Corporate Plan 2017 - 21...Corporate Plan 2017-21 3Profile of townships and villages The Shire of Augusta Margaret River has an area of approximately 2,240 square kilometres and an

Corporate Plan 2017-21 1

Corporate Plan2017 - 21

Natural Connected Prosperous


Contents

Our Vision

Our Mission 1

Our Values 1

Sustainability statement 1

Financial viability statement 2

Access and equity statement 2

Profile of townships and villages 3

Governance 5

Chief Executive’s Office 6

Executive Leadership Team 6

Services for our community 7

Business processes framework 13

Business policy framework 14

Environmental analysis 15

Emerging issues 16

Informing strategy 18

Our Strategic Direction

Our strategic goals and measures 22

Goal 1: Valuing the natural environment 23

Goal 2: Welcoming and inclusive communities 27

Goal 3: Managing growth sustainably 33

Goal 4: Vibrant and diverse economy 37

Goal 5: Effective leadership and governance 40

How the documents link 50

Making it happen and reporting back 51

Delivery Program

Introduction 54

Chief Executive’s Office 55

Directorate Corporate and Community Services 68

Directorate Sustainable Development 115

Directorate Infrastructure Services 138

Linking our goals 165

Acknowledgement of Country

The Shire of Augusta

Margaret River would like

to acknowledge that we are

on Wardandi and Pibulmun

country, whose ancestors

and their descendants are

the traditional owners of this

country.

We acknowledge that they

have been custodians for

many centuries and continue

to perform age old ceremonies

of celebration, initiation and

renewal. We acknowledge

their living culture and their

unique role in the life of this

region.


Our Vision


A prosperous and connected community that values its natural environment and character as it grows sustainably into the future.


Our Mission

• Honesty

• Commitment

• Respect

• Courage

Our Approach

• Workplace safety

• Innovation

Our Values

To protect the natural environment, strengthen our communities, foster local eco-nomic prosperity, and responsibly manage the com-munity’s infrastructure and assets.

“

”

The Council recognises that all life has intrinsic value, is interconnected and that biodiversity and ecological integrity are part of the irreplaceable life support systems upon which the Earth depends. Council is therefore committed to using its best endeavours to meet the needs of current and future generations through the integration of environmental protection, social advancement and economic prosperity.

Our five key objectives are:

1. To ensure an integrated proactive approach to managing population growth and providing a high quality sustainable built environment for future generations

2. To ensure an integrated approach to protecting the natural environment that safeguards biodiversity and provides a sustainable natural environment for future generations

3. To enhance the quality of community life in the shire characterised by vibrant participation, cohesiveness, increased social capital and recognition of the need for social justice and community safety

4. To foster economic prosperity in the shire and South West Region

5. To strengthen the Shire’s position as an innovative, independent local government achieving business excellence.

The Shire of Augusta Margaret River strives to achieve these objectives by:

1. Ensuring that the way we govern as a Council is driving the transition to a sustainable future

2. Leading by example and playing our part in solving the global challenges of sustainability

3. Valuing and protecting our environment and ensuring the sustainable management and use of natural resources

4. Planning and encouraging our community to reduce its ecological footprint and enhance its quality of life at the same time

5. Supporting our community to fully participate in achieving a sustainable future

6. Assisting business to benefit from and contribute to sustainability.

Extract from the Sustainable Shire of Augusta Margaret River Policy 2013.

Sustainability statement

Our mission is a statement about our fundamental purpose - what we do in partnership with, and on behalf of the whole Shire of Augusta Margaret River community.

Our four core values guide our behaviour and decision making as people and as an organisation and how we strive to lead and serve our community. These are:


In carrying out its functions the Shire of Augusta Margaret River is to use its best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. (Section 1.3 of the Local Government Act 1995).

This requires ongoing prudent financial management to achieve sustainable outcomes for the community.

The Shire of Augusta Margaret River commits to:

1. Sound fiscal management by working towards:a. Prudent management of assets and liabilitiesb. Ensuring that revenue and spending decisions have regard to their effect on future generations and ongoing financial sustainability

2. Ensuring that its decisions on service delivery and the provision and maintenance of infrastructure are made with due regard to available, existing and anticipated future financial resources and competing priorities

3. Improving its practices including strategic planning and resource sharing at local and regional levels, prudent borrowing and appropriate pricing regimes

4. Being responsible for funding functions it chooses to undertake in an area of responsibility of other spheres of government, in addition to funding its existing core functions.

Extract from the Financial Viability Policy Shire of Augusta Margaret River 2013.

Financial viability statement

The Shire is committed to providing services to a diverse community, including people with disability, their families and carers. The Shire strives to continually improve access and inclusion for all its community members.

The Shire of Augusta Margaret River commits to:

• All events and services provided by the Shire or on behalf of the Shire being accessible and inclusive of all community members, as far as is practicable

• Ensuring all future buildings and assets meet the Building Code of Australia which includes compliance with the Access to Premises – Building Standards (2010) under the Commonwealth Disability Discrimination Act 1992

• Upgrading existing assets, buildings and facilities to meet the Access to Premises standard as they undergo significant refurbishment, renovation or replacement

• Providing information in alternative formats and to provide access to public information to all members of the community upon request

• Ensuring all staff, including those contracted, volunteers or agents working on behalf of the Shire provide the same high quality level of service to people with disability as experienced by other community members

• Providing the same opportunities for people with disability to participate in public consultation and the opportunity to make complaints as received by other members of the community

• The Equal Opportunities Act 1984, as well as identifying and removing barriers to employment so that people with disability can obtain and maintain employment with the Shire.

The Shire is committed to achieving the desired outcomes of its Disability Access and Inclusion Plan 2014-17 by taking all practical measures to ensure the implementation of the plan by its Councillors, staff, agents and contractors.

Access and equity statement


Profile of townships and villagesThe Shire of Augusta Margaret River has an area of approximately 2,240 square kilometres and an extensive coastline with 120 kilometres of beaches, bays and rocky points. The Margaret River flows to the ocean at Prevelly while the Blackwood River flows to Augusta in the south. The estimated population was 14,200 in 2015.

Margaret RiverMargaret River is the name of a river, a town and a wine region. The town of Margaret River is approximately 100 kilometres south of Bunbury, 270 kilometres south of Perth and was originally developed as a rural service centre for farming in the area, especially dairying. Margaret River is now the commercial and administrative centre of the shire and had an estimated population of over 7,050 in 2015.

Augusta, Kudardup and KarridaleThe town of Augusta is located approximately 310 kilometres south of Perth, 42 kilometres south of Margaret River and is the most south-westerly town in Australia. It is located at the mouth of the Blackwood River on the shores of Hardy Inlet and Flinders Bay. One of Western Australia’s oldest permanent settlements (1830s) and a popular holiday destination. Kudardup is a village located about 8 kilometres north of Augusta on the Bussell Highway. Karridale is a small village located 14 kilometres north of Augusta. The population of these localities in 2015 was approximately 1,520.

CowaramupCowaramup is located approximately ten kilometres north of Margaret River on Bussell Highway. The locality got its name from the Aboriginal word for the Purple Crowned Lorikeet, ‘Cowara’. In 2015 Cowaramup was a thriving village of some 1,100 residents and an important focus for the surrounding rural district that is fast becoming a recognised gateway to the Margaret River area.

Witchcliffe

Witchcliffe village is located about eight kilometres south of Margaret River on Bussell Highway. It is a quaint village, full of old world charm with a number of unique gift stores and buildings that date back to early settlement times. Its population in 2015 was 120, with significant residential growth is planned pursuant to the ‘Witchcliffe Village Strategy 2012’.

Prevelly/Gnarabup

Prevelly is a coastal residential area located around nine kilometres west of Margaret River on the coast. Its location is near the meeting of the Margaret River and Indian ocean, with views of the sea and coastline. International surfers meet at the point (Main Break) for a number of annual professional surf contests. The Gnarabup subdivision is located immediately to the south of Prevelly and the population of these localities in 2015 was approximately 580.

Gracetown

Gracetown is a coastal village located on Cowaramup Bay about 12 kilometres west of Cowaramup and 16 kilometres north-west of Margaret River. Gracetown had around 160 dwellings in 2015, many of which are holiday homes.

Rosa Brook

Rosa Brook is located approximately 13 kilometres east of Margaret River and the site of some of the original settlements in the district. It is predominantly an agricultural area of beef and dairy farms with an estimated population of over 400 people in 2015.

Source: Australia Bureau of Statistics (ABS) Census Data (2006, 2011)The boundaries of Census collection have changed for the 2011 Census due to factors such as a change in statistical geography and increas-ing population. Accordingly, the boundaries of localities are not directly comparable between 2006 and 2011.2015 Population estimates are based on preliminary population growth figures from the ABS extrapolating the 2013 Estimated Resident Population.


We are committed to using our best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity.


Governance

In carrying out our functions we are required to use our best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. With the combined efforts of Council, the Chief Executive’s Office, the Executive Leadership Team and staff, we provide leadership and management of our Shire.

CouncillorsStrong civic leadership is an essential component of community governance. Our Shire is represented by seven people, elected by the community every two years. Councillors represent the community’s interests, provide leadership, facilitate communication between the Council and community, and participate in the decision making process.

Traditionally, our Shire has been divided into three wards: Leeuwin Ward with two representatives, North Ward with three representatives and Margaret River Ward with two representatives. The Shire has recently carried out a review of ward boundaries and the number of councillors representing each ward. A review is required by law every eight years, with the Shire’s last ward review completed in April 2009.

The present ward system has functioned well for the past seven years, however given the uneven growth in different areas in the shire, a restructure was required to maintain a fair representational system. The ward system had become progressively unfair and unrepresentative from a one vote one value principle. In January 2017 Council made the decision to move to a “No Wards” system which means one electoral ward covers the whole shire rather than a number of smaller wards, and all seven Councillors will be elected by all voters in one shire wide ward. The decision was ratified by the Local Government Advisory Board and the Board has advised the Shire of the Minister’s decision. The changes will be implemented at the next Council elections in October 2017.

CouncilThe Shire President and six elected Councillors form the governing body of the Shire. They establish policies and decisions that drive the strategic direction of the Shire and are accountable for delivering what the community has identified as necessary for its economic, social, environmental and cultural wellbeing. These decisions are made at Council Meetings or Committee of Council Meetings. Each incoming Council holds a ballot for the Shire President to carry out specific actions delegated to this role.

Council meetingsOrdinary meetings of the Council are held every second and fourth Wednesday of the month commencing at 5.30pm. Generally, meetings are held at the Civic Administration Centre in Margaret River, but meetings are also held in Augusta and Cowaramup.

Council Agendas and Minutes are published every fortnight and are available on the Shire website for public viewing at www.amrshire.wa.gov.au.


Council

Chief Executive’s Office

Sustainable Development

Corporate and Community

Services

Governance and Marketing

Environmental Health, Waste and Ranger

ServicesCorporate Services

Planning and Development Services

Human and Community Services

Library Services

Sport and Recreation Services

Community Emergency Services

Infrastructure Services

Asset Services

Works

Council

Directorate

Business Unit

The Chief Executive Officer leads the Executive Leadership Team and is responsible for the Chief Executive’s Office and the three Directors, namely Director Corporate and Community Services, Director Sustainable Development and Director Infrastructure Services.


Executive Leadership Team

Each local government employs a Chief Executive Officer to employ and manage staff, to provide advice to its Council and administer the day to day operations of the local government. Chief Executive Officers are appointed by Council. The Chief Executive Officer is the conduit between the elected members of Council and the local government staff. All staff receive their direction from and are responsible to the Chief Executive Officer. The Chief Executive Officer has three directorates managed by an executive team to oversee the functions of the local government.


Services for our community

The Chief Executive’s Office is responsible for the management of the Shire in accordance with the strategy, policies and programs approved by Council. The Chief Executive Officer is also responsible for the employment, management, supervision and direction of all Shire employees. The following business units report directly to the Chief Executive Officer:

Governance

• Administers Council and Committee meetings and provides support to the Shire President and Councillors. Governance is also responsible for the implementation and monitoring of good governance programs at the Shire and the issuing of commercial trade permits.

Marketing

• Develops marketing strategies and plans to promote the range of facilities, programs and services delivered by the Shire while working with other government departments and industry associations to promote the Shire on tourism related projects and administering the icon event funding and sponsorship packages.

The Corporate and Community Services Director is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. The directorate undertakes the delivery of integrated planning and corporate reporting, risk management, strategic projects and policy and provides an interface between the Shire, elected members, media and the community.

Corporate Services

• Revenue calculates, administers and collects property rates while ensuring the completeness and integrity of the Shire’s property records. In addition the business unit determines the fees and charges that apply for Shire services and facilities, and raises and collects debts for sundry business services such as property leases and usage of Shire facilities.

• Financial Services administers the Shire’s investment and loan portfolios and financial reserves to ensure compliance with Council policy and delivers financial support and information to internal and external customers for the purpose of decision making and reporting, while ensuring compliance with financial legislation and regulations. The business unit prepares the Shire’s annual budget and long term financial plan and monitors financial performance against the budget, plan targets, and calculates, reviews and analyses monthly, year to date and annual financial results.


Corporate and Community Services Directorate


• The Customer Service Centres at the Margaret River and Augusta offices deliver the Shire’s one-stop-shop counter service, respond to telephone enquiries, and provide Department of Transport licensing services. Internally, the team delivers customer service training and support, and maintains customer information and systems.

• Records supports the Shire’s record keeping, including maintaining record keeping systems and delivering record keeping training. A Freedom of Information and Public Information Disclosure service is provided to external customers. The unit is also responsible for ensuring compliance with the State Records Act 2000 and other relevant legislation.

• Information and Communication Technology provides desktop maintenance and support for the Shire’s computers and servers, including daily backup, on-demand restore services and disaster recovery planning and maintenance.


• Human Resources provide support and advice to the organisation to meet the current and future workforce needs. Functions include employment, performance, training and payroll, occupational safety, health and well-being, workforce planning information system administration and reporting.

• Community Planning and Development fosters community capacity and resilience through community development practices, initiatives and information. These actions centre on youth programs and facilities, age friendly communities, community safety and crime prevention, disability access and inclusion, arts and culture, heritage, volunteering, community grants, advocacy, support and capacity building, community engagement and corporate planning.

• Caravan Parks provide an affordable and quality holiday experience through caravan and camping sites and facilities in Augusta and Alexandra Bridge. There is also the provision of low cost accommodation to long term residents.

Community Emergency Services

• Community and Emergency Services in partnership with the community, stakeholders and Department of Fire and Emergency Services aims to improve community safety practices and provide timely, quality and effective emergency services across the areas of prevention, preparedness, response, and recovery.


• Recreation Centres are committed to providing high quality sporting facilities which encourage community participation and the promotion of fitness and well-being. Two recreation centres with aquatic facilities operate in Margaret River and Augusta with gymnasiums and a variety of group fitness and court sport programs. The Margaret River Recreation Centre operates a café and catering facility in addition to a crèche service for its patrons. The centre also manages the seasonal beach lifeguard service at the Rivermouth beach and coordinates bookings for the Gloucester Park ovals.

• Childcare services operate out of the Margaret River Recreation Centre. The crèche provides a facility to enable parents to utilise the centre while providing


affordable childcare. A Kids Club operates as an accredited Out of School Hours Care and Vacation Care service for ages up to 12 years. Supplementary services include before school care, birthday parties and bouncy castle hire.

Library Services

• Provides a library and information service to the community to foster lifelong learning and support the development of literacy in our community. The Libraries serve as a community hub for all ages to meet, work, read and relax both at the regional library in Margaret River and the branch in Augusta. The library collection of reference materials, books, DVDs and CDs, magazines, newspapers and other resources meets the needs of a diverse community, including a 24/7 library service with on-line capabilities. The ‘Cocoon’ emerging artists’ gallery space and an edible community garden at the Augusta Margaret River Library encourage community involvement, while programs for children and adults in partnership with other organisations are ongoing.

The Sustainable Development Director is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. A key function of this directorate is the delivery of strategic projects and policy, implementing Council’s Land Asset Management Plan and providing an interface between the Shire, elected members, media and the community.

Planning and Development

• Planning and Development ensures appropriate management of the natural and built environment in the shire, undertaking forward planning to guide growth and also implement control over development. Guidance to future development is provided through administration and review of the Shire’s Local Planning Strategy, and implementation and preparation of various planning policies, research and strategies. Sustainable development initiatives are pursued through projects undertaken by the Shire and through guidance to private development. The provision of a variety of mapping information is made available to the community through the public IntraMaps mapping service, and to the organisation through administration of the Shire’s Geographic Information Systems. Environmental protection and enhancement is progressed through initiatives such as the Shire’s Biodiversity Incentive Strategy and the Local Energy Action Plan.

• Building Services ensure that buildings provide a safe, efficient and healthy environment. Building Services ensure that development meets or exceeds the requirements of the Building Code of Australia.

Environmental Health, Waste and Ranger Services

• Environmental Health contributes to a healthy, safe and sustainable community by providing for the assessment of factors that may impact on health of residents and visitors to the area and developing appropriate plans, polices and strategies to prevent, correct, control and protect environmental health within the region.

• Waste Services provide a sustainable waste management service for the community through the provision and management of appropriate waste disposal facilities and services including landfill and transfer station operations, recycling, kerbside domestic and recycling collection and waste water treatment operations.

Sustainable Development Directorate


Infrastructure Services Directorate

• Rangers enable and support a safer community through education, monitoring, enforcement and compliance administration of relevant local laws and state government legislation.

The Infrastructure Services Director is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. This directorate is responsible for delivering strategic projects and policy and to provide and maintain Shire assets to ensure these are safe and meet the needs of the community. The directorate also provides an interface between the Shire, elected members, media and the community.

Asset Services

• Asset Services oversees the development and maintenance of asset registers and asset management plans for the Shire’s asset portfolio including roads, buildings, drainage, footpaths, bridges, aerodromes, boating facilities and foreshore and recreation infrastructure. It also ensures that infrastructure provided in private developments and subdivisions meets Shire specifications. Other functions include project planning and management, administration of Shire managed land and reserves, environmental management and landcare, and the maintenance of Shire buildings.

• Landcare and Environmental Services provides strategic and technical advice to staff, Council and the community on environmental and landcare matters including best practice standards and legislative requirements and approvals. The unit also manages Shire urban and rural bushland and coastal reserves through the development and implementation of weed control and rehabilitation plans.

• Building Assets and Maintenance provides professional advice and recommendations on building asset management, coordinates and implements maintenance and inspection programs, provides project management services for building related capital works projects and manages contract works.

Works

The Shire operates depots in Margaret River and Augusta.

• Works Administration provides administration, management and leadership for construction, operations, workshop and survey and design services and manages the Shire’s Capital Works Program.

• Construction builds new infrastructure and undertakes maintenance of roads, paths, kerbs, drainage, car parks, streetscapes and foreshore facilities.


• Operations provides maintenance to roadside signage, boating facilities and aerodromes and includes development of the Shire's parks, gardens, reserves and the Shire cemeteries at Karridale and Margaret River. Parks and Gardens also undertakes regular maintenace of parks, gardens, reserves, cemeteries, road reserves, dangerous trees and the recycled water system including testing. The management of fuel loads in parks and reserves is also a key function.

• Survey and Design services and manages the Shire's capital works program and undertakes surveys and engineering design for key Shire infrastructure projects.

• Workshop services include purchase and maintenance of the Shire’s vehicle and plant fleet and equipment.

We will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the community.


Business processes framework

Strategic Processes

Strategic Planning Outcomes 10 - 20 years

Council Meetings and Agendas

Maintenance

Roads

Drainage

Bridges

Paths, Walkways and Trails

Parks and Gardens

Buildings

Land Administration -

Leases and Permits

Corporate Planning Reporting Human Resources Accounting Revenue

Information Technology and Communication

Records Website Public Relations Legal Planning Legal ContractualGeographic

Information System (GIS)

Works Programming

Works Purchasing Surveying Fleet

Management

Support Services

Environmental HealthIcon EventsCultural CentreCommunity

Development

Building Licensing

Event Assessment

Economic Support

Fitness and Gym

Caravan Parks and Camping

Grounds

EnvironmentalFood Premises AssessmentRatesChildcareCemeteries

WasteRecycling

Planning ComplianceLibrariesAquaticRangers

Infrastructure Customer Advisory

Sustainability Advisory

Department of Transport Licensing

Beach Lifeguards

Fire BreakAssessment

Infrastructure Subdivision and

Development Assessment

Statutory Planning

Assessment

Customer Advisory, Reception and Switch

Recreation Centres and

Sporting Group Support

Community Fire and Emergency

Services

Local Planning Scheme and Strategies Financial Planning

Corporate Planning Strategies4 years

Land Asset Planning Asset Management Planning

Operational Planning - Projects, Services and Budget

1 year

Governance Framework - Policies and Delegations Workforce Planning

Customer ServicesInfrastructure Services

Construction

Roads

Drainage

Paths, Walkways and Trails

Parks and Gardens

Buildings

Risk Management

Community Engagement


Business policy framework

Sustainable Augusta Margaret River(Overarching Sustainability Policy)

Goal 1: Valuing the natural environment

Goal 2: Welcoming and inclusive communities

Goal 3: Managing growth sustainably

Goal 4: Vibrant and diverse economy

Goal 5: Effective leadership and governance

• Waste management

• Biodiversity protection

• Water conservation and quality

• Carbon pollution reduction policies

• Parks and gardens policies

• Climate change and coastal protection

• Cultural development policies

• Recreation policies

• Emergency management policies

• Disability, youth and seniors policies

• Planning policies

• Building policies

• Asset management policies

• Infrastructure management policies

• Economic development policies

• Tourism strategy

• Events management policies

• Governance policies

• Business excellence

• Code of conduct

• Governance manual

• Customer Service Charter


Environmental analysis

The environmental analysis identifies possible or probable effects of

external forces and conditions on the organisation.

