Corporate Services Directorate Annual Budget 2004-2005...2005-2006 Financial Year in Review ... 15 Year Financial Plan Forward Analysis.26 ... • Services for special groups in the

City of Armadale Community Services Directorate Draft Annual Budget 2006-2007

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Community Services Directorate Annual Budget 2006-2007

Table of Contents

Directorate Overview............................................................................................................... 3

Our Vision ................................................................................................................................ 4

Department Summaries .......................................................................................................... 5

o Community Development .......................................................................................... 5

o Library & Heritage Services ...................................................................................... 6

o Ranger & Emergency Services ................................................................................. 7

o Recreation Services & Events................................................................................... 8

2005-2006 Financial Year in Review ...................................................................................... 9

Directorate Strategic Direction ............................................................................................ 20

Key Issues in 2006-2007 ....................................................................................................... 21

Key Success Factors ............................................................................................................ 22

Directorate Resources .......................................................................................................... 23

Table 1 - Directorate Strategic Proposals – 15 Year Financial Forward Plan ................. 25

Table 1 – Directorate Strategic Proposals – 15 Year Financial Plan Forward Analysis. 26

Table 2 – Directorate Funding Allocations for 2006-2007 ................................................. 27

Table 2 – Directorate Funding Allocations for 2006-2007 – Analysis .............................. 28

Table 3 - Directorate Funding Allocation for 2006-2007 – Additional Information ......... 29

Unfunded Proposals – Community Services Directorate ................................................. 31

Summary and Recommendation ......................................................................................... 36

Appendix 1 – Community Services Directorate Fees and Charges 2006-2007............... 37

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Directorate Overview

The Community Services Directorate reports to the Community Services Committee of Council. The

Directorate, under the direction and control of the Community Services Committee, is responsible for

delivering and managing the following Council Services:

• Community Development

• Ranger Services

• Fire and Emergency Services

• Recreation and Leisure Services

• Cultural & Community Events

• Library Services

• Heritage & Visitor Centre Services

• Community Services Administration

The Directorate operates from a number of sites including the City Administration Centre (temporary

building), History House Museum, Bert Tyler Vintage Machinery Museum, Birtwhistle Local Studies

Library, Armadale Visitor Centre, Armadale Aquatic Centre, City Pound and Libraries at Armadale,

Westfield and Kelmscott. In partnership with the Police and Citizens Youth Club (PCYC) it is also

responsible for the Armadale Arena and in conjunction with Fire and Emergency Services Authority

(FESA) it manages and supports two Volunteer Bush Fire Brigades in Roleystone and Bedfordale and

an SES unit in Westfield.

The Directorate is responsible for, and involved in, the planning, development, support and delivery of

services and facilities to the community across a wide range of target groups including youth, seniors,

indigenous and people with disabilities. In addition to its core services (Libraries, Rangers) it is also

responsible for other areas of community importance including recreation, safety, museums and local

studies, facility bookings, art and culture, community events, facility and community service planning,

tourism and Council assistance.

In the last 12 months there has been a focus on developing the capacity to work in closer partnership

with the other Directorates of the City and external organisations, both Government and Community

based, and this will continue in 2006 - 2007.

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Our Vision

Our vision for the Armadale Community guides our service delivery and is expressed as follows:

The Community Services Directorate will take a leadership role in working with Council, other

Directorates, the community and external agencies to:

• foster community spirit, pride in the city and a sense of belonging;

• engender an appreciation of the City’s history and heritage;

• encourage community members to work together and share responsibilities for the City;

• create a safe, happy, healthy and united community;

• develop Armadale as a dynamic, prosperous place of opportunity;

• assist the community to share its local assets and events with visitors and tourists;

• ensure the community has confidence in the Community Services provided by Council and

other organisations within the City; and

• gain recognition state-wide for the quality of Community Services available in the City of

Armadale.

