the rating process within the Shire to ensure it complies with all statutory requirements.


100,000

100,000

100,000

100,000

Action 5.2.3.2 Manage and administer the Shire's financial systems and procedures.


100,000

100,000

100,000

100,000

Action 5.2.3.3 Support and administer the grants process.


25,000

25,000

25,000

25,000

Action 5.2.3.4 Administer and manage executive services for the Shire.

Governance

25,000

25,000

25,000

25,000

Project







Strategy 5.2.4 Ensure compliance with statutory obligations



Action 5.2.4.1 Manage risk policies, procedures and services.

Risk Management

25,000

10,000

10,000

10,000

Action 5.2.4.2 Manage insurance claims, policies, procedures and services.

Risk Management

10,000

10,000

10,000

10,000

Action 5.2.4.3 Develop and implement a Risk Management Framework and Risk Registers.

Risk Management -

25,000

15,000

10,000

Action 5.2.4.4 Manage ranger policies, procedures, and services in accordance with regulations.

Ranger Services

5,000

5,000

5,000

5,000

Action 5.2.4.5 Enforce compliance with the Caravan Parks and Camping Grounds Act and the Residential Parks (Long-stay Tenants) Act.

Caravan Park

2,500

2,500

2,500

2,500

Action 5.2.4.6 Review and implement appropriate Council delegations, policies, and Local Laws.

Governance

5,000

5,000

5,000

5,000

Action 5.2.4.7 Undertake the Shire's Compliance Audit Return.

Governance

5,000

5,000

5,000

5,000

Project







Strategy 5.2.5 Ensure information and communications services meet the needs of the organisation



Action 5.2.5.1 Manage and administer media and communications for the Shire.


5,000

5,000

5,000

5,000

Action 5.2.5.2 Develop and implement a Boddington Shire Facebook Page.


5,000

5,000

5,000

5,000

Action 5.2.5.3 Implement an electronic system for newsletter mail outs.


-

5,000

5,000

5,000

Action 5.2.5.4 Provide records management systems and services while maintaining compliance with relevant legislation.

Records Management

50,000

50,000

50,000

50,000

Action 5.2.5.5 Implement an Electronic Data Records Management system.

Records Management -

25,000 - -

Action 5.2.5.6 Manage the information technology contract with the Shire of Murray.


5,000

5,000

5,000

5,000

Project







Strategy 5.2.5 Ensure information and communications services meet the needs of the organisation



Action 5.2.5.7 Identify and utilise an information technology provider for management of the Shire's IT systems.


- -

5,000

5,000

Action 5.2.5.8 Manage minor internal information technology problems within the Shire.


Action 5.2.5.9 Develop and implement an internal/Business Disaster Recovery Plan.


15,000

2,000

2,000

2,000

Action 5.2.5.10 Maintain Shire IT services and purchase IT Hardware as required.


125,000

125,000

125,000

125,000

Action 5.2.5.11 Manage and administer Corporate Services including compliance and financial management.


35,000

35,000

35,000

35,000

Action 5.2.5.12 Manage asset information systems and reporting.

Asset Management

5,000

5,000

5,000

5,000

Project




Goal 5 GOOD GOVERNANCE AND AN EFFECTIVE AND EFFICIENT ORGANISATION Governance, corporate and administrative services, statutory compliance and customer services


Strategy 5.2.6 Manage integrated planning and reporting in accordance with Local Government regulations



Action 5.2.6.1 Develop and implement the Long Term Financial Plan.


50,000

10,000

10,000

10,000

Action 5.2.6.2 Develop and implement the Integrated Planning and Reporting Framework


100,000

10,000

30,000

30,000

Action 5.2.6.3 Develop, implement and review the Shire's Strategic Community Plan.

Governance -

10,000 -

10,000

1

Project




Action Plan Budget Summary 5.

The table below summarises the indicative financial position for the four years of the Corporate Business Plan,

2013/2014 to 2016/2017.

2013/2014 2014/2015 2015/2016 2016/2017

Operating Revenue $ $ $ $

Rates 3,555,914 3,733,710 3,920,395 4,116,415

Operating Grants 1,614,244 2,178,814 2,265,967 2,356,605

Fees and Charges 736,417 765,873 796,508 828,369

Other 235,065 230,022 286,484 1,518,117

Sub Total 6,141,640 6,908,420 7,269,354 8,819,507

Operating Expenses

Employee Costs (2,105,069) (2,178,746) (2,078,746) (2,151,502)

Materials & Contracts (2,266,298) (2,334,287) (2,404,315) (2,476,445)

Depreciation (1,118,090) (1,240,460) (1,388,721) (1,450,668)

Other (759,652) (1,197,874) (1,196,284) (1,215,336)

Sub Total (6,249,108) (6,951,367) (7,068,067) (7,293,951)

Total (107,468) (42,947) 201,288 1,525,555

Non-Cash Items – Adjustments

1,118,090 1,240,460 1,388,721 1,450,668

Capital Expenditure & Revenue

Capital Expenditure (3,695,000) (7,695,000) (6,445,000) (1,945,000)

Repayment of Loans (333,463) (771,700) (447,497) (426,349)

New Loan Borrowings 1,050,000 2,000,000 - -

Non-Operating Grants 1,400,000 5,500,000 4,250,000 1,400,000

Proceeds Sale of Assets 350,000 350 000 350 000 350 000

Other – Including Reserves (170 193) (170 193) (170 193) (170 193)

Total (1,228,463) (966,700) (2,642,497) (971,349)

Estimated Change in Funds (217,841) 230,813 (1,052,489) 2,004,875

Estimated Surplus/(Deficit) B’fwd

5,843,862 5,626,021 6,206,834 5,504,346

Estimated Closing Position 5,626,021 5,856,834 5,154,346 7,509,221



Monitoring and Reporting 6.

The Corporate Business Plan is built on Operational and Service Plans which clearly allocate responsibilities,

timeframes and resources for implementation of prioritised actions and projects.

The implementation of the Corporate Business Plan will be monitored monthly and reported corporately on a

quarterly basis through progress of action and project delivery against targets and year to date expenditure

against budget. In addition, performance will be monitored and reported against operational key

performance indicators which will be progressively developed and implemented across the organisation

during 2013 - 2014.

Because the Corporate Business Plan is integrated with and delivers on the Strategic Community Plan,

monitoring and reporting of outcome performance through the strategic key performance indicators is

important in determining the effectiveness of the Shire’s services and projects.

All elements of the Corporate Business Plan will be reviewed and amended as required each year prior to the

annual budget process. This enables the corresponding year of the Corporate Business Plan and Long Term

Financial Plan to accurately inform the annual budget.

The Corporate Business Plan will also be informed by the periodic review of the Strategic Community Plan, the

Workforce Plan, Asset Management Plans and the other linked plans and strategies of the Shire.

Figure 3: Monitoring and Reporting through the Integrated Planning Framework

Documents

Corporate Business Plan - Shire of Boddington...2013/10/11 · Corporate Business Plan – a rolling 4 year plan which identifies the services, activities and projects and their resourcing