The estimated resident population of the shire was 14,200 in 2015, an increase of 16.12% over the 2011 population of 12,228, with an average annual growth rate of 2.2%. (Source: Australian Bureau of Statistics (ABS)). Table 1 summarises the estimated permanent resident population change between 2011 and 2030.

As a popular tourist destination it is important to recognise that there are a large number of transient residents and fly in fly out workers in the region which are not reflected in the Estimated Resident Population statistics. Underpinning the service population in the shire, these transient residents have been estimated in the Shire’s Local Planning Strategy to account for an additional 30% of the permanent

residential population.

Table 2 summarises the shire population projections prepared for the Australian Government Department of Health and Ageing by the ABS in 2008, and by the WA Planning Commission in 2012. This indicates that the population of the shire could increase to over 18,000 by 2026.

Although it is difficult to project population change in growth areas over strategic time frames, it is clear that the growth of the shire over the next 20 years will be significant in view of the anticipated outcomes of the Super Towns initiative, the Local Planning Strategy and adopted townsite strategies.

2011 2015 2025 2030

Margaret River 5,925 7,050 9,103 10,103

Remainder of shire 6,303 7,150 8,549 9,578

Shire of Augusta Margaret River 12,228 14,200 17,652 19,681

Average annual growth rate 2011-2030 2.2%

Source: Australia Bureau of Statistics (ABS) Census Data (2006, 2011)The boundaries of Census collection have changed for the 2011 Census due to factors such as a change in statistical geogra-phy and increasing population. Accordingly, the boundaries of localities are not directly comparable between 2006 and 2011.2015 Population estimates are based on preliminary population growth figures from the ABS extrapolating the 2013 Estimated Resident Population.

Table 1: Estimated Resident Population 2011-2031

2011 2016 2021 2026

Dept of Health and Ageing1 12,820 14,218 15,637 17,040

WA Tomorrow 20152 12,230 13,950 15,280 16,500

Table 2: Shire of Augusta Margaret River – Population Projections 2011-2026

Source: 1. Customised projections prepared for the Australian Government Department of Health and Ageing by the ABS. The projections are not official ABS data. 2. Band ‘C’ (median) projections. Western Australia Tomorrow, WAPC 2015.


Emerging issues

In planning to meet the needs of the community the Shire faces external pressures which impact on the ability to provide services and infrastructure.

Servicing community and visitor expectationThis region is an increasingly popular place to live and visit and there is growing pressure on the Shire and its various settlements to provide a high level of service to the community. This relates to the large range of services that the Shire provides through its various business units and includes roads, waste services, recreation and aquatic facilities, drainage, community support, planning and building, parks and reserves, libraries and many more.

The Shire’s level of service is raised by the profile the area as both a Super Town and as one of Australia’s premier tourist destinations. High visitor and resident numbers places the shire at a considerable advantage in terms of economic growth, social diversity, vibrancy and profile. It also results in expectations of a high level of local facilities and amenities provided in the shire.

The Shire is well placed to continue to provide high levels of service however this capacity will continually be challenged by its regional location, changing funding environment and increasing costs associated with delivering services particularly parking, waste management and preventing environmental degradation.

Waste managementForward planning is vital for the strategic and sustainable development of the Shire’s landfill and waste management services into the future. Currently, changing state government enforced environmental compliance regimes for landfill operations has placed significant monetary burdens on regional local government authorities across the state who manage landfills. This regime change has required the Shire to review its current waste disposal operations and services to ensure future waste services operations can be financially sustainable and environmentally

compliant.

To effectively manage waste services in an economically and environmentally compliant manner both now and into the future, it has been identified that the Shire must develop a masterplan based on a comprehensive feasibility study of suitable technologies, in order to provide a sustainable waste management system at a reasonable cost to the community. This is a four-year project scheduled to be implemented in stages as the transition from landfill closure to ‘resource facility’ occurs. This will be built into the Shire’s Long Term Financial Plan.

Asset managementSustainable management of Shire assets is not only a legislative requirement but also a duty of care, with 900 kilometres of roads, 200 buildings, underground drainage and footpaths to maintain. Changes in technology, changes in user needs and ongoing renewal require constant review of assets in respect of social, economic and environmental suitability.

The key issues facing local governments throughout Australia include ageing infrastructure requiring attention not previously needed or planned for, longevity of long lived assets (such as roads, drainage and buildings) can be difficult to determine, and increasing demand in terms of quality and standards.

The Shire’s present funding levels are insufficient to continue to provide existing services at desired service levels. There are risks associated with providing the service and not being able to complete all the identified maintenance activities such as:

• Asset failure that can result in injury to staff or public and damage to property

• Public liability and the financial implications


• Financial implication of unfunded and unplanned infrastructure failures requiring immediate replacement

• Disruption to the community as well as wider social and economic impacts due to disruption or discontinuing of service

• Non-compliance with legislative requirements

• Increased dissatisfaction of rate payers

• Reputation and media reaction.

As a requirement by the Department of Local Government and Communities, the Shire’s Asset Management Plan is an informing strategy to both the Strategic Community Plan and the Corporate Business Plan. As part of this, the Shire submits the following key performance indicators:

• Asset consumption ratio – which highlights the aged condition of the Shire’s stock of physical assets

• Asset renewal ratio – indicates whether the Shire has the financial capacity to fund asset renewal as required

• Asset sustainability ratio – measures the extent to which assets are being replaced as they reach the end of their useful lives.

Increasing costs of infrastructureThe costs of providing infrastructure have risen significantly in recent years, partly driven by increasing competition in the labour market and also due to increases in the costs of materials. In particular the costs of delivering infrastructure in the shire have increased and can be comparatively higher due to issues including:

• Increasing costs of compliance with higher standards of delivery required by legislation and standards

• A comparatively small number of contractors available to undertake specialised infrastructure projects that are specific to the nature of services that the Shire provides

• Remoteness from key materials and the limited economies of scale available when providing services at a distance from similar providers

• Decreasing availability of local construction materials, particularly gravel and sand, and

increasing difficulty in obtaining approvals to access these materials

• A large number of assets that require renewal in the life of the Long Term Financial Plan and a limited amount of financial resources available to the Shire.

Climate ChangeAustralia’s climate has warmed by 0.9°C since 1910, and the frequency of extreme weather has changed, with more extreme heat and fewer cool extremes. Warming in Australia is consistent with warming observed across the globe in recent decades and multiple lines of evidence indicate that the dominant cause is human-induced greenhouse gas emissions, not natural climate variability.

Climate change is expected to continue to generate a range of other impacts including changes in rainfall patterns, greater variability and unpredictability in weather patterns, more extreme weather events, more frequent and more severe disasters such as fires, floods and storms, rising sea levels and increased storm surges and acidification of oceans.

The majority of carbon emission’s emanating from within the shire are derived from the business sector. Of the emissions produced by the corporate activities of the Shire, most emissions are generated from the Davis Road waste facility.

Strong international, national and local actions are needed to reduce greenhouse gas emissions and mitigate climate change. Local government has a role in showing leadership in lowering its own greenhouse gas emissions and in facilitating business and community initiatives, for example renewable energy, energy conservation and regenerative agricultural practices.

Some level of climate change is now unavoidable due to greenhouse gases already in the atmosphere. This means that adaptation strategies must form a significant component of our response. This will be addressed through a Shire climate change response plan, currently under preparation.


Informing Strategy

To support the Corporate Plan, the Informing Strategy outlines the Shire’s capacity to manage assets and deliver services over the next ten years.

The Informing Strategy is comprised of four plans, a Long Term Financial Plan, an Asset Management Plan, the Workforce Plan and the Local Planning Strategy. When integrated, these plans ensure that the Shire delivers to its community through the optimal utilisation of its resources.

Long Term Financial PlanThe Long Term Financial Plan outlines the Shire’s operating and capital expenditure and revenue projections for the next ten years. The plan is predicated on the basis of a number of key assumptions regarding property growth, property rates, revenue growth, number of employees, inflationary increases to costs and changes in service levels. Key inputs to the plan are the Shire’s Asset Management Plan and the Workforce Plan.

The plan has the objective of achieving a balanced budget position each year. This outcome anticipates any surplus funds are used for the renewal of assets and to increase reserves so new or upgraded assets can be funded in future years. A prudent and conservative financial approach has been adopted to ensure effective stewardship of the Shire’s assets.

Apart from the standard series of statutory financial statements, a key outcome of the plan is the Shire’s expected performance measured in accordance with the prescribed financial management ratios. These ratios are:

• Operating surplus ratio

• Current ratio or working capital ratio

• Debt service cover ratio.

The financial information is also used to calculate the following asset management ratios:

• Asset consumption ratio

• Asset sustainability ratio

• Asset renewal funding ratio.

Asset Management Plan

The overall Asset Management Plan describes how the Shire’s infrastructure assets are used to assist with achieving the priorities established in the Community Strategic Plan and sets out plans to ensure they are managed in an effective way consistent with the Shire’s corporate objectives. While providing an overview of all Shire infrastructure assets, the Plan focuses on buildings, parks and ovals, transport assets and waste management assets.

The Asset Management Plan sets out key issues and identified gaps in terms of sustainability, sufficiency and performance of the Shire’s infrastructure asset portfolio, taking account of service needs across the shire and assessment of asset condition and investment needs. Based on these assessments, the Plan sets out priorities for corporate actions and investment to ensure the Shire is making best use of resources and assets are “fit for purpose.”

The aim of the Plan is to:

• Demonstrate responsible stewardship of the Shire’s infrastructure assets


• Provide the basis for compliance with legislative requirements

• Provide a basis for customer consultation on levels of service and price/quality trade-offs

• Manage the social, financial and environmental risks associated with providing infrastructure assets

• Achieve savings by optimising life cycle activities

• Assess key performance indicators for asset management.

The content of the Plan focuses on asset management activities over the next ten years to demonstrate alignment with the Long Term Financial Plan as well as the Community Strategic Plan and Corporate Plan. This is accomplished through the inclusion of a capital works program from the Asset Management Plan into the Long Term Financial Plan.

Sustainable management of Shire assets is not only a legislative requirement but also a duty of care. Changes in technology, changes in user needs and ongoing renewal require constant review of assets in respect of social, economic and environmental suitability.

Key issues facing the Shire of Augusta Margaret River and local governments throughout Australia include:

• Ageing infrastructure requiring attention not previously planned for

• Long lived assets such as roads, drainage and buildings presenting challenges as their condition and longevity can be difficult to determine

• Increasing demand in terms of quality and standards.

The Plan not only looks at why and how much funding shortfall there will be but also investigates the options available to address these shortfalls which will include:

• Improving asset knowledge so that data accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels

• Improving efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs

• Identifying and managing risks associated with providing services from infrastructure

• Making trade-offs between service levels and costs to ensure that the community receives the best return from infrastructure

• Identifying assets surplus to needs for disposal to make saving in future operations and maintenance costs

• Consulting with the community to ensure that infrastructure services and costs meet community needs and are affordable

• Developing partnerships with other bodies, where available, to provide services

• Seeking additional funding from governments and other bodies to better reflect a ‘whole of government’ funding approach to infrastructure services

• Levels of service in some areas will have to be reduced unless new sources of revenue are found.

Asset management within the Shire of Augusta Margaret River is a continuous process of improving practices in order to optimise community benefits from assets while balancing this against the community’s ability to pay for services. This will be supported by an asset management improvement program informed by the Asset Management Improvement Strategy and the Asset Management Plan.

Workforce Plan

The Shire’s Workforce Plan has been developed to ensure the Shire has the capacity and capability to deliver our Community Strategic Plan objectives now and into the future.

Key elements of the Workforce Plan include:

• Workforce analysis and profile

• Workforce risks

• Workforce growth forecast

• Critical roles and succession plans

• Workforce strategies and action plan

• Workforce sustainability measures and performance.


The Shire has undertaken a comprehensive workforce analysis and has identified those factors that may impact on the Shire’s capacity and capability to deliver services and products now and into future.

Key challenges facing the Shire are:

• Scarce resources to meet current service and project demands

• Wage and employment condition pressures

• Ageing workforce

• Skills shortage

• Ineffective corporate systems

• Increases in legislative compliance requirements.

Local Planning StrategyThe purpose of the Local Planning Strategy is to provide a medium to long-term planning strategy for development over the next 15 years. The Strategy serves as a basis for the review of Council town planning decisions, in determining the consistency of those decisions with respect to the Council’s long term planning objectives. The Strategy also sets out the Shire's general aims and intentions for future long-term growth, sustainable development and orderly and proper planning.

Our Strategic Direction



Valuing the natural environment

KPI1: Improvement in the management and quality of the environment

KPI2: Increase in % of waste diverted from landfill

Our strategic goals and measures

Key performance measures

KPI5: Development occurs in a manner consistent with the Local Planning Strategy

KPI6: Achieve a high level of liveability for the residents in the shire

Managing growth sustainably

Welcoming and inclusive communities

KPI3: Percentage of population using Recreation Centres

KPI4: Increased use of the Shire Libraries

Vibrant and diverse economy

KPI7: Increased participation rates at icon events

KPI8: Increase in tourist numbers visiting the shire

Effective leadership and governance

KPI9: Financial ratios are trending positively

KPI10: Increasing satisfaction in the Community Satisfaction Survey



The community values the natural environment and unique biodiversity of the region and seeks to protect and enhance it for current and future generations. The Shire has a responsibility to protect the environment through planning for the future and to proactively respond to key environmental issues.

Community Outcome

1.1Healthy waterways and foreshores

KPI Improvement in quality of waterways

Shire Strategic Response Activities and Priorities

1.1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands

1.1.1.1 Commence implementation of Hardy Inlet Water Quality Improvement Plan - Augusta townsite stormwater treatment (subject to plan being finalised and funding available)

1.1.1.2 Implement recommendations of the Margaret River Townsite District Water Management Strategy in conjunction with development in this area

1.1.1.3 Maintain partnership with Nature Conservation Margaret River Region

1.1.1.4 Maintain partnership with Lower Blackwood Landcare Conservation District Committee

1.1.2 Manage responsibly coastal areas under the Shire’s control

1.1.2.1 Ongoing implementation of Cape Mentelle to Gas Bay Foreshore Plan (subject to funding)

1.1.2.2 Implement actions in Coastal Hazard Risk Management Plan (subject to funding)

1.1.3 Implement measures to improve the quality of water entering catchments

1.1.3.1 Implement Landfill Environmental Improvement Plan

1.1.3.2 Monitor environmental waters (recreational) through monthly (seasonal) samplings

1.2 Climate change response KPI The Shire has a planned response to climate change

1.2.1 Plan proactively and respond to climate change

1.2.1.1 Review and update the Local Energy Action Plan and continue implementation of actions which include the community energy education program and carbon neutral tree planting program for 2017-18


Community Outcome


1.2.1.2 Undertake monitoring of carbon emissions

1.2.1.3 Implement Climate Change Response Plan and renew every four years

1.2.1.4 Conduct a review of the Local Energy Action Plan (LEAP)

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

1.2.2.1 Install improved lighting control and water heating at the Margaret River Recreation Centre

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

1.2.3.1 Host educational workshops

1.2.3.2 Support community based projects aimed at assisting the Shire in sourcing 20% of its energy from renewable energy sources

1.2.4 Implement measures to conserve water as a precious resource

1.2.4.1 Ongoing operation of the Margaret River Recycled Waste Water Scheme

1.3 Sustainable waste management KPI Provision of viable waste service for the shire for the next 25 years and reduction in per person volume of waste being put in land fill

1.3.1 Reduce the environmental impact of waste and maximise conservation of natural resources

1.3.1.1 Construct Davis Road new waste cell number 3

1.3.1.2 Complete a masterplan for waste disposal for the sustainable management of domestic, commercial and industrial waste streams, including resource recovery, recycling and processing

1.3.1.3 Manage sampling and monitoring requirements of landfill and septage plant in accordance with Department of Water, Environment and Regulation (DWER) environmental licence requirements

1.3.1.4 Management of kerbside collection contracts (domestic and recycling)

1.3.1.5 Management of Shire Waste facilities (including Transfer Stations, Landfill and Septage Plant) to DWER licence requirements

1.3.1.6 Progress Regional Waste Management Initiatives with City of Bussleton and South West regional local governments

1.3.1.7 Pursue grants to support and or expand waste service delivery and infrastructure development in line with strategic goals as required


Community Outcome


1.3.2 Reduce raw material use and increase materials and energy recovery

1.3.2.1 Review Strategic Waste Management Plan

1.3.2.2 Implement Strategic Waste Management Plan

1.3.3 Reduce the amount of corporate waste to landfill generated in the Shire’s operations

1.3.3.1 Implement initiatives to reduce corporate waste generated through Shire's operations

1.3.4 Encourage the community to reduce, reuse and recycle

1.3.4.1 Develop and implement community education strategy for waste management to support the Strategic Waste Management Plan

1.4 Ecology and biodiversity protection

KPI Increased areas of environmental significance are protected through zoning and/or conservation covenant

1.4.1 Collaborate with state government to protect the biodiversity of the shire

1.4.1.1 Implement projects in the Environmental Management Fund

1.4.1.2 Prepare Management Plans for major Shire reserves including Alexandra Bridge Foreshore in 2017-18

1.4.1.3 Provide environmental management and landcare services

1.4.1.4 Undertake targeted weed and feral animal control in priority areas

1.4.1.5 Liaise with state government on bushfire strategies and resourcing

1.4.1.6 Implement Biodiversity Incentive Strategy

1.4.1.7 Require detailed investigations of remnant vegetation and surface drainage areas at the structure plan stage, and ensure environmental improvements through the development process

1.4.2 Educate the community and visitors on environmental protection

1.4.2.1 Establish and implement an environmental awareness program

1.5 Quality parks, gardens and green spaces

KPI Facilities provided meet the recommendations of the Public Open Space Strategy

1.5.1 Ensure green and public open spaces cater for a wide range of users including people with disabilies

1.5.1.1 Operate public toilets and maintain to agreed standards

1.5.1.2 Liaise with the community on disability access and inclusion requirements


Community Outcome


1.5.1.3 Deliver the annual tree planting program

1.5.1.4 Deliver the public open space annual program including Reuther Park, Cowaramup Skate Park and Ellis Street Jetty Precinct

1.5.1.5 Maintain Shire parks and gardens in accordance with service standards

1.5.1.6 Renew playground equipment throughout the shire in accordance with annual allocation for playground equipment

1.5.1.7 Work with the Department of Education to deliver the Rapids Landing school oval

1.5.1.8 Replace damaged sections of the Augusta foreshore walls

1.6 Unique and iconic coastal and natural landscapes

KPI There is no measurable impact on the key landscapes in the shire

1.6.1 Plan effectively to protect coastal and other key landscapes

1.6.1.1 Implement the Leeuwin Naturaliste Ridge Statement of Planning Policy

1.6.1.2 Implement the Local Planning Strategy

1.6.1.3 Finalise for Council adoption and commence the implementation of actions from the Environmental Sustainability Strategy



Strong communities are welcoming and safe, and enjoy quality lifestyles that celebrate their local identity, diversity and culture. The Shire fosters community resilience and wellbeing through its social planning, recreation, safety, education and preventative health strategies. Programs will foster a sense of identity and belonging, promote community interactions and equality, encourage active and healthy lifestyles, and provide information to grow resilient community groups and networks. The Shire will also ensure our preparedness to deal with emergences and natural disasters.