In working towards these objectives, the Departments within the Community Services Directorate will

focus on:

• making a difference for the people of the City of Armadale;

• targeting the needs and priorities of the community and ensuring services are relevant to

these;

• achieving quality in all our services and activities;

• developing and promoting a community oriented culture within the City and Council; and

• working in partnership with community members and other organisations to;

- achieve a coordinated, cohesive approach to the delivery of Community

Services;

- gain maximum benefit form all available resources and expertise; and

- play a key role in cooperative state-wide networks, which position the City of

Armadale to be at the forefront of Community Service delivery.

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Department Summaries

Community Development

Strategic Objectives

• Facilitate a wide range of social and cultural experiences for the City.

• Encourage community participation and responsibility, to foster ownership, pride and a supportive

and caring community.

• Have in place the range of services to enhance the wellbeing and safety of the community.

• To achieve a dialogue with the community in order to have a clear understanding of their needs

and expectations.

• To ensure all our communication is readily understood by the target market.

Operational Objectives

• Community Planning for community services, activities and facilities in partnership with the Community, Government and Non-Government agencies

• Community Support for individuals/organisations in providing and developing services and activities.

• Project Development of specific projects that result from Community Planning.

• Community Service Delivery using State and Federal Grant Funds.

The Community Development Team works with the principle that to ‘truly make a difference’, our

approach is to work in close partnership with the community, Council, other Directorates and external

agencies so that the needs and priorities of the community are met using strategies that are relevant,

appropriate and sustainable. The Community Development Team comprises of six permanent officers

including a Manager, Co-ordinator, two Community Development Officers, Administration Officer and

Administration trainee. In addition there are three contract positions funded in partnership with Council

through the successful acquisition of grant funds including a Community Development Officer

(Seniors/Disabilities) - contract till June 2006, a Volunteer Resource Service Co-ordinator – contract till

December 2006 and a Children’s Indigenous Service Coordinator (Koorlungah Mia) - contract till

December 2006.

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Library & Heritage Services

Strategic Objective:

• To support the City of Armadale by providing a free, equitable, professional, and friendly library

and heritage services which enhances access to information and knowledge and also enriches the

leisure activities and lifestyle of our community.

Operational Objectives:

• To develop libraries as a social meeting place and a hub of the community;

• To provide a showcase of community life and local history; and

• To create strong links to other information providers and the wider world of information.

Core Activities/Services Offered;

• Provide reference and information services, including community information services and

community awareness.

• Acquire, catalogue and lend resources to individuals.

• Provide extension services to specific groups.

• Provide displays, promotions, special events and education sessions.

• Facilitate the recognition and protection of our history and heritage.

• Encourage the development and liaison of tourism services within the City.

In addition to the traditional services that libraries and museums are engaged in (e.g. loan of stock,

information gathering and preservation of information in any format), other services we provide

include:

• Museum and library based activities for schools and children’s holiday programs.

• Preserving and growing the Local Studies Library collection.

• Distribution of information for Council, State Government and Federal Government e.g. Armadale

Library is involved in the Library Extension Program organised by the Bureau of Statistics.

• Displays.

• Publishing of various brochures.

• Establishment of a Corporate Library.

• Services for special groups in the community e.g. World of Words Multicultural Group, Books-on-

Wheels for Seniors and homebound, Family Reading Centre, and Better Beginnings for Children.

There are three libraries – Armadale, Kelmscott and Westfield with 17 staff (FTE) and Library

Administration has 2.5 staff. The Birtwhistle Local Studies Library is managed by a part time

Historian/Local Studies Librarian and both History House Museum located at Minnawarra Park and the

Bert Tyler Vintage Machinery Museum on Jull Street is managed by the City’s Museum Curator (part

time). The Armadale Visitor & Information Centre is managed by the Centre Coordinator.

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Ranger & Emergency Services

Strategic Objective:

• To have in place a range of services to enhance the well being and safety of the community.

Operational Objective:

• To foster and maintain a safe community, where members respect each other’s rights and live in

cohesion.

Ranger Services are responsible for the provision and maintenance of regulatory and other services to

the Armadale community, and liaises with State Government agencies such as the Western Australian

Police Service (WAPOL), Department of Transport & Regional Services (DOTARS), Department of

Conservation & Land Management (CALM), Fire and Emergency Services Authority (FESA) Fire &

Rescue Service (F&RS) and FESA Bush Fire Service (BFS). Ranger Service also interacts closely

with Environmental Health, Building, Planning Waste Management, Recreation, Community

Development, Administration and Finance. Rangers provide a wider public relations role on behalf of

the City in managing the response to community requests for service. They educate, mediate,

maintain standards and enforce legislation in relation to Animal control, Litter, Fire Prevention,

Parking, and Off Road Vehicles. They also follow up complaints and collect evidence for prosecution

of offenders and attend court. The Manager Ranger Services, in conjunction with Rangers,

coordinates Fire and Emergency Management procedures and practices, in conjunction with Hazard

Management Agencies (HMA) to ensure that optimum delivery of district and regional standards of

prevention, preparedness, response to and recovery from specific hazards are undertaken.

Core Activities/Services Offered:

• Patrols of reserves and public places, impounding stray or nuisance dogs and livestock

• Maintaining of animal impounding facilities which provides for the adequate welfare of impounded

dogs or livestock

• Patrols of thoroughfares, removing impediments to safe vehicle and pedestrian traffic caused by

unlawfully parked vehicles or other unauthorized obstructions

• Patrols of recreation areas and other public places to control unauthorized use of off-road

vehicles, the disposal of litter and abandoned vehicles

• Promotion of public awareness of the need to adopt responsible practices relating to the lighting of

fires, reduction of fire hazards and the discharging of large quantities smoke into the atmosphere

• Provision of prompt and effective response to all requests for assistance.

Ranger Services currently have 7.5 Full Time Equivalent staff, consisting of a Manager Ranger &

Emergency Services, a Senior Ranger, 4 Rangers, an Administrative Officer and a part time Clerical

Officer.

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Recreation Services & Events Strategic Objective

• To enhance the health and well being of the City’s residents by providing and facilitating a diverse

range of recreation activities that are relevant to the needs of the local community.

Operational Objectives

• To provide and/or facilitate a wider range of recreational, social and cultural experiences which are

relevant to the needs of the local community.

• To efficiently manage Council’s recreation facilities and programs in order to maximise their

benefit to the community.

• To plan for the provision of new and/or upgraded facilities and programs where there is a

demonstrated need.

• To maximise external funding for recreation facilities, events and programs in order to reduce their

cost to Council and the community.

• To identify and respond to cultural needs in our community, and continue to work in partnership

with the community to provide a high quality program of cultural events.

A key role of Recreation Services is to assess the recreation and cultural needs of the community, and

to identify priorities for the provision and improvement of facilities and services. Officers assist Council

to establish recreation and cultural policies that reflect the priorities of Council and the community.

Recreation Services aim to maximise external funding for recreation facilities and services in order to

minimise their cost to Council and the community. Achieving optimum use of current facilities through

marketing and management strategies is another key priority. The service works in partnership with

local community sporting groups to assist and encourage residents of the City to participate in healthy

and constructive recreation activities. It is currently responsible for managing the Armadale Aquatic

Centre and provides a supporting role in the management of Armadale Arena. An important role is to

work in partnership with the community to provide a diverse and entertaining program of cultural

events for both local residents and visitors to the City.

Core Activities / Services Offered

• Cultural events • Facility management and bookings

• Community consultation and liaison • Needs Assessment & Recreation Planning

• Obtaining grants and sponsorship • Marketing of facilities and programs

• Professional advice and support to community and sporting groups

• Maintaining contacts and linking people to recreation opportunities in the community

Recreation Services has 5 Full Time staff, a 0.5 FTE Bookings Officer and a number of seasonal and

casual Aquatic Centre staff. Staff are based at the City’s Administration Centre and Armadale Aquatic

Centre, and work closely with Community Development staff on a number of initiatives.