Community Outcome

2.1 Sense of identity and belonging KPI Number of community and cultural initiatives supported by the Shire


2.1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging

2.1.1.1 Facilitate compliance of the licence agreement for the Cultural Centre

2.1.1.2 Manage the Community Development Fund

2.1.1.3 Develop a Welcome to and Acknowledgement of Country Policy for the Shire

2.1.1.4 Develop and implement the Shire’s Reconciliation Action Plan

2.1.1.5 Full review of the Creative Blueprint

2.1.1.6 Implement actions from the Creative Blueprint

2.1.1.7 Support community facilities and commemorative occasions (halls, museums and other)


Community Outcome


2.1.2 Support community celebrations, events and local festivals

2.1.2.1 Provide events application and approval process

2.1.2.2 Provide professional advice and support to community groups

2.2 Equity and opportunities for all KPI Number of initiatives implemented by the Shire

2.2.1 Provide programs and facilities that encourage resilience in seniors, young people and families

2.2.1.1 Conduct a Bursary Alumni 15 year event

2.2.1.2 Develop community capacity to fundraise and activate the Margaret River Youth Precinct Skate Park

2.2.1.3 Develop a Bursary Induction Process

2.2.1.4 Activate the Margaret River Zone Room commercial kitchen

2.2.1.5 Implement actions from the Shire’s Age Friendly Community Plan

2.2.1.6 Implement actions from the Strengthening Youth Plan

2.2.1.7 Implement the YAC Leeuwin Scholarship Program

2.2.1.8 Manage the Community and Recreation Bus

2.2.1.9 Manage the Zone Room

2.2.1.10 Review the Age Friendly Community Plan

2.2.1.11 Review the Strengthening Youth Plan and Policy

2.2.1.12 Provide Childcare services

2.2.1.13 Provide Kids Club facility

2.2.1.14 Provide Occasional Childcare facility

2.2.1.15 Provide transport vehicle for Out of School Hours Care and Vacation Care programs

2.2.1.16 Provide upgrades and equipment for Childcare to meet legislative requirements


Community Outcome


2.2.1.17 Work in conjunction with Cultural Centre and Recreation Centre Masterplan and upgrade to secure permanent parking for community buses

2.2.1.18 Investigate pick up and drop off for before and after school care for Rapids Landing

2.2.1.19 Provide upgrades and masterplan for Childcare expansion

2.2.2 Ensure Shire facilities and services are accessible by all

2.2.2.1 Conduct feasibility study on Augusta Museum and Historical Society to consider future use of facilities

2.2.2.2 Conduct feasibility study for colocation of community services in Cowaramup

2.2.2.3 Implement actions from the Disability Access and Inclusion Plan

2.2.2.4 Review Disability Access and Inclusion Plan and Policy

2.3 Strong community groups and networks

KPI Number of groups registered on CommunityCONNECT database

2.3.1 Support and value volunteers across the shire

2.3.1.1 Organise Thank a Volunteer Celebrations

2.3.1.2 Develop a shire wide volunteering strategy

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

2.3.2.1 Facilitate the CommunityCONNECT Program

2.3.2.2 Assist the Rotary Club and the Margaret River Men's Shed working group to progress their plans

2.3.2.3 Develop and implement actions from the Capacity Building Plan

2.3.2.4 Review the Capacity Building Plan

2.4 Lifelong learning in the community

KPI Increased use of the Shire Libraries

2.4.1 Provide and promote libraries as community hubs and centres of information and learning

2.4.1.1 Operate a Library Service in Margaret River and Augusta

2.4.1.2 Review and assess the long term needs of library services, in particular technological requirements

2.4.2 Promote programs that foster lifelong learning in the community

2.4.2.1 Design and implement programs for children and youth

2.4.2.2 Engage the community in events that support lifelong learning


Community Outcome

2.5 Active and healthy lifestyles KPI Percentage of population using Recreation Centres


2.5.1 Maximise participation in physical activity and promote the benefits of healthy lifestyles

2.5.1.1 Facilitate sporting events in the Shire

2.5.1.2 Operate Recreation Centres in Margaret River and Augusta

2.5.1.3 Partner with groups to provide children’s active lifestyle programs

2.5.1.4 Manage five year contract with swim schools at the Margaret River Recreation Centre

2.5.1.5 Provide Beach Lifeguard services during peak periods

2.5.1.6 Provide fitness programs that cater for seniors and persons with a disability

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

2.5.1.8 Undertake equipment upgrades for Beach Lifeguards

2.5.1.9 Develop a recreation online and web based booking system and retention package

2.5.1.10 Develop recreation fixture management systems and club development areas

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

2.5.2.1 Undertake upgrades to Margaret River Recreation Aquatic Centre including the ongoing maintenance of plant room and upgrading of dehumidifier for 2017-18

2.5.2.2 Undertake upgrades to Augusta Recreation Centre including hydrotherapy pool heater and pumps

2.5.2.3 Construct Margaret River Youth Precinct including skate and ride facility elements with approved funding

2.5.2.4 Construct Gloucester Park Lower Western Oval including earthworks, drainage, turf, irrigation, lighting and carpark

2.6 Safer communities KPI Community satisfaction rates with Shire performance

2.6.1 Provide community safety through regulatory and support programs

2.6.1.1 Implement Fuel Hazard Reduction and Firebreak Notice, including program improvements from contractor, community, BFAC and SAC feedback

2.6.1.2 Maintain an up to date procedures manual in Ranger Services


Community Outcome


2.6.1.3 Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community

2.6.1.4 Provide Rangers regulatory services

2.6.1.5 Develop and implement a Cat Local Law

2.6.1.6 Review dog exercise areas

2.6.1.7 Review Firebreak inspections program to incorporate outcomes of Bushfire Risk Management Plan

2.6.1.8 Review Shark Response Procedure and Policy

2.6.1.9 Revise and update local laws

2.6.1.10 Investigate potential of a Shire alcohol management plan

2.6.1.11 Full review of the Safer Communities Plan

2.6.1.12 Implement actions from the Safer Communities Plan

2.6.1.13 Scope feasibility for a Shire CCTV strategy

2.6.1.14 Provide building approvals and compliance service

2.6.1.15 Provide swimming pool compliance monitoring

2.6.1.16 Deliver the annual allocation for cemetery works

2.6.1.17 Undertake upgrades to dog handling equipment

2.6.2 Enhance the Shire’s emergency and disaster management capabilities

2.6.2.1 Participate in and complete the annual State Preparedness Report in conjunction with the Office of Emergency Management

2.6.2.2 Guide and coordinate a tenure blind, multi-agency bushfire risk management program

2.6.2.3 Partner with Department of Fire and Emergency Services and the Office of Bushfire Risk Management in bushfire risk management in the shire

2.6.2.4 Provide community emergency services and programs in line with Department of Fire and Emergency Services and Shire Business Plan

2.6.2.5 Review and update Shire Emergency Contacts and Resources List


Community Outcome


2.6.2.6 Review and update Volunteer Bush Fire Brigade Procedures Manual

2.6.2.7 Review Volunteer Bush Fire Brigade Policy

2.6.2.8 Undertake annual Local Emergency Management Committee exercise to test the Shire's Local Emergency Management Arrangements including the Internal Ready Group

2.6.2.9 In conjunction with the Department of Health, develop a documented environmental health emergency response support plan for use in the event of an emergency

2.6.2.10 Maintain Disaster Debris Management Plan, locally and regionally

2.6.2.11 Respond to public health risks in the event of an emergency

2.6.2.12 Coordinate the Shire’s Internal Emergency Recovery Response Unit

2.6.2.13 Implement bushfire mitigation programs for Shire managed land (strategic firebreaks)

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

2.6.3 Undertake measures to ensure the protection of public health

2.6.3.1 Conduct regular assessments of food premises, public buildings, caravan parks, skin penetration establishments and lodging houses (backpackers)

2.6.3.2 Develop a public health plan (subject to legislation)

2.6.3.3 Implement public health plan

2.6.3.4 Maintain licensing and approval function of various activities within the shire (caravan parks, lodging houses, food premises, offensive trades)

2.6.3.5 Manage the control of vector-borne diseases and pest control in the community

2.6.3.6 Process applications for health approval to ensure dwellings, buildings and activities of local premises are compliant with relevant health standards

2.6.3.7 Respond to complaints for environmental health intervention in response to perceived or real threats to public or environmental health within the community

2.6.3.8 Undertake sampling of specified local businesses and local environments to provide information as to the current level of risk posed by the activity (food, water, aquatic facilities)



The community’s cultural values and heritage are integral to the future and are to be considered when balancing the competing demands for growth, en-suring vibrant, sustainable townships which maintain their distinctive country character. The Shire will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the commu-nity.

Community Outcome

3.1 Clearly defined areas for growth and renewal

KPI Urban development occurs as intended by the Local Planning Strategy


3.1.1 Implement Local Planning Scheme No 1 (LPS1)

3.1.1.1 Implement East Margaret River District Structure Plan

3.1.1.2 Provide planning services

3.1.1.3 Commence review of the Local Planning Strategy followed by the Local Planning Scheme No. 1

3.1.2 Ensure new communities are developed using ecologically sustainable development principles

3.1.2.1 Finalise the review of the Witchcliffe Village Strategy

3.1.2.2 Based on environmental, social and aesthetic criteria, identify those areas which may not be suitable for extractive industries

3.1.2.3 Develop policy for tree and vegetation preservation and land clearing offsets

3.2 Liveable and well designed places

KPI Required studies and improvements are undertaken

3.2.1 Develop and implement masterplans for centres, towns and villages to preserve and enhance their unique character

3.2.1.1 Sell Churchill Avenue property in the Margaret River town centre to raise revenue for the Main Street upgrade


Community Outcome


3.2.1.2 Implement adopted Structure Plans for new residential communities

3.2.1.3 Seek to identify suitable joint venture partner to develop and manage the proposed Augusta Retirement Village

3.2.1.4 Determine the Margaret River Main Street upgrade with funds secured through Royalties for Regions

3.2.1.5 Complete the annual drainage works program

3.2.1.6 Complete the disabled carparking upgrades program

3.2.1.7 Complete the pedestrian structure works program

3.2.1.8 Review townsite and village stratagies following review of the Local Planning Strategy

3.2.1.9 Conduct a review of the Public Open Space Strategy Framework and Developer Contributions

3.2.1.10 Prepare a parking and road management plan for the Carters Road - Bussell Highway intersection

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

3.2.2.1 Work with Main Roads Western Australia to facilitate completion of an entry statement to Margaret River

3.2.2.2 Implement actions in the Margaret River Foreshores upgrade (subject to funding)

3.2.2.3 Undertake assessment of longer term needs of libraries in Margaret River and Augusta

3.2.2.4 Undertake Stage 1 of the Margaret River Cultural Centre redevelopment

3.2.2.5 Develop a masterplan for upgrades to the Margaret River Recreation Centre for childcare, recreation infrastructure and maintenance requirements

3.2.2.6 Complete maintenance and upgrades to Shire bridges in accordance with the Long Term Financial Plan

3.2.2.7 Design ancillary carpark at the Margaret River Youth Precinct

3.2.2.8 Install the new library equipment

3.2.2.9 Progressive implementation of the recommendations of the Augusta Interpretation Plan (subject to funding)

3.2.2.10 Implement recommendations of the Cape Leeuwin Tourism Precinct Plan (subject to funding)


Community Outcome


3.2.2.11 Design Wallcliffe Road verge landscaping along frontage of Margaret River Youth Precinct

3.2.2.12 Conduct community needs assessment to inform development of townsite masterplans and village strategies

3.2.2.13 Complete carpark upgrades including the eastern carpark extension for the Margaret River Youth Precinct

3.2.3 Address the need for affordable housing and accommodation now and in the future

3.2.3.1 Implement recommendations from the Affordable Housing Strategy

3.3 Unique natural and settlement character

KPI The community’s perception of natural character, settlement and the preservation of landscapes is maintained or enhanced

3.3.1 Protect heritage places, values and significant regional landscapes in the planning scheme

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

3.3.1.2 Maintain the Shire’s local heritage inventory list

3.4 Connected and safe transport network

KPI Performance of key intersections and the transport network remains at an acceptable level of service

3.4.1 Develop and maintain a high quality transport network in partnership with all levels of government

3.4.1.1 Progressively plan and implement trail near the Margaret River from Rotary Park to the Rivermouth (subject to funding, environmental assessment and aboriginal approval)

3.4.1.2 Provide customer service for the Infrastructure Directorate

3.4.1.3 Undertake quality control of developer provided assets

3.4.1.4 Complete the $3.6 million road reconstruction program including Leeuwin Road, Rosa Brook Road, Caters Road, Rosa Glen Road, Treeton Road and Wallcliffe Road and design for Warner Glen Road, including road preservation program and Carbunup South Road Bridge renewal over 2017-18

3.4.1.5 Work with Main Roads Western Australia to facilitate completion of access road to Margaret River Airport

3.4.1.6 Provide survey design services


Community Outcome


3.4.1.7 Identify best alignment option, and following Councillor workshop and Council decision, complete design, obtain approvals and continue the construction of the path from Flinders Bay towards the Lighthouse utilising budgeted funds. Seek complimentary grant funding for further stages after having determined their alignment and cost

3.4.1.8 Prepare and commence implementation of a walk and mountain bike trails strategy for Margaret River

3.4.1.9 Progressive installation of tourism directional signage throughout the shire (subject to funding)

3.4.1.10 Complete annual aerodrome renewal projects program

3.4.1.11 Complete annual boatramp and jetty renewal projects program

3.4.1.12 Collaborate with CapeROC to prepare and implement a regional trails strategy

3.4.2 Provide a network of connected cycleways and pedestrian pathways

3.4.2.1 Collaborate with the Department of Transport for preparation of a bike plan for the Margaret River townsite and wider shire area

3.4.2.2 Progressive implementation of trails recommended in Bridle Trails Feasibility Study (subject to funding)

3.4.2.3 Complete annual footpath renewal and new footpaths program

3.4.2.4 Design path upgrades identified in the Townsite Pathway Plan

3.4.2.5 Progressive extension of the Wadandi Track (subject to funding)

3.4.2.6 Construct Darch Trail extension to new pedestrian bridge over Darch Brook



The Shire’s economic base has been built upon its natural environment, tourism, viticulture, agriculture and rural and retail sectors. Through regional economic strategies the Shire will promote a sustainable range of business and job opportunities.

Community Outcome

4.1 Strong agriculture and viticulture sectors

KPI Increase in value of product from agricultural sector


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

4.1.1.1 Maintain a positive collaborative relationship with the Margaret River Wine Association and promote the Margaret River Wine Region as Australia’s premier wine region

4.1.1.2 Maintain a positive relationship with the dairy industry and other agricultural sectors to achieve sustainable, value adding, diverse and innovative agriculture

4.1.1.3 Encourage innovative agricultural practices including regenerative agriculture and permaculture

4.2 Sustainable tourism industry KPI Increase in tourist numbers visiting the shire

4.2.1 Work with the tourism sector to increase visitor numbers and length of stay to the shire

4.2.1.1 Administer the Capes Regional Organisation of Councils (CapeROC) events website in conjunction with the City of Busselton and Margaret River Busselton Tourism Association (MRBTA)

4.2.1.2 Support the production of Capes Regional Organisation of Councils (CapeROC) Calendar of Events in conjunction with the Margaret River Busselton Tourism Association (MRBTA)

4.2.2 Work with the tourism sector to promote and develop eco-tourism

4.2.2.1 Maintain a positive collaborative relationship with the Margaret River Busselton Tourism Association (MRBTA) to measure visitor numbers and impacts and maximise visitor benefits to the shire


Community Outcome


4.2.3 Provide family friendly quality caravan and camping grounds to encourage visitors to extend their stay

4.2.3.1 Complete construction and commissioning of three chalets and a service storage facility at Turner Caravan Park. Subject to the success of the initial chalets and the progression of an overall site design and funding strategy, construct a further three chalets utilising Caravan Park Reserve funds

4.2.3.2 Implement Dekker ablution block renovation and hot water system upgrade over 2017-18 for caravan parks

4.2.4 Encourage tourism in the shire through the development and support of iconic events

4.2.4.1 Sponsor iconic and community events that showcase the shire to national and international audiences

4.3 Infrastructure for economic growth

KPI Provision of infrastructure within budget, time and required standards

4.3.1 Develop major infrastructure to cater for increased residents and visitors

4.3.1.1 Assist Main Roads Western Australia to progress development of the Margaret River Perimeter Road

4.3.1.2 Commence construction of John Archibald Drive in conjunction with Main Roads Western Australia

4.3.1.3 Implement the Developer Contributions Policy for the whole shire

4.4 Sustainable economic development

KPI ABS data indicates a diversification of the local economy

4.4.1 Ensure the Shire’s regulatory environment is business friendly and considerate of business needs

4.4.1.1 Convene regular meetings of the Industry Leaders Group

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

4.4.2.1 Provide facilities to hold regular events with partners to act as convenor of local business

4.4.2.2 Support development of the small business sector in the shire

4.4.3 Ensure the Shire’s procurement policies support local businesses and help generate local employment

4.4.3.1 Improve procurement and purchasing practices to ensure uniformity and consistency

4.4.3.2 Obtain feedback from sample of local suppliers to identify the Shire’s impact upon their businesses

4.4.3.3 Review Purchasing Policy and procedures to determine equity and effectiveness

4.4.3.4 Manage commercial leases

4.4.4 Foster sustainable economic growth which provides local employment

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

4.4.4.2 Revise the draft Economic Development Strategy to include an analysis of inequality impacts and include the 2016 Census data and a world economic outlook statement


Community Outcome


4.4.4.3 Undertake reciprocal visits to Haining and maintain low key friendly relationship with Vietnam city of Dong Hoi

4.4.4.4 Identify opportunities to collaborate with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development

4.4.4.5 Work with Cowaramup Resort Developer to facilitate establishment of a resort

4.4.4.6 Monitor industry efforts to establish a South West Food Alliance and respond to requests for assistance

4.5 Improved educational infrastructure

KPI Increase in student numbers at the Margaret River Education Campus

4.5.1 Work with other agencies to provide enhanced tertiary education facilities

4.5.1.1 Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus, including youth entrepreneurship and digital economies



Council leadership is visionary, effective, transparent and trustworthy. The local government actively engages and consults the community to understand their aspirations for the future and drives positive change and diversity, and adds measurable value.

Community Outcome

5.1 Effective governance and corporate leadership

KPI Community satisfaction rates with the Council’s performance


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

5.1.1.1 Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates

5.1.1.2 Partner with the Western Australian Electoral Commission to conduct the biennial election by postal voting

5.1.1.3 Conduct election of Shire President and Deputy President and appointment of Councillors to committees

5.1.1.4 Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Regulations

5.1.1.5 Conduct Strategic Planning Days with Council in November/December 2017 and February/March 2018 and as required

5.1.1.6 Conduct a comprehensive Councillor development and capacity building program using Western Australian Local Government Association (WALGA) modules and other identified courses

5.1.1.7 Conduct Councillor briefing sessions prior to Ordinary Council Meetings and bring a record of briefings to Council Meetings on a quarterly basis

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

5.1.2.1 Develop the Shire as a values based and driven organisation by hosting two Aboriginal cultural awareness sessions


Community Outcome


5.1.2.2 Facilitate staff participation in the Local Government Professionals WA South West Professional Development Conference

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

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

5.1.2.5 Undertake a Shire organisational review to ensure the Shire’s workforce is sustainable and efficiently placed to be able to deliver on its strategic goals

5.1.2.6 Conduct of review of Shire governance processes through a Councillor/ELT survey followed by an informal workshop with potential involvement from WALGA and the Department of Local Government and Communities

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

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

5.1.3.2 Review Code of Conduct for staff

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

5.1.4.1 Convene scheduled ordinary meetings of Council and special meetings of Council as called by the Shire President, Council or three elected members

5.1.4.2 Monitor Council Meeting Decisions Action List

5.1.4.3 Review Council delegations

5.1.4.4 Conduct open information workshops for Councillors and closed strategic planning workshops at least three times annually

5.1.5 Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.1 Hold regular meetings with Arts Margaret River

5.1.5.2 Hold regular meetings with the Sport and Recreation Advisory Committee

5.1.5.3 Participate in environmental health regional meetings and events

5.1.5.4 Work with Regional Public Health Units to reduce the spread of infectious disease in the community as required

5.1.5.5 Develop management plans for Caravan Parks and Camping Grounds

5.1.5.6 Develop masterplans for Turner and Flinders Bay Caravan Parks and Alexandra Bridge Camp Ground


Community Outcome


5.1.5.7 Hold regular meetings with the Art and Culture Advisory Group

5.1.5.8 Hold regular meetings with the Community Access and Inclusion Reference Group

5.1.5.9 Hold regular meetings with the Community Facilities Advisory Group

5.1.5.10 Hold regular meetings with the Community Network Group

5.1.5.11 Hold regular meetings with the Liquor Forum

5.1.5.12 Hold regular meetings with the Youth Advisory Council

5.1.5.13 Participate and convene CapeROC meetings and hand over secretariat services in 2017 and transfer to the City of Busselton in 2018

5.1.5.14 Assess funding arrangements and Framework Agreement between state government and Augusta Margaret River Library

5.2 Effective strategy, planning and asset management

KPI Documents developed in line with legislative requirements

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

5.2.1.1 Develop Annual Operational Plans linked to Corporate Plan and Annual Budget

5.2.1.2 Review Community Infrastructure Plan

5.2.1.3 Review Corporate and Community Services business unit plans for directorate in line with strategic direction

5.2.1.4 Undertake desktop review of ICT Strategic Framework

5.2.1.5 Undertake full review of ICT Strategic Framework

5.2.1.6 Continue implementation of the Integrated Planning and Reporting program, including quarterly reporting against the Operational Plan to Council