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2005-2006 Financial Year in Review

In 2005-2006 there were a number of successful services, programmes and activities provided by the

Directorate for the community, many with the assistance of grant funds. It is anticipated that some

specific activities / expenditures will “roll over” into the 2006-2007 financial year and so it is intended,

subject to the corporate year-end position and other unfunded corporate projects, to carry over unused

funds / grants in order to maintain and/or finalise those services/activities. Examples of such carry

forwards include;

• Grant Funded Services/Projects

• Volunteer Resource Service

• Aboriginal Family Support Service/Indigenous Children’s Service

• Aquatic Centre capital expenditures

Backwash facilities

Facility fencing

• Hydrant Program

• Emergency Services Levy

Throughout the year each Department has been actively working with the community to achieve their

strategic and operational objectives and in doing so support the City’s vision of creating a caring and vibrant City, rich in history, heritage and lifestyle. As part of this ongoing work the Directorate has been involved in the following activities.

Rangers

The primary focus of Ranger Services is managing the response to the community for requests for

service. This has increased over the last 5 years commensurate with the population growth and the

general requirement for Ranger Services to enforce a number of Acts of Parliament and other Local

Laws relating to Local Government operations and jurisdiction. It is estimated that approximately 70%

of Rangers time is deployed in these activities with the remaining 30% allocated to matters of a more

administrative nature including School Education Programs, School Parking, Pound Duties, Courier

Deliveries and Court Actions. This latter aspect is an increasing area of resource allocation, as part of

a general trend towards increased litigation in our society and an increasing number of issues are

being referred to the courts for determination. This is becoming a resource hungry responsibility with

the individual Ranger being required to be fully conversant with the issues and associated legalities of

the case being contended.

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The following summary taken from the monthly Ranger Services Statistics Reports demonstrates that

the City of Armadale Ranger Service has a high number of reactive issues and covers the second

largest physical area in the Southern Metropolitan region. The statistics relate to the period of 1 July to

30 April for the 2005-2006 year as well as including the previous two years of comparative data:

Comparative Statistics - Ranger Service - 2003 to 2006The following statistics relate to the period 1 July to 30 April of each Financial Year

ComparisonDOGS 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Wandering 837 462 399 Up 110%Dogs for Pick Up 288 304 180 Up 60%Barking 244 236 213 Up 15%Attacks 167 138 89 Up 88%Lost & Found 763 592 498 Up 53%General Information 93 93 84 Up 11%Total 2392 1825 1463 Up 63%Office Phone Enquiries 1329 1072 1236 Up 8%

ComparisonPARKING / VEHICLES 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06General Parking 123 150 112 Up 10%Trucks 35 41 34 sameSchool Parking 25 36 21 sameAbandoned Vehicles 145 97 103 Up 41%Off Road Vehicles 111 76 47 Up 136%Total 439 400 317 Up 38%Office Phone Enquiries 109 132 115 same

ComparisonLIVESTOCK 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Lost & Found 11 22 31 Down 180%General 100 81 39 Up 156%Total 111 103 70 Up 59%Office Phone Enquiries 30 50 44 Down 46%

ComparisonLITTER 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06General Information 0 8 3 samePrivate Property 12 20 6 Up 100%Roadside / Reserve 39 34 23 Up 70%Verge 25 30 25 sameTotal 76 92 57 Up 33%Office Phone Enquiries 10 14 14 same

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ComparisonFIRE 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Burning Off / General Information

42 47 24 Up 75%

Firebreak / Hazard 137 109 87 Up 57%Total 179 156 111 Up 61%Office Phone Enquiries 454 529 609 Down 34%

ComparisonGENERAL 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06General Information 44 55 57Total 44 55 57 Down 30%Office Phone Enquiries - Cats

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Office Phone Enquiries - General

199 225 211 Up 56%

ComparisonTOTAL 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Total Reports / Complaints 3241 2631 2075 Up 56%Total Office Phone Enquiries 2261 2022 2229 same

ComparisonWARNINGS 2005/2006 2004/2005 2004/2005 between

2003/04-2005/06Dogs 161 184 227 Down 41%Parking 118 118 178 Down 51%Off Road Vehicles 2 0 3 sameLitter 14 5 5 Up 180%Fire & Fire Orders 55 124 219 Down 298%Other 0 6 4 sameTotal 350 437 636 Down 82%