5.2.1.7 Undertake desktop review of the Community Strategic Plan

5.2.1.8 Undertake a desktop review of the Corporate Plan

5.2.1.9 Undertake a full review of the Corporate Plan to implement strategies outlined in the Community Strategic Plan


Community Outcome


5.2.1.10 Finalise full review of Community Strategic Plan and Community Vision for 2036 for Council adoption

5.2.1.11 Review business unit plans for Infrastructure Services directorate in line with strategic direction

5.2.1.12 Review Sustainable Development business unit plans for directorate in line with strategic direction

5.2.2 Develop long term Informing Strategy aligned to the Community Strategic Plan

5.2.2.1 Progressively implement recommendations of the Asset Management Improvement Plan

5.2.2.2 Undertake desktop review of the Asset Management Plan

5.2.2.3 Undertake desktop review of the Ten Year Capital Works Program

5.2.2.4 Undertake full review of the Asset Management Plan 2013-23

5.2.2.5 Undertake a full review of the Ten Year Capital Works Program

5.2.2.6 Implement Risk Management Framework

5.2.2.7 Monitor Risk Register actions and report regularly to ELT and the Audit and Risk Management Committee

5.2.2.8 Undertake full review with ongoing desktop review of the Long Term Financial Plan

5.2.2.9 Develop a masterplan for Waste Services including general waste, recycling collection and commercial servicing

5.2.2.10 Coordinate the Shire’s online community engagement portal

5.2.2.11 Implement the Shire’s Community and Stakeholder Engagement Framework

5.2.2.12 Undertake desktop review of Workforce Plan

5.2.2.13 Undertake full review of Workforce Plan

5.2.2.14 Lodge the Enterprise Bargaining Agreement with the Fair Work Commission and implement the new wages and conditions

5.2.2.15 Negotiate Enterprise Bargaining Agreement renewal

5.2.2.16 Review the Shire's Community and Stakeholder Engagement Framework

5.2.2.17 Coordinate implementation of the Community Infrastructure Plan


Community Outcome


5.2.3 Develop and review long term asset management and replacement plans

5.2.3.1 Conduct investigations into townsite areas and light industrial areas with inadequate stormwater drainage

5.2.3.2 Provide asset management planning services

5.2.3.3 Provide land administration services

5.2.3.4 Develop a marketing plan for Recreation Centres

5.2.3.5 Partner with the swim schools to provide the community with a more cost effective service

5.2.3.6 Implement short term priorities of the Land Asset Management Plan

5.2.3.7 Review the Land Asset Management Plan

5.2.3.8 Develop the annual plant replacement program

5.2.3.9 Implement Margaret River Depot masterplan including bitumen emulsion tank storage improvements and washdown facility

5.2.3.10 Undertake detailed planning of playground and infrastructure renewal and maintenance requirements

5.2.4 Maintain and renew Shire assets according to agreed standards

5.2.4.1 Commence the asbestos replacement program in accordance with the Long Term Financial Plan and budget allocation

5.2.4.2 Develop annual schedules for maintenance and renewal of Shire assets

5.2.4.3 Deliver annual light fleet replacement program

5.2.4.4 Complete the $2 million plant replacement program including purchase of Zero turn mowers, skid street loader, roller and light fleet program over 2017-18

5.2.4.5 Undertake annual maintenance program

5.2.4.6 Implement new asset management information system

5.2.4.7 Work with the Augusta Margaret River Football Club to redevelop the club changerooms

5.2.4.8 Implement the Western Pavilion cricket and soccer club upgrade

5.2.4.9 Implement annual allocation for building renewal works


Community Outcome


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

5.2.5.1 Administer the Shire’s investment portfolio

5.2.5.2 Administer the Shire’s loan portfolio

5.2.5.3 Bill property rates

5.2.5.4 Bill sundry debtors

5.2.5.5 Continue to monitor and analyse monthly, year to date and annual financial performance

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

5.2.5.7 Manage the Shire’s financial reserves

5.2.5.8 Preparation of the annual budget

5.2.5.9 Preparation of annual financial report

5.2.5.10 Preparation of monthly management reports

5.2.5.11 Promote a whole of life assessment approach for projects

5.2.5.12 Use appropriate processes to asses the short term and long term financial viability of capital and other projects

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

5.3 Effective knowledge and information management

KPI Records are managed in line with legislative requirements

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

5.3.1.1 Provide recordkeeping services to the organisation

5.3.1.2 Review Recordkeeping Plan

5.3.1.3 Undertake annual records disposal program

5.3.1.4 Implement legislative compliance calendar

5.3.1.5 Implement replacement of desktop scanner


Community Outcome


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

5.3.2.1 Review the organisation’s financial and corporate software to meet the needs of the organisation

5.3.2.2 Maintain communications system

5.3.2.3 Provide Help Desk support to users

5.3.2.4 Review Information and Communication Technology Disaster Recovery Plan

5.3.2.5 Review of Information and Communication Technology Strategic Plan

5.3.2.6 Undertake hardware maintenance program

5.3.2.7 Undertake servers refresh program

5.3.2.8 Upgrade and extend software licensing to meet the needs of the organisation

5.3.2.9 Implement the organisational document control system

5.4 Highly skilled and motivated people

KPI Employee satisfaction rates with the organisation

5.4.1 Recruit, train and retain high achieving employees

5.4.1.1 Implement employee development and growth program

5.4.1.2 Review the Shire’s training and development plans

5.4.1.3 Undertake recruitment and selection

5.4.2 Recognise and reward high achieving employees

5.4.2.1 Facilitate employee recognition program

5.4.3 Ensure the Shire provides a safe and fair workplace

5.4.3.1 Implement employee health program

5.4.3.2 Implement Occupational Safety and Health Management Plan

5.4.3.3 Implement planned actions from the Equal Employment Opportunities Plan

5.4.3.4 Review Equal Employment Opportunity Plan

5.4.3.5 Review Occupational Safety Management system


Community Outcome


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

5.4.4.1 Review the Workforce Communication Strategy

5.4.4.2 Review Shire Engagement Strategy

5.4.4.3 Conduct a minimum of two all of staff meetings per annum

5.5 Community and customer focus KPI Community satisfaction rates with the Shire’s performance

5.5.1 Provide high quality customer and community focussed services and programs across the organisation

5.5.1.1 Review the customer service standards for Corporate and Community Services directorate every three years

5.5.1.2 Provide Department of Transport licensing services

5.5.1.3 Provide one-stop shop customer service centre

5.5.1.4 Review Customer Service Charter

5.5.1.5 Review Department of Transport licensing agreement

5.5.1.6 Review the Customer Service Strategy, Delivery Excellent Customer Service

5.5.1.7 Review customer service standards for Infrastructure Services directorate

5.5.1.8 Review customer service standards for Sustainable Development directorate

5.5.1.9 Review Complaint Handling Guide

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

5.5.2.1 Develop a corporate marketing plan

5.5.2.2 Implement the Integrated Communications Plan

5.5.2.3 Monitor and administer functions of the Shire’s website

5.5.2.4 Review and refresh the Shire website every four years

5.5.2.5 Review the Integrated Communications Plan


Community Outcome

5.6 A culture of innovation, quality and continuous improvement

KPI Increase in efficiency and effectiveness of Shire processes


5.6.1 Foster a culture of innovation and continuous improvement

5.6.1.1 Implement a continuous improvement program across the organisation

5.6.1.2 Review the Shire values

5.6.1.3 Implement recommendations from the Events Strategy

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

5.6.2.1 Review and update procedures for Corporate and Community Services directorate

5.6.2.2 Measure and report on administration of Customer and Information Services

5.6.2.3 Present the comprehensive review of Standing Orders to a Councillor workshop for consideration and action if required

5.6.2.4 Maintain Shire leadership and best practice governance policies including Code of Conduct for Councillors and Committee Members and Governance Charter in 2017-18

5.6.2.5 Complete review of policies and create new policies for Infrastructure Services directorate for adoption by Council

5.6.2.6 Review and update procedures for Infrastructure Services directorate

5.6.2.7 Adopt new policies for Recreation Services

5.6.2.8 Review and update procedures for Sustainable Development directorate

5.7 Measure and report on success and sustainability

KPI Shire financial indicators are tracking positively

5.7.1 Effectively measure our success and progress to a sustainable future

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

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

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

5.7.1.4 Complete local government data collection and reporting requirements for environmental health

5.7.1.5 Undertake Food Act 2008 reporting


Community Outcome


5.7.1.6 Conduct Business Excellence Self Guided Assessment (every four years)

5.7.1.7 Implement findings from levels of service review and review every four years

5.7.1.8 Coordinate OSH Audit AS/NZS4801:2001

5.7.1.9 Implement recommendations from the Australian Business Excellence Framework review

5.7.1.10 Review workforce performance plans

5.7.1.11 Benchmark Shire services against other WA local government e.g. financial benchmarks

5.7.1.12 Undertake community satisfaction survey (every three years)

5.7.1.13 Undertake employee personnel evaluations

5.7.1.14 Coordinate Employee Engagement Survey

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

5.7.2.1 Implement Annual Reports consistent with the guidelines for the Department of Local Government, Sport and Cultural Industries' Integrated Planning and Reporting Framework

5.7.2.2 Prepare and advertise quarterly reports of the Community Strategic Plan

5.7.2.3 Complete state government data collection and reporting requirements for Waste Services

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

5.7.3.1 Develop financial indicators for business units

5.7.3.2 Measure and report on key performance indicators in the Community Strategic Plan

5.7.3.3 Measure and report on key performance indicators in the Corporate Plan


How the documents link

Informing Strategy 10 years

The Informing Strategy is used to test and inform the long-term aspirations of the Community Strategic Plan and to guide the deliverables which can be achieved in the Corporate Plan and Operational Plan

Operational Plan

1 year

Corporate Plan

4 years

Community Strategic Plan

20 years

Vision

Strategic Directions

Outcomes, Strategies and Targets

Major Projects

Programs and Services

Corporate Indicators

4 Year Financials

Annual Projects, Programs and Services

Service KPIs

Annual Budget

Revenue Details

Part 1: Long Term Financial Plan

Part 4: Local Planning Scheme No. 1

Part 3: Workforce Plan

Part 2: Asset Management Plan


Making it happen and reporting backThe Community Strategic Plan is a new approach towards planning for the future of the Shire of Augusta Margaret River.

As a local government organisation, the Shire is governed by the requirements of the Local Government Act 1995 and Regulations, and other relevant legislative provisions and is responsible for administering its local government area.

The Local Government Act 1995 identifies the matters the Shire needs to consider when carrying out its responsibilities. The Shire has a range of roles – as a leader, service provider, regulator, advocate, facilitator and educator. The Shire has a responsibility to formulate and pursue their community’s aspirations, provide civic leadership, deliver key services and express local ideas and concerns about important issues to other levels of government.

There are services that all local governments must provide, and some they may choose to make available. There are new policy approaches by state and federal governments that influence or direct local government responses, and legislation that affects the provision of current services. The Shire’s role extends beyond the direct provision of services to advocating for an equitable allocation of resources from the state and federal governments.

A mandatory integrated planning and reporting framework for Western Australian Local Government was introduced in 2013 by the WA State Government as shown in the diagram below.

Reporting on progress

During the year the Shire’s Chief Executive Officer is required to report quarterly to Council on progress in implementing actions in the Operational Plan. Each year

the Annual Report will provide a full report on progress and will help identify whether a change in direction is necessary based on the results. The Community Strategic Plan is reviewed with the community every four years.

InputsEconomic Development Strategy

Community Capacity Building

Environmental Sustainability Strategy

SuperTowns Growth Plan

Community engagement

Vision

Mission

Values

Goals

Outcomes

Strategies

InputsLegislative changes

Council resolutions

ImplementationThe Shire is responsible for implementing actions in line with the annual budget

Issue specific strategies and plans

Key Services

Local

Planning Scheme

Workforce Plan

Asset Management Plan

Long Term Financial Plan

Informing Strategy 10 years

Community Strategic Plan

20 years

Corporate Plan 4 years

Operational Plan and Budget

1 year

Business Unit Plans

Ongoing monitoring and review framework

Annual Report

Contents

Our Delivery Program

Introduction 54

Chief Executive’s Office 55Chief Executive’s Office 55Governance 61Marketing 64

Directorate Corporate and Community Services 68Corporate and Community Services 68Financial Services 72Customer Service 77Revenue 79Records 81Information and Communication Technology 83Human Resources 85Caravan Parks 90Community Planning and Development 92Community and Emergency Services 101Recreation Centres 105Childcare 110Library Services 112

Directorate Sustainable Development 115Sustainable Development 115Planning Services 118Building Services 123Environmental Health and Events 125Waste Services 130Rangers 135

Directorate Infrastructure Services 138Infrastructure Services 138Asset Services 141Landcare and Environmental Services 147Building Asset and Maintenance Services 150Works Administration 152Construction 154Operations 157Survey and Design 161Workshop 163

Linking our goals 165

Our Delivery Program Our Delivery ProgramOur Delivery Program


A collaborative approach effectively manages and resources, improvements and maintenance, to the health of our waterways.


Introduction

The four year delivery program represents the commitment made by Councillors and staff to work towards the community aspirations included in the Community Strategic Plan.

Each of the Shire’s Business Units has its section which tells you the activities that will be undertaken, when they will occur and the identified priorities. It also lists indicators we will use to measure our success and the challenges we face in achieving our programs. A Workforce Plan and budget is aligned to each team. The delivery program shows all activities the Shire undertakes, including those that are currently unfunded.

These items will make an important contribution towards achieving our goals, but which the Shire cannot currently resource. They are included in the delivery program in case funding sources are identified during the four year term of the program which will allow them to proceed.

KeyThe business units are linked back to the key goals in the Community Strategic Plan through the use of goal icons. While one business unit may undertake work

primarily linked to one goal, others may link to several goals.






Indicates an activity that has been identified as a priorityBOLD

Indicates an activity or task to be completed within the specific year

Indicates an ongoing operational activity


Corporate Plan 2017-21 55 Ongoing Completed that year BOLD CEO Priority 2017-18



Service Team Chief Executive’s Office

Responsibility Chief Executive’s Office

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 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

Business Unit Target Source Reporting Frequency

Indicators ♦ CEO Performance Targets adopted by Council ♦ 100% ♦ CEO Performance Targets ♦ Annual

♦ Three yearly Community Satisfaction survey is conducted and results are reported to Council and the community

♦ 100% ♦ Community Satisfaction Survey ♦ 3 yearly

♦ Civic and Citizen Group Ceremonies conducted ♦ Trend ♦ Excel ♦ Annual


Community Outcome Shire Strategic Response


3.2.2 Develop and implement masterplans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all

Activities and Priorities Responsibility Stakeholders Budget 2017-18 2018-19 2019-20 2020-21

3.2.2.4Undertake Stage 1 of the Margaret River Cultural Centre redevelopment

Chief Executive Officer

SWDC, Community, Stakeholder Working Group inclusive of: MRBTA, Chamber of Commerce and Industry and Arts Margaret River

Asset upgrade



4.1.1.2Maintain a positive relationship with the dairy industry and other agricultural sectors to achieve sustainable, value adding, diverse and innovative agriculture

Chief Executive OfficerDairy and Agricultural Industry Leaders

Operating

4.1.1.3Encourage innovative agricultural practices including regenerative agriculture and permaculture

Chief Executive OfficerDairy and Agricultural Industry Leaders

Operating


4.4.1 Ensure the Shire's regulatory environment is business friendly and considerate of business needs

4.4.1.1Convene regular meetings of the Industry Leaders Group


Wine, Dairy and Agriculture Industry Leaders and Chambers of Commerce and Industry

Operating

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

4.4.2.1Provide facilities to hold regular events with partners to act as a convenor of local businesses

Chief Executive OfficerLocal business and internal staff

Operating

4.4.2.2Support development of the small business sector in the shire

Chief Executive OfficerLocal business and Margaret River Chamber of Commerce and Industry

Operating





4.4.4.2

Revise the draft Economic Development Strategy to include an analysis of inequality impacts and include the 2016 Census data and a world economic outlook statement


Economic Development Steering Committee, Food and Agricultural Working Group, Chamber of Commerce and Industry, wine, dairy and agricultural industry leaders

Operating

4.4.4.3Undertake reciprocal visits to Haining, and maintain low key friendly relationship with the Vietnam city of Dong Hoi

Chief Executive OfficerMinisterial officials in Vietnam and China and Haining officials

Operating

4.4.4.4

Identify opportunities to collaborate with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development


SWDC, MRBTA, Chamber of Commerce and Industry,Wine, Dairy and Agricultural industry leaders

Operating

4.4.4.6Monitor industry efforts to establish a South West Food Alliance and respond to requests for assistance

Coordinator Community Planning and Development

Internal staff, SWDC, Curtin, MREC and local food producers

Operating

4.5 Improved educational infrastructure

4.5.1 Work with other agencies to provide enhanced tertiary education facilities

4.5.1.1

Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus, including youth entrepreneurship and digital economies

Chief Executive OfficerMargaret River Education Campus Board members

Operating




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


5.1.1.1Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates

Chief Executive OfficerCouncil, community, internal staff andlocal newspapers

Operating

5.1.1.2Partner with Western Australian Electoral Commission to conduct the biennial election program by postal voting

Governance OfficerWestern Australian Electoral Commission and Council

Operating

5.1.1.3Conduct election of Shire President and Deputy President and appointment of Councillors to committees

Chief Executive OfficerShire President, Shire Deputy President, Council and Chief Executive Officer

Operating

5.1.1.4Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Regulations

Chief Executive Officer Council and internal staff Operating

5.1.1.5Conduct Strategic Planning Days with Council in November/December 2017 and February/March 2018 and as required

Chief Executive OfficerCouncil, internal staff andexpert presenters if required

Operating

5.1.1.6

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

Chief Executive OfficerCouncil, WALGA andinternal staff

Operating

5.1.1.7Conduct Councillor briefing sessions prior to ordinary council meetings and bring a record of briefings to council meetings on a quarterly basis


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

5.1.2.1Develop the Shire as a values based and driven organisation by hosting two Aboriginal cultural awareness sessions

Chief Executive OfficerInternal staff and Chief Executive Officer

Operating




5.1.2.2Facilitate staff participation in the Local Government Professionals WA South West Professional Development Conference

Chief Executive Officer Internal staff Operating

5.1.2.3Participate in suitable programs with a wider community benefit that demonstrate good corporate citizenship

Chief Executive Officer Community Operating

5.1.2.4Promote and support Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions

Chief Executive Officer Internal staff and Councillors Operating

5.1.2.5Undertake a Shire organisational review to ensure the Shire's workforce is sustainable and efficiently placed to be able to deliver on its strategic goals

Chief Executive OfficerChief Executive Officer and internal staff

Operating

5.1.2.6

Conduct of review of Shire governance processes through a Councillor/ELT survey followed by an informal workshop with potential involveemnt from WALGA and the Department of Local Governments and Communities



5.1.4.4Conduct open information workshops for Councillors and closed strategic planning workshops at least three times annually



5.1.5.13Participate and convene CapeROC meetings and hand over secretariat services in 2017 and transfer to the City of Busselton in 2018

Chief Executive OfficerCapeROC, City of Busselton and MRBTA

Operating






5.2.5.13Convene tri-annual meetings of the Audit and Risk Management Committee

Chief Executive OfficerInternal staff, A&RM Committee and External Auditors

Operating



5.4.4.5Conduct a minimum of two all of staff meetings per annum



5.6.1 Foster a culture of innovation and continuous improvement

5.6.1.1Implement a continuous improvement program across the organisation


5.6.1.2 Review Shire values Chief Executive Officer Internal staff Operating

5.6.1.3Implement recommendations from the Events Strategy




5.7.1.11Benchmark Shire services against other WA local government e.g. financial benchmarks

Chief Executive Officer Local governments Operating

5.7.1.12Undertake community satisfaction survey every three years

Chief Executive OfficerCommunity, Consultant and Internal Staff

Operating


Governance

Service Team Governance


Services ♦ Provide governance support services to the Chief Executive’s Office and Council

♦ Prepare agendas and record and distribute minutes relating to Council and Committee Meetings

♦ Liaise with members of the community and other government agencies relating to Council meeting matters

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

Workforce ♦ 0.88 FTE

Challenges ♦ Responding to increasing requirements for electronic reporting

♦ Ensuring systems and procedures are developed for compliance


Indicators ♦ Council agendas and minutes distributed and posted on the

Shire web-page on time with Councillors receiving the agenda simultaneously

♦ 100% ♦ Local Government Act 1995 ♦ Quarterly

♦ Annual Statutory Compliance Audit Report is completed and lodged within statutory time frames

♦ 100% ♦ Local Government Audit

Regulations 1996 ♦ Annual

♦ Agendas delivered before three working days before the Ordinary Council meeting

♦ 100% ♦ Local Government Audit

Regulations 1996 ♦ Annual

♦ Compliance with governance registers ♦ 100% ♦ Synergy ♦ Annual

♦ Council decisions actioned within three months ♦ 100% ♦ Council Minutes ♦ Quarterly

♦ Council recommendations proposed ♦ Trend ♦ Council Minutes ♦ Annual

♦ Councillor satisfaction with support services ♦ 100% ♦ Councillor Survey ♦ Annual

♦ Ordinary and Special Council meetings held ♦ 100% ♦ Council Minutes ♦ Annual

♦ Officer Recommendations adopted ♦ Trend ♦ Council Minutes ♦ Annual






5.1.3.1Complete and submit Statutory Compliance Return and remediate any errors within timeframes

Governance OfficerDepartment of Local Government, Sport and Cultural Industries

Operating


5.1.4.1Convene scheduled ordinary meetings of Council and special meetings of Council as called by the Shire President, Council or 3 elected members

Chief Executive OfficerCouncil and Chief Executive Officer

Operating

5.1.4.2 Monitor the Council Meeting Decisions Action ListCouncil Minutes and Agenda’s Officer

Council and internal staff Operating

5.1.4.3 Review Council delegations Governance OfficerChief Executive Officer andCouncil

Operating



5.3.1.4 Implement legislative compliance calendar Governance Officer Internal staff Operating

5.6 A Culture of innovation, quality and continuous improvement


5.6.2.3Present the comprehensive review of Standing Orders to a Councillor workshop for consideration and action if required

Governance Officer Council and internal staff Operating




5.6.2.4

Maintain Shire leadership and best practice governance policies including Code of Conduct for Councillors and Committee Members and Governance Charter in 2017-18



Marketing

Service Team Marketing


Services ♦ Administration of events funding and sponsorship packages

♦ Establishment and maintenance of Shire and Cultural Centre branding

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

♦ Graphic design and photography services

♦ Manage and maintain the Shire's website

♦ Monitor and administer functions of the Shire’s website

♦ Community, Shire and stakeholder event organisation

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 activities across Shire business units



Indicators ♦ Total media releases compiled ♦ Trend ♦ Synergy ♦ Annual

♦ Total photo shoots ♦ Trend ♦ Synergy ♦ Annual

♦ Total radio interviews ♦ Trend ♦ Synergy ♦ Annual

♦ Total print ads compiled ♦ Trend ♦ Synergy ♦ Annual

♦ Total community events and official functions ♦ Trend ♦ Synergy ♦ Annual

♦ Total icon event sponsorship agreements ♦ Trend ♦ Synergy ♦ Annual

♦ Total community event sponsorship agreements ♦ Trend ♦ Synergy ♦ Annual

♦ Total collateral compiled ♦ Trend ♦ Synergy ♦ Annual

♦ Search engine click through rates ♦ Trend ♦ Google Analytics ♦ Annual

♦ Visitation types to the website ♦ Trend ♦ Google Analytics ♦ Annual






4.1.1.1

Maintain a positive collaborative relationship with the Margaret River Wine Association and promote the Margaret River Wine Region as Australia’s premier wine region

Marketing and Events Officer

MRBTA and Margaret River Wine Association

Operating

4.2 Sustainable tourism industry 4.2.1 Work with the tourism sector to increase visitor numbers and length of stay to the shire

4.2.1.1

Administer the Capes Regional Organisation of Councils (CapeROC) events website in conjunction with the City of Busselton and Margaret River Busselton Tourism Association (MRBTA)


CapeROC, MRBTA and City of Busselton

Operating

4.2.1.2

Support the production of Capes Regional Organisation of Councils (CapeROC) Calendar of Events in conjunction with the Margaret River Busselton Tourism Association (MRBTA)


CapeROC, MRBTA and City of Busselton

Operating

4.2.2 Work with the tourism sector to promote and develop eco-tourism

4.2.2.1

Maintain a positive collaborative relationship with the Margaret River Busselton Tourism Association (MRBTA) to measure visitor numbers and impacts and maximise visitor benefits to the shire


MRBTA Operating

4.2.4 Encourage tourism in the shire through the development and support of iconic events

4.2.4.1Sponsor iconic and community events that showcase the shire to national and international audiences


Community and Event organisers

Operating






4.4.4.1Develop and maintain a comprehensive suite of marketing materials, including foreign languages, to attract business investment


Internal staff Operating

5.2 Community and customer focus

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

5.5.2.1 Develop a Corporate Marketing PlanMarketing and Events Officer


5.5.2.2 Implement the Integrated Communications PlanMarketing and Events Officer


5.5.2.3Monitor and administer functions of the Shire’s website


Internal staff and Community

Operating

5.5.2.4 Review and refresh the Shire website every four yearsMarketing and Events Officer

Key 2 Creative Operating

5.5.2.5 Review the Integrated Communications PlanMarketing and Events Officer



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

♦ Minor event coordination

♦ Risk Management

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


Challenges ♦ Changing legislation in regards to corporate planning and reporting

♦ Lack of efficient and integrated corporate software system

♦ Competing demands of community groups



Indicators ♦ Dispersal of the annual round of Community Contributions and

Donations request ♦ 100% ♦ Financial Assistance Policy ♦ Annual

♦ Grant administration is in line with acquittal funding agreements

♦ 100% ♦ Financial Assistance

Agreement ♦ Annual

♦ Meeting statutory requirements in conducting committees and meetings

♦ 100% ♦ Local Government Act 1995 ♦ Annual

♦ Terms of Reference are met for committee and meetings ♦ 100% ♦ Sport and Recreation Advisory

Committee ♦ Annual

♦ Risk management actions completed ♦ 100% ♦ Risk Management Framework ♦ Annual

♦ KPI’s met by Arts Margaret River related to AMRS Licence ♦ 100% ♦ Licence Agreement ♦ Annual



2.1 Sense of identity and belonging



2.1.1.1Facilitate compliance of the licence agreement for the Cultural Centre

Director Corporate and Community Services

Arts Margaret River Operating



5.1.5.1 Hold regular meetings with Arts Margaret RiverDirector Corporate and Community Services

Arts Margaret River Operating

5.1.5.2Hold regular meetings with the Sport and Recreation Advisory Committee


Sport and Recreation Advisory Committee

Operating


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

5.2.1.2 Review Community Infrastructure PlanDirector Corporate and Community Services


5.2.1.3Review Corporate and Community Services business unit plans for directorate in line with strategic direction




5.2.2.6 Implement Risk Management FrameworkDirector Corporate and Community Services


5.2.2.7Monitor Risk Register actions and report regularly to ELT and the Audit and Risk Management Committee








5.3.2.1Review organisations financial and corporate software to meet the needs of the organisation




5.5.1 Provide high quality customer and community focused services and programs across the organisation

5.5.1.1Review customer service standards for Corporate and Community Services directorate every three years




5.6.2 Ensure Shire processes meet or exceed needs and recognised industry standards

5.6.2.1Review and update procedures for the Corporate and Community Services directorate




Corporate Services

Service Team Financial Services

Responsibility Manager Corporate Services

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 quotational, tender and contract templates, guidance and reviewing documentation

Workforce ♦ 4.2 FTEs

Challenges ♦ Changing legislation in regards to corporate planning and reporting

♦ Lack of efficient and integrated corporate software system

♦ Competing demands of community groups

♦ 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 pratices and legislation

♦ Implementing fair value accounting

♦ Ensuring procurement practices are consistent, transparent, defensible and straightforward



Indicators ♦ A balanced budget is prepared ♦ Balanced position ♦ Annual Budget ♦ Annual

♦ Financial ratios reported in the Annual Financial Report that exceed the targets of the Department of Local Government, Sport and Cultural Industries

♦ Advanced standard ♦ Annual Financial Report ♦ Annual

♦ Compliance with all legislative requirements for budgets and financial reporting

♦ No non-compliance matters

♦ Compliance Audit Return ♦ Annual

♦ Draft management reports are distributed to business units by the third working day of the new month

♦ 100% ♦ Monthly financial report ♦ Monthly

♦ Explanations of variations > than 10% and $10,000 received from business units

♦ 100% ♦ Monthly financial report ♦ Monthly

♦ Management report is presented to Council the month after the end of the month to which the results refer

♦ 100% ♦ Council Minutes ♦ Monthly

♦ Level of outstanding debt ♦ No set amount ♦ Monthly financial report ♦ Monthly

♦ Debt Service Cover Ratio ♦ >5 is the advanced

standard ♦ Annual Financial Report ♦ Annual

♦ Amount of interest on investment earned ♦ No set amount ♦ Monthly financial report ♦ Monthly

♦ Level of reserves compared to debt ♦ Not set, comparison

of amounts ♦ Monthly financial report ♦ Monthly

♦ Rate of interest earned on investments exceeds the Reserve Banks cash rate at the start of the month

♦ > Reserve Bank cash rate

♦ Monthly investment spreadsheet stored in Finance

♦ Monthly






4.4.3.1Improve procurement and purchasing practices to ensure uniformity and consistency

Manager Corporate Services


4.4.3.2Obtain feedback from sample of local suppliers to identify the Shire’s impact upon their businesses



4.4.3.3Review Purchasing Policy and procedures to determine equity and effectiveness




5.2.2 Develop a long term Informing Strategy aligned to the Community Strategic Plan

5.2.2.8Undertake full review with ongoing desktop review of the Long Term Financial Plan


Internal staff, Chief Executive Officer andCouncil

Operating


5.2.5.1 Administer the Shire’s investment portfolioManager Corporate Services

Chief Executive Officer and Council

Operating

5.2.5.2 Administer the Shire’s loan portfolioManager Corporate Services


Operating

5.2.5.5Continue to monitor and analyse monthly, year to date and annual financial performance



5.2.5.6Ensure revenue opportunities are maximised by identifying grant opportunities, additional revenue sources and cost recovery






5.2.5.7 Manage the Shire’s financial reservesManager Corporate Services


Operating

5.2.5.8 Preparation of annual budgetManager Corporate Services

Internal staff, Chief Executive Officer and Council

Operating

5.2.5.9 Preparation of annual financial reportManager Corporate Services

Audit and Risk Management Committee

Operating

5.2.5.10 Preparation of monthly management reportsManager Corporate Services


5.2.5.11Promote a whole of life assessment approach for projects



5.2.5.12Use appropriate processes to assess the short and long term financial viability of capital and other projects





5.7.1.1Arrange review of financial systems to comply with Financial Management Regulation 5(2)(c)


Audit and Risk Management Committee and Auditors

Operating

5.7.1.2Arrange review of internal controls, legislative compliance and risk management to comply with Audit Regulation 17


Audit and Risk Management Committee and Auditors

Operating

5.7.1.3Conduct external audit and interim audit annually and remediate any problems within timeframes


Audit and Risk Management Committee, Internal staff and Auditors

Operating




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

5.7.3.1 Develop financial indicators for business unitsManager Corporate Services



Service Team Customer Service

Responsibility Coordinator Revenue and Customer Services

Services ♦ Delivering Shire one-stop-shop counter service

♦ Delivering Department of Transport licensing

♦ Delivering Shire phone service

♦ Delivering excellent customer service

♦ Providing precise information to customers

♦ Providing complaint handling service


Challenges ♦ Responding to growing demand for on-line services

♦ Variable internet speed across the Shire


Indicators ♦ Complaints resolved within timeframes ♦ 100% ♦ Synergy ♦ Annual

♦ New employees completed Customer Relations induction ♦ 100% ♦ HR ♦ Annual

♦ Department of Transport Licensing Services contract in place ♦ 100% ♦ DoT ♦ Annual

♦ Shire transactions/FTE ♦ Trend ♦ Synergy ♦ Annual

♦ Shire transactions/service location ♦ Trend ♦ Synergy ♦ Annual

♦ Total DoT transactions/service location ♦ Trend ♦ Trellis ♦ Annual

♦ Total DoT transactions/FTE ♦ Trend ♦ Trellis ♦ Annual

♦ Number of phone calls by service location ♦ Trend ♦ CVT Periscope ♦ Annual

Revenue and Customer Services






5.5.1.2 Provide Department of Transport licensing servicesCoordinator Revenue and Customer Services

DoT, Community and Internal staff

Operating

5.5.1.3 Provide one-stop shop customer service centreCoordinator Revenue and Customer Services

Community and Internal staff

Operating

5.5.1.4 Review Customer Service CharterCoordinator Revenue and Customer Services


5.5.1.5 Review Department of Transport licensing agreementCoordinator Revenue and Customer Services


5.5.1.6Review the Customer Service Strategy, Delivering Excellent Customer Service

Coordinator Revenue and Customer Services


5.5.1.9 Review Complaint Handling GuideCoordinator Revenue and Customer Services




5.6.2.2Measure and report on administration of Customer and Information Services

Coordinator Revenue and Customer Services



Service Team Revenue

Responsibility Coordinator Revenue and Customer 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


Challenges ♦ Increasing revenue raised

♦ Improving rate of debtor collection


Indicators ♦ Amount of debts written off ♦ < Budget target ♦ Monthly financial report

balance of Account RA55 ♦ Monthly

♦ Rates outstanding at the end of the financial year ♦ <2% ♦ Monthly Rates Comparison

spreadsheet stored in Revenue

♦ Monthly

♦ Sundry Debtors (by number) to be outstanding more than 90 days

♦ <10 ♦ Sundry Debtors Aged Trial

Balance ♦ Quarterly

♦ Revenue to be raised from rates to increase by at least the increase in the Perth CPI for the 12 months ending 31 March

♦ > Perth CPI ♦ Australian Bureau of Statistics ♦ Annual






5.2.5.3 Bill property ratesManager Corporate Services

Ratepayers Operating

5.2.5.4 Bill sundry debtorsManager Corporate Services

Debtors Operating


Service Team Records

Responsibility Coordinator Information Management Services

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


Challenges ♦ Changing technologies and capturing appropriate records

♦ Meeting legislative requirements in a digital environment


Indicators ♦ Number of outstanding records year to date ♦ <500 ♦ Synergy ♦ Quarterly

♦ Records actioned within timeframe ♦ 95% ♦ Synergy ♦ Quarterly

♦ FOIs actioned within timeframe ♦ 100% ♦ Excel ♦ Annual

♦ New employees completed Records induction ♦ 100% ♦ HR ♦ Annual

♦ Approved Recordkeeping Plan in place ♦ 100% ♦ Synergy ♦ Annual

♦ System adequacy to legislation ♦ 100% ♦ Synergy ♦ Annual

♦ Total FOIs actioned ♦ Trend ♦ Synergy ♦ Annual

♦ Total FOIs received ♦ Trend ♦ Synergy ♦ Annual

Information Management Services






5.3.1.1 Provide recordkeeping service to the organisationCoordinator Information Management Services


5.3.1.2 Review Recordkeeping PlanCoordinator Revenue and Customer Services


5.3.1.3 Undertake annual records disposal programCoordinator Revenue and Customer Services


5.3.1.5 Implement replacement of desktop scannerCoordinator Revenue and Customer Services

Internal staffAsset

upgrade


Service Team Information and Communication Technology

Responsibility Coordinator Information Management Services

Services

♦ 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


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


Indicators ♦ Availability of network infrastructure during business hours ♦ 100% ♦ Network ♦ Quarterly

♦ Average outstanding Help Desk support requests ♦ <10 ♦ Intranet ♦ Quarterly

♦ Success of full data backup ♦ 100% ♦ VEEAM/AVAMAR

DataDomain ♦ Monthly

♦ New employees completed ICT induction

♦ Competitive Black Power Supply contract in place

♦ 100%

♦ 100%

♦ HR

♦ Synergy

♦ Annual

♦ Annual






5.2.1.4 Undertake desktop review of ICT Strategic FrameworkCoordinator Information Management Services


5.2.1.5 Undertake full review of ICT Strategic FrameworkCoordinator Information Management Services




5.3.2.2 Maintain communications systemCoordinator Information Management Services


5.3.2.3 Provide help desk support to usersCoordinator Information Management Services


5.3.2.4Review Information and Communication Technology Disaster Recovery Plan

Coordinator Information Management Services


5.3.2.5Review of Information and Communication Technology Strategic Plan



5.3.2.6 Undertake hardware maintenance programCoordinator Information Management Services


5.3.2.7 Undertake servers refresh programCoordinator Information Management Services

Internal staffAsset

renewal

5.3.2.8Upgrade and extend software licensing to meet the needs of the organisation


External software providers and Internal staff

Operating

5.3.2.9Implement the ogranisational document control system


External software providers and Internal staff

Operating



Service Team Human Resources

Responsibility Manager Human and Community Services

Services ♦ Employment

♦ Personnel

♦ Workplace Relations

♦ Occupational Safety, Health and Well-being

♦ Workforce Planning


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



Indicators ♦ Vacancy Duration Rate ♦ 50 days ♦ Recruitment Matrix ♦ Annual

♦ Accident/incidents investigations assessed with two days upon being received

♦ 100% ♦ OSH Plan ♦ Annual

♦ Workers compensation claims lodged within three days ♦ 100% ♦ WC matrix ♦ Annual

♦ Customer satisfaction ♦ Satisfied ♦ Customer Satisfaction Survey ♦ Annual

♦ Staff OSH inductions conducted within five days ♦ 100% ♦ OSH Plan ♦ Annual

♦ Adjustments (Payroll) Annually ♦ 6 ♦ Payroll matrix ♦ Annual

♦ Payroll EFT produced to deadline ♦ 100% ♦ Payroll matrix ♦ Annual

♦ Staff issues investigated within five days ♦ 90% ♦ Investigation matrix ♦ Annual






5.1.3.2 Review Code of Conduct for staffManager Human and Community Services



5.2.2.12 Undertake desktop review of Workforce PlanCoordinator Human Resources

Strategic Performance Improvement Working Group (SPIWG), ELT, Internal staff and External training providers

Operating

5.2.2.13 Undertake full review of Workforce PlanManager Human and Community Services

Strategic Performance Improvement Working Group (SPIWG), ELT, Internal staff and External training providers

Operating

5.2.2.14Lodge the Enterprise Bargaining Agreement with the Fair Work Commission and implement the new wages and conditions

Manager Human and Community Services

Internal staff and Fair Work Commission

Operating

5.2.2.15 Negotiate Enterprise Bargaining Agreement renewalManager Human and Community Services

Enterprise Agreement Bargaining Committee

Operating


5.4.1 Recruit, train and retain high achieving employees

5.4.1.1Implement employee development and growth program

Coordinator Human Resources

Internal staff and External training providers

Operating

5.4.1.2 Review the Shire’s training and development plansCoordinator Human Resources





5.4.1.3 Undertake recruitment and selectionCoordinator Human Resources

Internal staff and External training providers

Operating

5.4.2 Recognise and reward high achieving employees

5.4.2.1 Facilitate employee recognition programCoordinator Human Resources


5.4.3 Ensure the Shire provides a safe and fair workplace

5.4.3.1 Implement employee health program Safety Officer Internal staff Operating

5.4.3.2Implement Occupational Safety and Health Management Plan

Safety Officer Internal staff Operating

5.4.3.3Implement planned actions from the Equal Employment Opportunities Plan

Coordinator Human Resources


5.4.3.4 Review Equal Employment Opportunity PlanCoordinator Human Resources


5.4.3.5 Review occupational safety management system Safety Officer Internal staff Operating


5.4.4.1 Review the Workforce Communication Strategy Manager Human and Community Services





5.4.4.2 Review the Shire Engagement StrategyManager Human and Community Services




5.7.1.8 Coordinate OSH Audit AS/NZS4801:2001 Safety Officer LGIS Operating

5.7.1.10 Review workforce performance plansManager Human and Community Services


5.7.1.13 Undertake employee personnel evaluationsCoordinator Human Resources


5.7.1.14 Coordinate Employee Engagement SurveyManager Human and Community Services

Aon Hewitt Operating


Service Team Caravan Parks


Services ♦ Operation of Turner Caravan Park, Flinders Bay Caravan Park and Alexandra Bridge Camping Ground

♦ Develop and implement business plans to ensure the future sustainability of Shire operated Caravan Parks and Camping Grounds

♦ Develop and implement annual small capital works improvement programs


Challenges ♦ Increase in aged Australian population using caravanning for extended periods

♦ Pressures on local government to sustain infrastructure and deal with infrastructure backlog

♦ Changing requirements in the management of caravan parks

♦ Increased cost of utilities

♦ Capacity to improve business processes and procedures

♦ Patronage dependent on weather

♦ Ongoing difficulty in attracting and retaining skilled staff

♦ Changes to legislation and impact on facilities


Indicators ♦ Level of occupancy ♦ >5% ♦ RMS ♦ Annual

♦ Level of customer service satisfaction ♦ 90% ♦ Community Satisfaction Survey ♦ 3 yearly

♦ Revenue generated from operations ♦ >5% ♦ Financial Reports ♦ Annual

♦ Total revenue generated from operations ♦ Trend ♦ Synergy ♦ Annual

♦ Total occupancy during shoulder periods ♦ Trend ♦ Synergy ♦ Annual



4.4 Sustainable tourism industry 4.2.3 Provide family friendly quality camping grounds to encourage visitors to extend their stay


4.2.3.1

Complete construction and commissioning of three chalets and a service storage facility at Turner Caravan Park. Subject to the success of the initial chalets and the progression of an overall site design and funding strategy, construct a further three chalets utilising Caravan Park Reserve funds


Augusta community, Caravan Park tenants and Local business

New asset

4.2.3.2Implement Dekker ablution block renovation and hot water system upgrade over 2017-18 for caravan parks

Manager Caravan Parks and Camping Grounds

Works and Asset Management

Asset upgrade



5.1.5.5Develop management plans for Caravan Parks and Camping Grounds

Manager Caravan Parks and Camping Grounds


5.1.5.6Develop masterplans for Turner and Flinders Bay Caravan Parks and Alexandra Bridge Camp Ground




Service Team Community Planning and Development


Services ♦ Integrated Planning and Corporate Reporting

♦ Youth, including coordination of Youth Advisory Council and operation of Zone Room facility

♦ Access and inclusion, community safety, arts and culture, youth and age friendly community planning

♦ Capacity building through administration of the Community Development Fund to support community facilities and services

♦ Community infrastructure planning

♦ Organising the community Thank a Volunteer Day celebrations

♦ Community engagement

♦ Placemaking, community consultation and stakeholder engagement

♦ Managing service teams, financial and staffing


Challenges ♦ An ageing population leading to greater demand for associated services

♦ Increased youth population

♦ Decreasing funding from state government

♦ Complex social challenges e.g. 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



Indicators ♦ Percentage of Youth Plan initiatives complete ♦ 85% ♦ Youth Plan ♦ Annual

♦ Level of occupancy of Zone Room ♦ >120 hours/

quarter ♦ Usage statistics ♦ Quarterly

♦ Percentage of Disability Access and Inclusion Programs (DAIP) implemented

♦ 85% ♦ DAIP ♦ Annual

♦ Percentage of community safety initiatives implemented ♦ 85% ♦ Safer Communities Plan ♦ Annual

♦ Customer satisfaction with Shire services ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly

♦ Percentage of Age Friendly Community Plan Initiatives completed ♦ 85% ♦ Age Friendly Plan ♦ Annual

♦ Percentage of Creative Blueprint initiatives completed ♦ 85% ♦ Creative Blueprint ♦ Annual

♦ Annual Report meets legislative requirements and timeframes ♦ 100% ♦ Local Goverment Act 1995 ♦ Annual

♦ Integrated Planning and Reporting legislative requirements

♦ 100% ♦ Integrated Planning and

Reporting Framework ♦ Annual

♦ Actions against the Operational Plan are on track ♦ 85% ♦ Interplan ♦ Quarterly

♦ Corporate Business Plan actions complete ♦ 85% ♦ Interplan ♦ Annual

♦ Percentage of the population registered on the online engagement platform Your Say

♦ 15% ♦ Interplan ♦ Annual




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


1.5.1.2Liaise with the community on disability access and inclusion requirements

Community Development Officer

CAIRG, Local business, internal staff and Bang the Table

Operating



2.1.1.2 Manage the Community Development FundCommunity Development Officer

Community Operating

2.1.1.3Develop a Welcome to and Acknowledgement of Country Policy for the Shire


Wardandi Centre, Undalup Association and SWALS Council

Operating

2.1.1.4Develop and implement the Shire’s Reconciliation Action Plan


Wardandi Centre, Undalup Association, SWALS Council and Community

Operating

2.1.1.5 Full review of the Creative BlueprintCoordinator Community Planning and Development

Arts and Cultural Advisory Group

Operating

2.1.1.6 Implement actions from the Creative BlueprintCoordinator Community Planning and Development


Operating

2.1.1.7Support community facilities and commemorative occasions (halls, museums and other)


Community Facilities Working Group, Halls committees and Community

Operating


2.1.2.2Provide professional advice and support to community groups

Community and Corporate Planner

Community Network Groups, Halls and other community groups

Operating



2.2 Equity and opportunities for all



2.2.1.1 Conduct a Bursary Alumni 15 year eventCommunity Development Trainee

Past Community Development Trainees

Operating

2.2.1.2Develop community capacity to fundraise and activate the Margaret River Youth Precinct Skate Park


YAC, SWDC and Lotterywest

Operating

2.2.1.3 Develop a bursary induction processCommunity Development Trainee


2.2.1.4Activate Margaret River Zone Room commercial kitchen


YAC, SWIT and internal staff

Operating

2.2.1.5 Implement actions from the Shire’s Age Friendly PlanCommunity Development Officer


2.2.1.6 Implement actions from the Strengthening Youth PlanCommunity Development Trainee


2.2.1.7Investigate opportunities for a Leeuwin Scholarship Program

Community Development Trainee

Lions, CCI, Rotary and YAC

Operating

2.2.1.8 Manage the Community and Recreation busCoordinator Community Planning and Development

Recreation and Child Care staff

Operating

2.2.1.9 Manage the Zone Room Community Development Trainee

Margaret River Youth Advisory Council, Artsability, Leo Lions, Boogie Babes, External service providers and Community

Operating

2.2.1.10 Review the Age Friendly Community PlanCommunity Development Officer

Seniors, seniors groups and Service providers

Operating




2.2.1.11 Review the Strengthening Youth Plan and PolicyCommunity Development Trainee

YAC and Youth service providers

Operating

2.2.2 Ensure Shire facilities and services are accessible by all

2.2.2.1Conduct feasibility study on Augusta Museum and Historical Society to consider future use of facilities


Augusta Museum, Historical Society, Bowling Club, MRBTA, Augusta Chamber of Commerce and Industry, Augusta Lions and Internal staff

Operating

2.2.2.2Conduct feasibility study for colocation of community services in Cowaramup


Cowaramup Playgroup, Cowaramup Halls and Retailers Association and internal staff

Operating

2.2.2.3Implement actions from the Disability Access and Inclusion Plan


People with disabilities, Carers, DSC, NDIS providers and Internal staff

Operating

2.2.2.4Review the Disability Access and Inclusion Plan and Policy


People with disabilities, Carers, DSC, NDIS providers and Internal staff

Operating


2.3.1 Support and value volunteers across the shire

2.3.1.1 Organise Thank a Volunteer CelebrationsCommunity Development Officer


Operating

2.3.2.2 Develop a shire wide volunteering strategyCoordinator Community Planning and Development

Internal staff and External stakeholders

Operating





2.3.2.1 Facilitate CommunityCONNECT programCommunity and Corporate Planner

Community Operating

2.3.2.3Develop and implement actions from the Capacity Building Plan


Community Operating

2.3.2.4 Review the Capacity Building PlanCoordinator Community Planning and Development

Community Operating

2.6 Safer communities 2.6.1 Provide community safety through regulatory and support programs

2.6.1.10Investigate potential of a Shire alcohol management plan


Consultant, community and internal works staff

Operating

2.6.1.11 Full review of the Safer Communities PlanCoordinator Community Planning and Development

LDAG Inc, Liquor Forum, ICCWA and Police

Operating

2.6.1.12 Implement actions from the Safer Communities PlanCoordinator Community Planning and Development

LDAG Inc, Liquor Forum, ICCWA and Police

Operating

2.6.1.13 Scope feasibility for a Shire CCTV strategyCoordinator Community Planning and Development

Cowaramup, Augusta, Margaret River communities and Internal staff

Operating


2.6.2.12Coordinate the Shire’s Internal Emergency Recovery Response Unit


Community, DFES, DCPFS, Red Cross, SES and SEMC

Operating




3.2.2 Develop and implement Masterplans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all


3.2.2.1Work with Main Roads Western Australia to facilitate completion of an entry statement to Margaret River


Main Roads WA, MRBTA, MRCCI and Arts Margaret River

New asset

3.2.2.12Conduct community needs assessment to inform development of townsite masterplans and village strategies


Internal staff, Community groups and State departments

Operating



5.1.5.7Hold regular meetings with the Arts and Culture Advisory Group



Operating

5.1.5.8Hold regular meetings with the Community Access and Inclusion Reference Group (CAIRG)


CAIRG Operating

5.1.5.9Hold regular meetings with the Community Facilities Advisory Group


Community Facilities Advisory Group, Halls management groups and Community

Operating

5.1.5.10Hold regular meetings with the Community Network Group


Community Network Group Operating

5.1.5.11 Hold regular meetings with the Liquor ForumCoordinator Community Planning and Development

Local licenses premises, WA Police, Drug and Alcohol office, Department of Local Government, Sport and Cultural Industries and Security

Operating

5.1.5.12Hold regular meetings with the Youth Advisory Council (YAC)

Community Development Trainee

YAC Operating




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


5.2.1.1Develop annual Operational Plan linked to Corporate Plan and Annual Budget



5.2.1.6Continue implementation of the Integrated Planning and Reporting (IPR) program, including quarterly reporting against the Operational Plan to Council


Internal staff and Council Operating

5.2.1.7Undertake a desktop review of the Community Strategic Plan



5.2.1.8 Undertake a desktop review of the Corporate PlanCommunity and Corporate Planner


5.2.1.9Undertake a full review of the Corporate Plan to implement strategies outlined in the Community Strategic Plan


Internal staff, Council and Community

Operating

5.2.1.10Finalise full review of Community Strategic Plan and Community Vision for 2036 for Council adoption


Community, Local businesses, Internal staff and Bang the Table

Operating


5.2.2.10Coordinate the Shire’s online community engagement portal



5.2.2.11Implement the Shire’s Community and Stakeholder Engagement Framework



Operating

5.2.2.16Review the Shire’s Community and Stakeholder Engagement Framework



Operating




5.2.2.17Coordinate implementation of the Community Infrastructure Plan


Internal staff, Council and Community

Operating



5.7.1.6Conduct Business Excellence Self-Guided Assessment (every four years)


Internal staff and SAI Global

Operating

5.7.1.7Implement findings from levels of service review and review every four years


Other local governments, Auditors and Internal staff

Operating

5.7.1.9Implement recommendations from the Australian Business Excellence Framework review




5.7.2.1

Implement Annual Reports consistent with the guidelines for the Department of Local Government, Sport and Cultural Industries' Integrated Planning and Reporting Framework


Internal staff, Department of Local Government, Sport and Cultural Industries, Community and all Stakeholders

Operating

5.7.2.2Prepare and advertise quarterly reports of the Community Strategic Plan


Community Operating

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

5.7.3.2Measure and report on key performance indicators in the Community Strategic Plan



5.7.3.3Measure and report on key performance indicators in the Corporate Plan




Service Team Community and Emergency Services

Responsibility Director Corporate and Community Services

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 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



Indicators ♦ Number of incidents attended - CESM ♦ 6 ♦ Incident Reports ♦ Annual

♦ Number of hours at incidents - CESM ♦ 30 ♦ Incident Reports ♦ Annual

♦ Number of Bush Fire Brigade volunteers ♦ 400 ♦ Brigade Memberships ♦ Annual

♦ Number of volunteers trained annually ♦ 50 ♦ Training Registrations ♦ Annual

♦ Number of incident reports lodged by Bush Fire Brigades ♦ 75 ♦ Brigade Reports ♦ Annual

♦ Number of multi Bush Fire Brigade bushfire training exercises ♦ 1 ♦ BFAC ♦ Annual

♦ BRMP completed as per schedule ♦ 100% ♦ BRMP Report ♦ Annual

♦ Community satisfaction with Bush Fire Brigades ♦ 90% ♦ Community Satisfaction

Survey ♦ 3 yearly

♦ Loss time injuries in fire bridges ♦ 0 ♦ Accident Incident Reports ♦ Annual

♦ Number of planning applications reviewed for bushfire risk ♦ 40 ♦ Planning Applications ♦ Annual

♦ Conduct one local emergency management exercise ♦ 1 ♦ LEMC minutes ♦ Annual




1.4.1 Collaborate with state government to protect the biodiversity of the Shire


1.4.1.5Liaise with state government on bushfire strategies and resourcing

Community Emergency Services Manager

DFES, Department of Biodiversity Conservation and Attractions (DBCA), OBRM, FB’s, Community, Water Corporation and Western Power

Operating

2.6 Safer communities 2.6.2 Enhance the Shire’s emergency and disaster management capabilities

2.6.2.1Participate in and complete the annual State Preparedness Report in conjunction with the Office of Emergency Management


Shire and LEMC Operating

2.6.2.2Guide and coordinate a tenure blind, multi-agency bushfire risk management program


DFES, OBRM, DBCA and Community

Operating

2.6.2.3Partner with Department of Fire and Emergency Services and the Office of Bushfire Risk Management (OBRM) in bushfire risk management in the shire


DFES, OBRM, DBCA and Community

Operating

2.6.2.4Provide community emergency services and programs in line with Department of Fire and Emergency Services and Shire Business Plan



Operating

2.6.2.5Review and update Shire Emergency Contacts and Resource List


Community, Internal staff, LEMC and BFAC

Operating

2.6.2.6Review and update Volunteer Bush Fire Brigade Procedures Manual


Shire and BFAC Operating

2.6.2.7 Review Volunteer Bush Fire Brigade PolicyCommunity Emergency Services Manager

BFAC, Bush Fire Brigades and DFES

Operating




2.6.2.8

Undertake annual Local Emergency Management Committee (LEMC) exercise to test the Shire's Local Emergency Management Arrangements including the Internal Ready Group



2.6.2.14Participate and complete the State Risk Project (Local) in conjunction with the Office of Emergency Management




Service Team Recreation Centres

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 oval bookings and scheduling


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



Indicators ♦ Percentage of population using the Shire’s Recreation

Centres ♦ Percentage ♦ Centaman ♦ Quarterly

♦ Percentage of annual active members of the Shire’s Recreation Centres

♦ Percentage ♦ Centaman ♦ Monthly

♦ Number of sporting events and carnivals held ♦ Trend ♦ Oval Bookings ♦ Quarterly

♦ Shire facilities and sporting grounds meet the needs of sporting groups and the community

♦ 25 ♦ Training Registrations ♦ Annual

♦ Customer satisfaction in Sport and Recreation Facilities ♦ Trend ♦ Community Satisfaction Survey ♦ 3 Yearly

♦ Pool compliance with Department of Health Standards ♦ 100% ♦ Department of Health Report ♦ Annual

♦ Visits to the aquatic centre ♦ Trend ♦ Centaman ♦ Quarterly

♦ Royal Life Safety Audit ♦ 100% ♦ Royal Life Report ♦ Annual

♦ Total recreation members ♦ Trend ♦ Centaman ♦ Annual




2.5 Active and healthy lifestyles 2.5.1 Maximise participation in physical activity and promote the benefits of healthy lifestyles


2.5.1.1 Facilitate sporting events in the shireRecreation Operations Manager

Sports Marketing Australia and numerous state, national and international stakeholders

Operating

2.5.1.2Operate Recreation Centres in Margaret River and Augusta

Recreation Operations Manager

Community Operating

2.5.1.3Partner with groups to provide children’s active lifestyle programs


Community Operating

2.5.1.4Manage five year contract with swim schools at the Margaret River Recreation Centre


Current providers, Swim teachers and Internal staff

Operating

2.5.1.5Provide Beach Lifeguard services during peak periods


State and local government agencies, Surf Life WA, St John, Royal Lifesaving WA and Community

Operating

2.5.1.6Provide fitness programs that cater for seniors and persons with a disability

Fitness SupervisorState and local government agencies and Community

Operating

2.5.1.7Provide gymnasium equipment and fitness programs that cater for the population

Fitness SupervisorState and local government agencies and Community

Asset upgrade

2.5.1.8Undertake equipment upgrades for Beach Lifeguard service


Internal staffAsset

upgrade

2.5.1.9Develop a recreation online and web based booking system and retention package






2.5.1.10Develop recreation fixture management systems and club development areas



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

2.5.2.1

Undertake upgrades to Margaret River Recreation Aquatic Centre including the ongoing maintenance of plant room and upgrading of dehumidifier for 2017-18


Contractors and CommunityAsset

upgrade

2.5.2.2Undertake upgrades to Augusta Recreation Centre including hydrotherapy pool heater and pumps


Internal staffAsset

upgrade


3.2.2 Develop and implement masterplans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all

3.2.2.5Develop a masterplan for upgrades to the Margaret River Recreation Centre for childcare, recreation infrastructure and maintenance requirements


State and local government agencies, Community and Department of Health

Operating



5.2.3.4 Develop a marketing plan for Recreation CentresRecreation Operations Manager


5.2.3.5Partner with the swim schools to provide the community with a more cost effective service


Department of Health Operating






5.6.2.7 Adopt new policies for Recreation ServicesRecreation Operations Manager



Service Team Outside School Hours Care

Responsibility Recreation Operations Manager

Services ♦ Crèche

♦ Out of School Hours Care (OSHC)

♦ Vacation Care

♦ Birthday Parties

♦ Bouncy Castles

Workforce ♦ Included in Recreation Centres FTEs

Challenges ♦ Access to qualified and multi-skilled staff

♦ Changes to legislation and regulation

♦ Access to facility that meets compliance requirements


Indicators ♦ Number of school aged children registered for After Hours

School Care ♦ Trend

♦ Quickkids/Department of Education

♦ Quarterly

♦ Number of school aged children registered for Vacation Care ♦ Trend ♦ Quickids ♦ Quarterly

♦ Number of children attending Crèche services ♦ Trend ♦ Centaman ♦ Monthly

♦ Compliance with Department of Community Services Framework

♦ 100% ♦ Centaman ♦ Annual

♦ Customer satisfaction with Childcare services ♦ Trend ♦ Community Satisfaction

Survey ♦ 3 yearly



2.2 Equity and opportunities for all



2.2.1.12 Provide Childcare services Childcare Supervisor

Local Schools, TAFE, Other childcare centres and Disability Services Commission

Operating

2.2.1.13 Provide Kids Club facility Childcare Supervisor

State funding bodies, Australian Government: Department of Community Services and Childcare Australia

Operating

2.2.1.14 Provide Occasional Childcare facility Childcare SupervisorAustralian Bureau of Statistics

Operating

2.2.1.15Provide transport for Out of School Hours Care and Vacation Care Program

Childcare SupervisorCommunity, Schools, Internal staff and Sporting clubs

Operating

2.2.1.16Provide upgrades and equipment for Childcare to meet legislative requirements

Childcare SupervisorDepartment of Community Services and Childcare Australia

Asset upgrade

2.2.1.17Work in conjunction with Cultural Centre and Recreation Centre Masterplan and upgrade to secure permanent parking for community buses


Community, Internal staff, Schools and Sporting Clubs

Operating

2.2.1.18Investigate pick up and drop off for before and after school care for Rapids Landing


Local schools, Other childcare centres and Community

New asset

2.2.1.19Provide upgrades and masterplan for childcare expansion

Childcare SupervisorLocal schools, Other childcare centres and Community

Asset upgrade


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


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



Indicators ♦ Percentage of annual active members ♦ Trend ♦ Interplan ♦ Annual

♦ Number of participants for school holiday programs ♦ Trend ♦ Interplan ♦ Annual

♦ Number of participants for children’s programs ♦ Trend ♦ Interplan ♦ Annual

♦ Increase in visitation to the library websites ♦ Trend ♦ Interplan ♦ Annual

♦ Customer satisfaction with library services ♦ Trend ♦ Community Satisfaction

Survey ♦ 3 yearly

♦ Door count for libraries ♦ Trend ♦ Interplan ♦ Monthly



2.4 Lifelong learning in the community

2.4.1 Provide and promote libraries as community hubs and centres of information and learning


2.4.1.1Operate a Library Service in Margaret River and Augusta

Manager Library ServicesInternal staff and community

Operating

2.4.1.2Review and assess the long term needs of library services, in particular technological requirements


Operating

2.4.2 Promote programs that foster lifelong learning in the community

2.4.2.1Design and implement programs for children and youth


Operating

2.4.2.2Engage the community in events that support lifelong learning


Operating


3.2.2 Develop and implement masterplans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all

3.2.2.3Undertake assessment of longer term needs of libraries in Margaret River and Augusta


Operating

3.2.2.8 Install new library equipment Manager Library Services Internal staff New asset



5.1.5.14Assess funding arrangements and Framework Agreement between state government and Augusta Margaret River Library

Manager Library ServicesState government and Internal staff

Operating


Directorate Sustainable DevelopmentSustainable Development

Service Team Sustainable Development

Responsibility Director of Sustainable Development

Services ♦ Provide strategic direction, management and leadership for Planning and Development Services, Environmental Health, Waste and Ranger Services Business

Units

♦ Provide corporate, legal and administrative support

♦ Provide strategic input and advice as a member of the Executive Leadership Team

♦ Deliver strategic projects and policy

♦ Implement Council’s Land Asset Management Plan

♦ Provision of commercial trading permits

♦ Provide an interface between Directorate, elected members, media and community


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


Indicators ♦ Delivering strategic projects in accordance with established

timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual

♦ Average turnaround time for all Directorate applications ♦ Trend ♦ Interplan ♦ Annual

♦ Customer satisfaction with all Directorate service applications ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly

♦ Total local reserve permit applications assessed ♦ Trend ♦ Synergy ♦ Annual

♦ Total commerical trading permits issued ♦ Trend ♦ Synergy ♦ Annual

♦ Local reserve permit applications assessed ♦ Trend ♦ Applications ♦ Annual

♦ Customer satisfaction with the permit process ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly




3.2.1 Develop and implement masterplans for centres, towns and villages to preserve and enhance heir unique character


3.2.1.1Sell Churchill Avenue properties in the Margaret River town centre to raise revenue for the Main Street upgrade

Coordinator Legal ServicesReal estate agents and Internal staff

Operating



4.4.3.4 Manage commercial leases Coordinator Legal ServicesContractors, community and internal staff

Operating


4.4.4.5Work with Cowaramup Resort Developer to facilitate establishment of a resort

Director Sustainable Development

Developers Operating


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

5.2.1.12Review Sustainable Development business unit plans for directorate in line with strategic direction




5.2.3.7Implement short term priorities of the Land Asset Management Plan

Coordinator Legal Services Internal staff Operating

5.2.3.8 Review the Land Asset Management Plan Coordinator Legal ServicesCommunity and Internal staff

Operating




5.5.1 Provide high quality customer and community focuses services and programs across the organisation


5.5.1.8Review customer service standards for Sustainable Development directorate




5.6.2 Ensure Shire services and process meet or exceed customer needs and recognised industry standards

5.6.2.8Review and update procedures for Sustainable Development directorate




Service Team Planning Services

Responsibility Manager Planning and Development

Services ♦ Development control through implementation, monitoring and review of the Shire’s Local Planning Scheme No. 1 and associated policy

♦ Research and evaluation of development and growth issues, and preparation of local government responses to ensure appropriate environmental outcomes

♦ Liaison and partnership with state and federal government agencies on policy, plans and legislative change

♦ Guidance and advice to the community and broader stakeholders in relation to development, subdivision, environmental protection and enhancement

♦ Preparation and implementation of strategic goals and projects to encourage and provide sustainable environmental outcomes

♦ Provision of Geographic Information Systems (GIS) service to the organisation, administration of the Intramaps public information system and preparation of plans and spatial data


Challenges ♦ Managing the impacts of population growth and retention of the character and values of the shire

♦ Increasing legislative and community requirements for greater rigour in development assessment and devolution of assessment matters (such as environmental and heritage assessment) to local government

♦ Balancing competing expectations of appropriate responses to growth with economic development within the shire


Indicators ♦ Average number of days for determining major and minor

development applications ♦ Trend ♦ Synergy ♦ Quarterly

♦ Total number of planning and subdivision applications received

♦ Trend ♦ Synergy ♦ Quarterly

♦ Percentage of planning and subdivision applications determined within statutory timeframes

♦ 80% ♦ Synergy ♦ Quarterly

♦ Timely implementation of strategic programs and business unit priorities


♦ Delivering strategic projects in accordance with established timeframes and CEO Priorities

♦ 100% ♦ CEO Priorities ♦ Annual

♦ Customer satisfaction with all Planning Business Unit tasks ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly



1.2 Climate change response 1.2.1 Plan proactively and respond to climate change


1.2.1.1

Review and update the Local Energy Action Plan and continue implementation of actions which include the community energy education program and carbon neutral tree planting program for 2017-18

Manager Planning and Development Services

Sustainability Advisory Committee and Internal staff

Operating

1.2.1.2 Undertake monitoring of Carbon EmissionsManager Planning and Development Services

Consultant, Sustainability Advisory Committee and Internal staff

Operating

1.2.1.3Implement Climate Change Response Plan and renew every four years



Operating

1.2.1.4 Conduct a review of the Local Energy Action PlanManager Planning and Development Services

Sustainability Advisory Committee and Internal staff

Operating

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

1.2.2.1Install improved lighting control and water heating at Margaret River Recreation Centre



Operating

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

1.2.3.1 Host educational workshopsManager Planning and Development Services

Community Operating

1.2.3.2Support community based projects aimed at assisting the Shire in sourcing 20% of its energy from renewable energy sources


Community Operating




1.4.1 Collaborate with state government to protect the biodiversity of the shire


1.4.1.6 Implement Biodiversity Incentive Strategy Manager Planning and Development Services

Internal staff, External contractors, Department of Planning, Lands and Heritage and Development community, Environmental groups and agencies

Operating

1.4.1.7

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


Department of Planning, Lands and Heritage and Development community Environmental groups and agencies

Operating

1.6 Unique and iconic coastal and natural landscapes

1.6.1 Plan effectively to protect coastal and other key landscapes

1.6.1.1Implement the Leeuwin Naturaliste Ridge Statement of Planning Policy


Department of Planning, Lands and Heritage, Developers and Community

Operating

1.6.1.2 Implement the Local Planning StrategyManager Planning and Development Services

Department of Planning, Lands and Heritage

Operating

1.6.1.3Finalise for Council adoption and commence the implementation of actions from the Environmental Sustainability Strategy



3.1 Clearly defined areas for growth and renewal

3.1.1 Implement Local Planning Scheme No.1 (LPS1)

3.1.1.1 Implement East Margaret River District Structure PlanManager Planning and Development Services





3.1.1.2 Provide planning servicesManager Planning and Development Services


3.1.1.3Commence review of the Local Planning Strategy followed by the Local Planning Scheme No. 1


Stakeholders, government agencies, servicing authorities, Community and adjoining local authorities

Operating

3.1.2 Ensure new communities are developed using ecologically sustainable development principles

3.1.2.1 Finalise the review the Witchcliffe Village StrategyManager Planning and Development Services

Internal staff, Land developers and Community

Operating

3.1.2.2Based on environmental, social and aesthetic criteria, identify those areas which may and may not be suitable for extractive industries



3.1.2.3Develop policy for tree and vegetation preservation and land clearing offsets





3.2.1.2Implement adopted structure plans for new residential communities


Internal staff, WAPC and Land developers

Operating

3.2.1.3Seek to identify suitable joint venture partner to develop and manage the proposed Augusta Retirement Village


Potential housing providers and funding bodies

Operating

3.2.1.8Review townsite and village strategies following review of the Local Plnning Strategy


Potential housing providers and funding bodies including the South West Development Commission

Operating




3.2.1.9Conduct a review of the Public Open Space Strategy Framework and Developer Contributions


Department of Planning, Lands and Heritage, Developers and Community

Operating

3.2.3 Address the need for affordable housing and accommodation now and in the future

3.2.3.1Implement recommendations from the Affordable Housing Strategy


Department of Community Services and Key community members

Operating

3.3 Unique natural and settlement character

3.3.1 Protect heritage places, values and significant regional landscapes in the planning scheme

3.3.1.1Ensure development consistent with the landscape and character policies and provisions of the Leeuwin Naturaliste Ridge Statement of Planning Policy



3.3.1.2 Maintain the Shire’s local heritage inventoryManager Planning and Development Services




4.3.1.3Implement the Developer Contributions Policy for the whole shire


Internal staff and community

Operating


Service Team Building Services

Responsibility Manager Planning and Development

Services ♦ Ensuring building 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


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


Indicators ♦ Percentage of applications determined within the statutory

timeframe ♦ 100% ♦ Synergy ♦ Quarterly

♦ Total number of applications received ♦ Trend ♦ Synergy ♦ Quarterly

♦ Building searches completed within 10 working days ♦ 90% ♦ Synergy ♦ Annual

♦ All applications meet Building Compliance Australia (BCA) which includes Access to Premises Standard 2011


♦ Customer satisfaction with all Building Business Unit tasks ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly





2.6.1.14 Provide building approvals and compliance serviceManager Planning and Development Services

Community and Commercial owners

Operating

2.6.1.15 Provide swimming pool compliance monitoringManager Planning and Development Services

Community andPool owners

Operating


Environmental Health, Waste and Ranger Services

Service Team Environmental Health and Events

Responsibility Manager Health, Waste and Ranger Services

Services ♦ Ensuring risks to health through unsafe food supply and manufacture is effectively managed

♦ Ensuring risks to health from unsafe accommodation, building and public events are effectively managed

♦ Manage health risks through ensuring safe recreational and drinking waters

♦ Managing health risks posed by biological hazards in the community through vector borne disease control and infectious disease control

♦ Minimising pollution and contamination to ensure the protection and management of public and environmental health. To include management of wastewater, air pollution, pesticides, noise, smoking regulations, contaminated sites and waste

♦ Land use planning and development which encompasses the assessment of plans to ensure the safety of proposals for development of the natural or built environment

♦ Planning for and managing potential disasters and emergencies and developing appropriate responses to minimise the negative impacts on public and or environmental health and safety

♦ Ensuring safe events within the shire that comply with legislative requirements


Challenges ♦ Limited resources to fulfil all areas of responsibility

♦ Increasing breadth and complexity of Environmental Health legislation and Codes of practice to be implemented by Shire Environmental Health staff

♦ Meeting community expectation for Environmental Health Officers to be technical specialist over this diverse and evolving field

♦ Meeting level of servicing due to tourism, community expectations population growth and environmental sensitivities

♦ High level of transient/seasonal/tourism population resulting in significant increase in workloads

♦ Competing interest during peak tourism periods impacting on current resources e.g. complaints, inspections, sampling

♦ Increasing numbers of events within the region place substantial strain on Shire to ensure all events meet minimum regulatory requirements



♦ Percentage of inspections completed as scheduled ♦ 100% ♦ Synergy ♦ Quarterly

♦ Percentage of samples completed as scheduled ♦ 100% ♦ Synergy ♦ Quarterly

♦ Number of compliance measures implemented ♦ Trend ♦ Synergy ♦ Quarterly

♦ Percentage compliance with Health Standards ♦ 100% ♦ Synergy ♦ Annually

♦ Number of applications received for environmental health approval

♦ Trend ♦ Synergy ♦ Quarterly



1.1 Healthy waterways and foreshores



1.1.3.2Monitor environmental waters (recreational) through monthly (seasonal) sampling

Coordinator Environmental Health and Events

Community, Internal staff and Visitors

Operating



2.1.2.1 Provide events application and approval processCoordinator Environmental Health and Events

Community, Internal staff, DFES, Police, Hospitals and Visitors

Operating


2.6.1.3Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community


Community, Shire and Visitors

Operating


2.6.2.9

In conjunction with the Department of Health, develop a documented environmental health emergency response support plan for use in the event of an emergency


Community, Shire and Emergency management stakeholders

Operating

2.6.2.11Respond to public health risks in the event of an emergency


Community, Shire andEmergency management stakeholders

Operating




2.6.3 Undertake measures to ensure the protection of public health

2.6.3.1Conduct regular assessments of food premises, public buildings, caravan parks, skin penetration establishments, lodging houses (backpackers)


Community, Shire, Business owners and Visitors

Operating

2.6.3.2 Develop public health plan (subject to legislation)Manager Environmental Health, Waste and Ranger Services

Community, Shire, Business owners, Hospitals, Public Health Groups and Visitors

Operating

2.6.3.3 Implement public health planCoordinator Environmental Health and Events

Community, Shire, Business owners, Hospitals, Public Health Groups and Visitors

Operating

2.6.3.4Maintain licensing and approval function of various activities within the shire (caravan parks, lodging houses, food premises and offensive trades)



Operating

2.6.3.5Manage the control of vector-borne diseases and pest control in the community



Operating

2.6.3.6Process applications for health approval to ensure dwellings, buildings and activities of local premises are compliant with relevant health standards



Operating

2.6.3.7Respond to complaints for environmental health intervention in response to perceived or real threats to public or environmental health within the community



Operating

2.6.3.8

Undertake sampling of specified local businesses and local environments to provide information as to the current level of risk posed by the activity (food, water, aquatic facilities and recreational waters)


LHAAC, Community, Shire, Business owners and Visitors

Operating






5.1.5.3Participate in environmental health regional meetings and events



Operating

5.1.5.4Work with Regional Public Health Units to reduce the spread of infectious disease in the community as required


Community, Shire and Visitors

Operating



5.7.1.4Complete local government data collection and reporting requirements for Environmental Health

Manager Environmental Health, Waste and Ranger Services


Operating

5.7.1.5 Undertake Food Act 2008 reportingCoordinator Environmental Health and Events

Shire and Department of Health

Operating


Service Team Waste Services


Services ♦ Provide a safe sustainable waste management service for the Shire

♦ Provide waste disposal facilities management consisting of landfill operations, recycling operations, transfer station operations, waste water treatment plant

♦ Manage the waste disposal facilities and operations and services to acceptable Council standards and Department of Water and Environmental Regulation (DWER) licence requirements

♦ Coordinate resource recovery and recycling services including processing, transport and sales of recovered waste materials

♦ Manage the development and construction of new assets and/or upgrading of existing facilities to meet the needs of current and future generations

♦ Community education

♦ Manage kerbside domestic and recycling collection contracts and their programming and delivery within the shire


♦ Increasing waste volumes - growth and tourism, impacting on operations without increases in staffing levels

♦ Need for long term waste management planning at both local and state level

♦ Waste generated from significant tourism numbers places an operational and financial burden on the Shire and rate payers to fund

♦ Access to confident data sets to underpin the measurement of strategies and services

♦ Seasonal impacts and high tourist numbers are placing unprecedented pressure on existing waste management systems

♦ Transport costs, lack of economies of scale, lack of access to end markets and limited capacity to generate funds place financial burdens upon the Shire with regard to recycling operations

♦ Cost of landfill relatively low compared to the cost of recovery operations, while cost of landfill remains low it will undermine the economic viability of preferred uses, such as recycling and hinders the achievements of the waste strategy and targets

♦ Communications, engagement and education programs to ensure industry, community and government entities essential to reduce waste generation. There is a need to invest in education and promotion to limit long term staffing costs through increases waste loads

♦ Waste policy and compliance changes

♦ Community acceptance of user pays and polluter pays



Indicators ♦ Recyclables generation - tonnes per capita per annum ♦ Trend ♦ DWER Waste Census ♦ Annual

♦ Total amounts of waste received at landfill per capita ♦ Trend ♦ DWER Waste Census ♦ Annual

♦ Kerbside recycling collection participation rate ♦ 100% ♦ Contractor Reporting ♦ Annual

♦ Total waste diverted from landfill ♦ Trend ♦ Waste Disposal Records ♦ Annual

♦ Delivering strategic projects in accordance with established timeframes and CEO Priorities

♦ 100% ♦ CEO Priorities ♦ Annual






1.1.3.1 Implement Landfill Environmental Improvement PlanManager Environmental Health, Waste and Ranger Services

Residents and RatepayersAsset

upgrade

1.3 Sustainable waste management

1.3.1 Reduce the environmental impact of waste and maximise conservation of natural resources

1.3.1.1 Construct David Road new waste cell number 3Manager Environmental Health, Waste and Ranger Services

Contractor, Residents, Ratepayers and Internal staff

Asset upgrade $300,000

1.3.1.2

Complete a masterplan for waste disposal for the sustainable management of domestic, commercial and industrial waste streams, including resource recovery, recycling and processing


Contractor, Residents, Ratepayers and Internal staff

New asset

1.3.1.3

Manage sampling and monitoring requirements of landfill and septage plant in accordance with Department of Water, Environment and Regulation (DWER) environmental licence requirements


Department of Water and Environmental Regulation, Shire and Community

Operating

1.3.1.4Management of kerbside collection contracts (domestic and recycling)


Contractor, Residents and Internal staff

Operating

1.3.1.5Management of Shire waste facilities (including transfer stations, landfill, septage plant) to DWER license requirements

Coordinator Waste Services

Residents, Ratepayers and Department of Water and Environmental Regulation

Operating

1.3.1.6Progress Regional Waste Management Initiatives with City of Busselton and South West regional local governments


Residents,Ratepayers, Internal staff, LGA's. Council and Department of Water and Environmental Regulation

Operating




1.3.1.7Pursue grants to support and or expand waste service delivery and infrastructure development in line with strategic goals as required


State government and Shire

Operating

1.3.2 Reduce raw material use and increase materials and energy recovery

1.3.2.1 Review Strategic Waste Management PlanManager Environmental Health, Waste and Ranger Services


1.3.2.2 Implement Strategic Waste Management PlanManager Environmental Health, Waste and Ranger Services


1.3.3 Reduce the amount of corporate waste to landfill generated in the Shire's operations

1.3.3.1Implement initiatives to reduce corporate waste generated through Shire's operations




1.3.4 Encourage the community to reduce, reuse and recycle

1.3.4.1Develop and implement community education strategy for waste management to support the Strategic Waste Management Plan



Operating

2.6 Safer communities 2.6.2 Enhance the Shire’s emergency and disaster management capabilities

2.6.2.10Maintain Waste Disaster Debris Management Plan, locally and regionally

Coordinator Waste Services

Shire, Community and other LGA's surrounding

Operating






5.2.2.9Develop a masterplan for Waste Services including general waste, recycling collection and commercial servicing


Residents, Ratepayers and Internal staff

Operating



5.7.2.3Complete state government data collection and reporting requirements for Waste Services


Waste census, NPI reporting, Department of Water and Environmental Regulation licensing reporting

Operating


Service Team Rangers


Services ♦ Community education

♦ Regulatory service: dogs, cats, camping, parking, abandoned vehicles, wandering stock, littering

♦ Administer cemeteries and niche walls

♦ Administer the Animal Management Facility

♦ Shark response

♦ Act as Fire Control Officers and 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


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



Indicators ♦ Total Warnings issued ♦ 200 ♦ Synergy ♦ Annual

♦ Total Infringements issued ♦ 350 ♦ Synergy ♦ Annual

♦ Total Infringements withdrawn ♦ <10% ♦ Synergy ♦ Annual

♦ Fire Break Inspections completed ♦ 4500 ♦ Synergy ♦ Annual

♦ Total number of burials for all cemeteries ♦ 15 ♦ Synergy ♦ Annual

♦ Total number of interments for all niche walls ♦ 8 ♦ Synergy ♦ Annual

♦ Total number of job sheets completed by Rangers ♦ 800 ♦ Synergy ♦ Annual

♦ Total number of dogs registered ♦ 1100 ♦ Synergy ♦ Annual



2.6 Safer communities 2.6.1 Provide community safety though regulatory and support programs


2.6.1.1

Implement annual Fuel Hazard Reduction and Firebreak Notice, including program improvements from contractor, community, BFAC and SAC feedback

Coordinator Ranger Services

Rangers, BFAC, Sustainability Advisory Committee, Community, DFES and Shire internal teams

Operating

2.6.1.2Maintain an up to date procedures manual in Rangers Services


Rangers team, WARA

Operating

2.6.1.4 Provide Rangers regulatory servicesCoordinator Ranger Services

Community, WARA, Rangers andShire internal teams

Operating

2.6.1.5 Develop and implement a Cat Local LawCoordinator Ranger Services

Rangers and Community

Operating

2.6.1.6 Review dog exercise areasCoordinator Ranger Services

Rangers and Community Operating

2.6.1.7Review firebreak inspections program to incorporate outcomes from Bushfire Risk Management Plan


Rangers and Community Operating

2.6.1.8 Review Shark Response Procedure and PolicyCoordinator Ranger Services

Rangers, WA Police, Department of Primary Industries and Regional Development, DBCA, SLSWA and Community

Operating

2.6.1.9 Review and update Local LawsCoordinator Ranger Services

Rangers, Legal profession and Community

Operating

2.6.1.17 Undertake upgrades to dog handling equipmentCoordinator Ranger Services

Internal staffAsset

upgrade


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


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


Indicators ♦ Projects are delivered on time, within budget and to quality

standards ♦ 100% ♦ Annual Finance Report ♦ Annual

♦ High level of customer satisfaction ♦ 85% ♦ Community Satisfaction Survey ♦ 3 Yearly

♦ Total responses to customer requests relating to maintenance and construction of infrastructure and other assets.

♦ Trend ♦ Customer Complaints System ♦ Quarterly






2.3.2.2Assist the Rotary Club and the Margaret River Men's Shed working group to progress their plans

Director Infrastructure Services

Rotary Club, Margaret River Men's Shed and Internal staff

Operating



3.2.1.4Determine the Margaret River Main Street upgrade with funds secured through Royalties for Regions


South West Development Commission

Asset upgrade

3.2.1.10 Prepare a parking and road management plan for the Carters Road - Bussell Highway intersection


Rotary Club, Local businesses and Internal staff

Asset upgrade



4.3.1.1Assist Main Roads Western Australia to progress development of the Margaret River Perimeter Road


Margaret River Chamber of Commerce and Industry andMain Roads Western Australia

Operating

4.3.1.2Commence construction of John Archibald Drive in conjunction with Main Roads Western Australia


South West Development Commission and Main Roads Western Australia

New asset



5.2.1.11Review busines unit plans for Infrastructure directorate in line with strategic direction


Internal Staff Operating






5.5.1.7Review customer service standards for Infrastructure Services directorate




5.6.2 Ensure Shire services and process meet or exceed customer needs and recognised industry standards

5.6.2.5Complete review of policies and create new policies for Infrastructure Services directorate for adoption by Council



5.6.2.6Review and update procedures for Infrastructure Services directorate




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 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



Indicators ♦ Asset consumption ratio ♦ >50% ♦ DLGSCI ♦ Annual

♦ Asset sustainability ratio ♦ >90% ♦ DLGSCI ♦ Annual

♦ Asset renewal ratio ♦ 75%-95% ♦ DLGSCI ♦ Annual

♦ Capital works completed on time ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Capital works completed in budget ♦ 100% ♦ Capital Works Program ♦ Annual

♦ National Asset Management Framework Score ♦ Progressive

Improvement ♦ Asset Management Self

Assessment Workshop ♦ Annual






1.1.1.2Implement recommendations of the Margaret River Townsite District Water Management Strategy in conjunction with development in this area

Manager Asset Services

DWER,Water Corporation, Developers and Consultants

Operating


1.1.2.1Ongoing implementation of Cape Mentelle to Gas Bay Foreshore Plan (subject to funding)


Community, Consultant and Department of Planning, Lands and Heritage

New asset



3.2.2.9Progressive implementation of the recommendations of the Augusta Interpretation Plan (subject to funding)

Manager Asset ServicesLotterywest and Augusta community

New asset

3.2.2.10Implement recommendations of the Cape Leeuwin Tourism Precinct Plan (subject to funding)

Manager Asset ServicesLotterywest and Augusta community

New asset



3.4.1.2Provide customer service for the Infrastructure Directorate

Technical Officer - Asset Services

Community Operating

3.4.1.3Undertake quality control of developer provided assets

Technical Officer - Asset Services

Developers, Consultants, Contractors, WAPC, Department of Planning, Lands and Heritage and MRWA

Operating




3.4.1.7

Identify best alignment option, and following Councillor workshop and Council decision, complete design, obtain approvals and continue the construction of the path from Flinders Bay towards the Lighthouse utilising budgeted funds. Seek complimentary grant funding for further stages after having determined their alignment and cost

Manager Asset Services Augusta CommunityAsset

upgrade

3.4.1.8Prepare and commence implementation of a walk and mountain bike trails strategy for Margaret River


MRBTA, DLGSCI, DBCA, MRORCA, Friends of Reserves, Community groups and Lotterywest

Operating

3.4.1.9Progressive installation of tourism directional signage throughout the shire (subject to funding)

Manager Asset ServicesMRBTA, MRWA and City of Busselton

New asset

3.4.1.12Collaborate with CapeROC to prepare and implement a regional trails strategy


MRBTA, DLGSCI, DBCA, MRORCA, Friends of Reserves, Community groups and Lotterywest

Operating


3.4.2.1Collaborate with the Department of Transport for preparation of a bike plan for the Margaret River townsite and wider shire area

Manager Asset ServicesCommunity and Department of Transport

Operating

3.4.2.2Progressive implementation of trails recommended in Bridle Trails Feasibility Study (subject to funding)

Manager Asset Services Lotterywest New asset

3.4.2.5Progressive extension of the Wadandi Track (subject to funding)

Manager Asset Services LotterywestAsset

upgrade

3.4.2.6Construct Darch Trail extension to new pedestrian bridge over Darch Brook

Manager Asset ServicesLotterywest and South West Capes Bridle Trails Association

New asset






5.2.2.1Progressively implement recommendations of the Asset Management Improvement Plan

Coordinator Asset Management

Consultants and Internal staff

Operating

5.2.2.2Undertake desktop review of Asset Management Plan



5.2.2.3Undertake desktop review of Ten Year Capital Works Program

Manager Asset Services Internal staff Operating

5.2.2.4Undertake full review of Asset Management Plan 2013-23


Community, Consultants and Internal staff

Operating

5.2.2.5Undertake full review of the Ten Year Capital Works Program

Manager Asset ServicesCommunity, Consultants and Internal staff

Operating


5.2.3.1Conduct investigations into townsite areas and light industrial areas with inadequate stormwater drainage

Manager Asset Services Community Operating

5.2.3.2 Provide asset management planning servicesCoordinator Asset Management


Operating

5.2.3.3 Provide land administration servicesTechnical Officer - Assets Services

Community, Department of Planning, Land and Heritage and Internal staff

Operating


5.2.4.2Develop annual schedules for maintenance of Shire assets



Operating




5.2.4.6Implement new asset management information system




Service Team Landcare and Environmental Services

Responsibility Coordinator Landcare and Environmental Services

Services ♦ Provide customer service and technical advice

♦ Provide environmental management and landcare services

♦ Volunteer and contractor management

♦ Delivery of stratetic projects and policy


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 availibility


♦ Implement Environmental Management (EM) Fund ♦ 100% ♦ Interplan ♦ Annual

♦ Implement trail near the Margaret River from Rotary Park to the Rivermouth

♦ 100% ♦ Capital Works Program ♦ Annual

♦ Provide environment and landcare service ♦ 100% ♦ Interplan ♦ Annual






1.1.1.1

Commence implementation of Hardy Inlet Water Quality Improvement Plan - Augusta townsite stormwater treatment subject to plan being finalised and funding available

Coordinator Environment/Landcare

Department of Water, Environment and Regulation

Asset upgrade

1.1.1.3Maintain partnership with Nature Conservation Margaret River Region


Nature Conservation Margaret River Region

Operating

1.1.1.4Maintain partnership with Lower Blackwood Catchment Landcare Conservation District Committee


Lower Blackwood Catchment LCDC

Operating


1.1.2.2Implement actions in Coastal Hazard Risk Management Plan (subject to funding)

Manager Asset Services Department of TransportAsset

upgrade


1.4.1 Collaborate with the state government to protect the biodiversity of the shire

1.4.1.1Implement projects in the Environmental Management Fund


Nature Conservation Margaret River Region, LCDC, Lower Blackwood Catchment LCDC and Community groups

Operating

1.4.1.2Prepare management plans for major Shire reserves including Alexandra Bridge Foreshore in 2017-18


Community, Reserve users and Community groups

Operating

1.4.1.3Provide environmental management and landcare services


Community, Reserve users and Community groups

Operating




1.4.1.4Undertake targeted weed and feral animal control in priority areas


Nature Conservation Margaret River Region and Lower Blackwood Catchment LCDC

Operating

1.4.2 Educate the community and visitors on environmental protection

1.4.2.1Establish and implement an environmental awareness program


Nature Conservation Margaret River Region, DBCA and Lower Blackwood Catchment LCDC

Operating

3.2 Livable and well designed places


3.2.2.2Implement actions in the Margaret River Foreshores upgrade (subject to funding and approvals)


Community groupsAsset

upgrade



3.4.1.1

Progressively plan and implement trail near the Margaret River from Rotary Park to the Rivermouth (subject to funding, environmental assessment and aboriginal approval)


Friends of the Cape to Cape Track, Friends of Reserves and Margaret River Off Road Cycling Association

New asset


Service Team Building Assets and Maintenance Services

Responsibility Manager Asset Services

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


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


Indicators ♦ Percentage of capital works programme completed ♦ >80% ♦ Interplan ♦ Quarterly

♦ Percentage of variance of operating budget ♦ <15% ♦ Operational Plan and Budget ♦ Quarterly






1.5.1.1Operate public toilets and maintain to agreed standard

Building Asset and Maintenance Coordinator

Contractors and Community

Operating



5.2.4.1Commence the asbestos replacement program in accordance with the Long Term Financial Plan and budget allocation


Department of Health, Building Managers and Users

Asset renewal

5.2.4.7Work with the Augusta Margaret River Football Club to redevelop the club changerooms


Margaret River Football Club

Asset renewal

5.2.4.8Implement the Western Pavilion cricket and soccer club upgrade


Margaret River Cricket Club and Margaret River Soccer Club

Asset renewal

5.2.4.9Implement annual allocation for building renewal works


Building Managers and Users

Asset renewal


Works Services

Service Team Works Administration

Responsibility Manager Works

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

♦ 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


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


Indicators ♦ Capital works completed on time ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Capital works completed in budget ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Capital works completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual






5.2.3.8 Develop the annual plant replacement program Manager Works Internal staff Operating

5.2.3.9Implement Margaret River Depot masterplan including bitumen emulsion tank storage improvements and washdown facility

Manager Works Internal staffAsset

renewal

5.2.3.10Undertake detailed planning of playground infrastructure renewal and maintenance requirements

Manager Works CommunityAsset

renewal


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 to their activities, 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


Workforce ♦ 17 FTE

Challenges

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


♦ The shortage of key construction resources

♦ Applying and adapting existing work practices to new industry standards, legislative requirements and expectations

♦ Managing risk


Indicators

♦ Capital works completed against the budget ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Capital works completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Customer satisfaction with capital works delivery ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly






1.5.1.6Renew playground equipment throughout the shire in accordance with the annual allocation for playground equipment

Manager Works Community New asset

1.5.1.7Work with the Department of Education to deliver the Rapids Landing school oval

Manager Works Department of Educaction New asset

1.5.1.8Replace damaged sections of the Augusta foreshore walls


renewal

2.5 Active and healthy lifestyles 2.5.2 Provide the community with high standard recreational facilities and sporting grounds

2.5.2.3Construct Margaret River Youth Precinct including skate and ride facility elements with approved funding


Community Operating

2.5.2.4Construct Gloucester Park Lower Western Oval including earthworks, drainage, turf, irrigation, lighting and carpark

Manager WorksDepartment of Sport and Recreation

New asset

3.2 Liveable and well designed spaces


3.2.1.5 Complete the annual drainage works program Manager Works CommunityAsset

upgrade

3.2.1.6Complete the disabled carparking upgrades program


upgrade

3.2.1.7 Complete the pedestrian structure works program Manager Works CommunityAsset

upgrade





3.2.2.13Complete carpark upgrades including the eastern carpark expansion for the Margaret River Youth Precinct




3.4.1.4

Complete the $3.6 million road reconstruction program including Leeuwin Road, Rosa Brook Road, Carters Road, Rosa Glen Road, Treeton Road, Wallcliffe Road and design for Warner Glen Road including road preservation program and Carbunup South Road Bridge renewal over 2017-18

Manager Works MRWAAsset

upgrade

3.4.1.10Complete annual aerodrome renewal projects program

Manager Asset ServicesRoyal Flying Doctor Service and Augusta community

Asset renewal

3.4.1.11Complete annual boatramp and jetty renewal projects program

Manager Asset ServicesDepartment of Transport and Augusta community

Asset renewal


3.4.2.3Complete annual foothpath renewal and new footpaths program


renewal


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 Procedures, risk assessments and analyses and legislative requirements

Workforce ♦ 23 FTE




♦ Managing risk

♦ Applying and adapting existing work practices to new industry standards, legislative requirements and expectations



Indicators ♦ Customer satisfaction with road and drainage maintenance ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly

♦ Parks and gardens Capital Works Program completed on time and on budget


♦ Parks and gardens capital works projects completed against the program


♦ Customer satisfaction with Public Open Space management ♦ 85% ♦ Community Satisfaction Survey ♦ 3 yearly



1.2 Climate change response 1.2.4 Implement measures to conserve water as a precious resource


1.2.4.1Ongoing operation of the Margaret River Recycled Waste Water Scheme

Manager WorksWater Corporation and Department of Health

Operating



1.5.1.3 Deliver the annual tree planting program Manager Works Community Operating

1.5.1.4Deliver the public open space annual program including Reuther Park, Cowaramup Skate Park and Ellis Street Jetty Precinct

Manager Works Community Asset

upgrade

1.5.1.5Maintain Shire parks and gardens in accordance with service standards

Manager Works Community Asset maintenance


2.6.1.16 Deliver the annual allocation for cemetery works Manager Works Community Operating

2.6.2 Enhance the Shire's emergency and disaster management capabilities

2.6.2.13Implement bushfire mitigation programs for Shire managed land (strategic firebreaks)

Manager Works BFAC and Internal staff Operating






3.2.2.6Complete maintenance and upgrades to Shire bridges in accordance with the Long Term Financial Plan

Manager Works Community and MRWA Asset maintenance


Service Team Survey and Design


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






♦ Managing risk


Indicators ♦ Projects completed on time, in budget and to quality standards

♦ 100% ♦ Works Program ♦ Annual






3.2.2.7Design ancillary carpark at the Margaret River Youth Precinct

Manager Works Internal staff New asset

3.2.2.11Design Wallcliffe Road verge landscaping along frontage of Margaret River Youth Precinct




3.4.1.5Work with Main Roads Western Australia to facilitate completion of access road to Margaret River Airport

Manager Works Community and MRWAAsset

upgrade

3.4.1.6 Provide survey design services Manager Works Internal Staff Operating


3.4.2.4Design path upgrades identified in the Townsite Pathway Plan


upgrade


Service Team Workshop


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



Challenges ♦ Funding of the Shire’s fleet

♦ Optimising fleet utilisation

♦ Reducing downtime

♦ Managing risk


Indicators ♦ Plant utilisation rates ♦ Trend ♦ Fleetman ♦ Annual

♦ Plant program completed against budget ♦ 100% ♦ Capital Works Program ♦ Annual






5.2.4.3 Deliver annual light fleet replacement program Manager Works Internal staffAsset

renewal

5.2.4.4Complete the $2 million plant replacement program including purchase of a Zero turn mower, skid steer loader, roller and light fleet program over 2017-18

Manager Works Internal staffAsset

renewal

5.2.4.5 Undertake annual maintenance program Manager Works Internal staff Operating


Linking our goals

Shire Documents

Affordable Housing Strategy 2015 ✓ ✓

Aged Friendly Community Plan 2016 ✓

Alexandra Bridge Hall Reserves 23973 and 38289 Action Plan 2016

✓ ✓

Alexandra Bridge Reserves 23480 and 38822 Action Plan 2016 ✓ ✓

Arts and Culture Plan - Creative Blueprint 2014-18 ✓ ✓

Asset Management Plan 2013-23 ✓ ✓ ✓ ✓ ✓

Augusta Streetscape Plan 2010 ✓

Augusta Townsite Strategy 2008 ✓

Barrett Street Reserve Management Plan 2011 ✓ ✓

Boodjidup River Action Plan 2009 ✓

Bramley Brook River Action Plan 2011 ✓

Calgardup River Action Plan 2015 ✓

Cape Leeuwin Tourism Precinct Concept Plan ✓

Capes Conservation Action Plan 2012 ✓

Capes Region Boating Strategy 2011 ✓

Capes Regional Weed Strategy 2016 ✓

Chapman Brook Action Plan 2004 ✓

Communication Strategy 2008-13 ✓

Community Consultation and Stakeholder Engagement Policy 2016 ✓ ✓ ✓ ✓ ✓

Community Infrastructure Plan 2012 ✓ ✓ ✓

Community Survey Research Report 2011 ✓

Conservation Incentive Strategy 2010 ✓

Cowaramup Creeks River Action Plan 2008

Cowaramup Streetscape Plan 2015 ✓

Crime Prevention and Safety Plan 2007-10 ✓ ✓

CSIRO Sustainable Future 2005 ✓

Culturally Active Communities Policy 2014 ✓ ✓

Disability Access and Inclusion Plan 2014-17 ✓ ✓ ✓ ✓

East Augusta and Swan Lake Reserves 39434 and 25211 Action Plan 2016

✓

East Margaret River Structure Plan 2017 ✓

East Witchcliffe Reserve Action Plan 2014 ✓

Economic Development Strategy 2017 ✓

Ellen Brook River Action Plan 2005 ✓

Equal Opportunity and Diversity Policy 2013 ✓

Gloucester Park Plan 2010 ✓


Gnarabup Prevelly Post Fire Coastal Condition Assessment 2013 and 2016

✓

Governance Charter 2015 ✓

Gracetown Reserves 37456 and 27618 Action Plan 2013 ✓

Granny James Reserve Land for Wildlife Plan 2013 ✓

Hardy Inlet Water Quality Improvement Plan Stage 1 - 2012 ✓

Integrated Transport Strategy 2012 ✓

Karridale Hamlet Settlement Strategy 2011 ✓

Kudardup Hamlet Settlement (Townsite) Strategy 2010 ✓

Leeuwin-Naturaliste Capes Parks and Reserves Management Plan 2015

✓

Local Emergency Management Arrangements 2017 ✓

Local Energy Action Plan 2014 ✓ ✓ ✓ ✓ ✓

Local Heritage Inventory 2012 ✓

Local Planning Scheme No. 1 - 2010 ✓

Local Planning Strategy 2011 ✓

Local Profile 2015 ✓ ✓ ✓ ✓ ✓

Local Tourism Strategy 2015 ✓ ✓ ✓

Long Term Financial Plan 2017-27 ✓ ✓ ✓ ✓ ✓

Margaret River Action Plan 2003 ✓

Margaret River Foreshore Action Plan 2014 ✓

Margaret River Townsite District Water Management Strategy 2012 ✓

Margaret River Tributaries River Action Plan 2009 ✓

Molloy Island Land for Wildlife Plan 2013 ✓

Occupational Health and Safety Policy 2013 ✓

Public Open Space Strategy 2014 ✓ ✓ ✓

Reserve 30327 Action Plan 2012 ✓



Rivermouth to Gas Bay Concept Plans 2011 ✓

Riverslea Reserves Action Plan 2015 ✓

Rosa Brook Reserves Action Plan 2012 ✓

Shire of Augusta Margaret River Weed Strategy 2015 ✓

Strategic Waste Management Plan 2016-20 ✓

Strengthening Youth Plan 2014-18 ✓

The Redevelopment of Margaret River Townsite 2011 ✓ ✓

Townsite Pathways Plan 2016 ✓


Wallcliffe Road Streetscape Plan 2010 ✓

Witchcliffe Reserve Management Plan 2015 ✓

Witchcliffe Village Strategy 2012 ✓

Women in Leadership Program 2009-11 ✓

Workforce Plan 2014-18 ✓

Organisational Documents

Business Continuity Plan ✓

Business Excellence Report ✓

Communications Strategy ✓

Customer Service Charter ✓

Customer Service Plan ✓

Information Community Technology Strategy ✓

Library Redevelopment Business Plan ✓

Recordkeeping Plan ✓

State Documents

Active Living for All 2012-16 ✓

Integrated Planning and Reporting Framework and Guidelines 2016 ✓ ✓ ✓ ✓ ✓

Leeuwin Naturaliste Ridge Statement of Planning Policy 1998 ✓

Liveable Neighbourhoods 2015 ✓

Regional Centres Development Plan (SuperTowns) Framework 2015 ✓ ✓

SD5: Strategic Directions for the WA Sport and Recreation Industry 2016-20

✓

South West Action Statement 2010 ✓

South West Regional Plan 2013-18 ✓

Southwest Regional Blueprint 2014 ✓

State Coastal Planning Policy 2006 ✓

State Library Framework Agreement 2010-15 ✓

State Planning Strategy 2050 ✓

WA Waste Strategy 2012 ✓


Business Units

Chief Executive's Office ✓ ✓ ✓

Governance and Marketing ✓ ✓

Directorate Corporate and Community Services ✓ ✓ ✓

Financial Services ✓ ✓

Customer Services ✓

Revenue ✓

Records ✓

Information and Communication Technology ✓

Human Resources ✓

Caravan Parks ✓ ✓

Community Planning and Development ✓ ✓ ✓

Community and Emergency Services ✓ ✓

Sport and Recreation Services ✓ ✓

Library Services ✓ ✓

Directorate Sustainable Development ✓ ✓ ✓

Planning Services ✓ ✓ ✓

Building Services ✓

Environmental Health and Events ✓ ✓ ✓

Waste Services ✓ ✓

Rangers ✓

Directorate Infrastructure Services ✓ ✓ ✓

Asset Services ✓ ✓ ✓

Landcare and Environmental Services ✓ ✓

Building and Maintenance Services ✓ ✓

Works Administration ✓

Construction ✓ ✓

Operations ✓ ✓ ✓ ✓

Survey and Design ✓

Workshop ✓

Document and version control table

Authority of original issue Council

Date of original issue 9 August 2017 (OM2017/196)

Contact officer Community and Corporate Planner

Document No. AM1088

Shire of Augusta Margaret RiverMain Administration Office41 Wallcliffe Road (PO Box 61)Margaret River WA 6285

P: 08 9780 5255F: 08 9757 2512Office Hours: Mon to Fri, 9am – 4pmPhone Enquiries: 8am – 4.30pm

Augusta Administration Office66 Allnutt TerraceAugusta WA 6290

P: 08 9780 5660F: 08 9758 0033Office Hours: Mon to Fri, 9am – 4pm(Closes for lunch 12pm – 1pm)Phone Enquiries: 8am – 4.30pm

[email protected]

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

• TTY users phone 133 677 then ask for 08 9780 5255

• Speak and Listen users phone 1300 555 727 then ask for 08 9780 5255

• Internet relay users connect to the NRS (www.relayservice.com.au) then ask for 08 9780 5255