ComparisonINFRINGEMENTS 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Dogs 309 311 279 Up 11%Parking 293 445 294 sameOff Road Vehicles 3 0 3 sameLitter 22 22 4 Up 450%Fire 48 65 68 Down 42%Total 675 843 648 Up 4%NUMBER WITHDRAWN 92 82 N/ANumber Paid 458 N/A N/A

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ComparisonIMPOUNDED DOGS 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Claimed 296 314 312Sold 37 32 44Destroyed 155 126 166Vet / Rescue 60 92 86Stolen 0 0 0Total 548 564 608 Down 11%

ComparisonIMPOUNDED VEHICLES 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Vehicles 49 37 49 sameMotor Cycles 1 4 0 sameTotal 50 41 49 same

ComparisonIMPOUNDED LIVESTOCK 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Sheep 4 16 2Horses 1 3 3Cows 3 0 0Goats 5 3 0Pigs 0 0 1Deer 0 0 0Other 0 0 0Total 13 22 6 Up 226%

ComparisonCOURT PROSECUTIONS 2005/2006 2004/2005 2003/2004 between

2003/04-2005/06Dog 44 39 46Fire 0 0 1Parking 1 0 2Litter 0 0 0Off Road Vehicles 0 0 0Total 45 39 49 sameNo. of Guilty Verdicts 45 36 43 same

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Libraries The engagement of a Consultant and the resulting Strategic Directions for Library Services – Study

and Report that sets the direction for library services for the next 10 years was a major achievement

by the Library Department.

The libraries enhance their service with reading and writing groups, storytelling sessions, a World of

Words multicultural group, a year one membership drive program, baby rhyme times, numerous other

groups as well as community information talks and sessions. These collectively make the libraries a

central hub of community life.

An invitation from the Association for the Blind to be one of two WA library services participating in a

“Books in the Sky” national trial to make audio books more readily available to vision impaired people

is ongoing and proving to be very successful.

Ongoing “core” business will result in the following achievements by year end:

25,000 enrolled library members

500,000 items being borrowed from the libraries

270,000 visits to the libraries

24,000 reference enquiries being answered by staff

148,000 enquiries answered from the public access computers

Heritage

The 175th anniversary of Kelmscott Township and the centenary of Bedfordale were two of the major

highlights of the year. A Preservation Survey of the Birtwistle Local Study Library holdings was

achieved through grant funds.

Just over 2,000 people will visit the History House Museum and Birtwistle Local Studies

Library collectively by the end of the financial year.

The ongoing contribution of many volunteer hours, some 2,000 by year end, was also

recognised at a number of volunteer functions throughout the year.

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Visitor Servicing

The appointment of a Visitor Centre Coordinator as part of the City taking responsibility for the

management and ongoing operational control of the Armadale Visitor Centre, was a major

achievement during the year. Some major physical changes to the internal layout of the Visitor Centre

were also made. This brings the Centre closer to achieving the Level 1 status afforded it by Tourism

WA.

Library Grants

• Children’s Book Council of WA Children’s Book Week Grant $1,485

• National Library

Preservation Survey $2,860

• Department of Education & Training Finding My Place program for at risk youth $3,300

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The Community Development Team, in their daily operations, are responsible for supporting and

facilitating associated activities of the Aboriginal and Torres Strait Islander Advisory Committee,

Disability Advisory Committee, Seniors Interest Advisory Committee, Community Safety Advisory

Committee and the Youth Advisory Committee. The associated activities have included the

development of the Seniors Plan, Community Safety Plan and the Disability Access and Inclusion Plan

and events such as NAIDOC celebrations, the Youth Careers Expo and the planning for a Youth

Precinct which may include a Skate Park.

In providing community support and professional advice to community groups and individuals, an

estimate has been that the Community Development Team receive approximately 40 to 50 enquires

and requests for assistance per week for advocacy and advice regarding community activities,

development of projects, funding requirements and venue negotiations. Officers are often requested

to attend meetings and provide representation on committees, which has necessitated prioritizing

because of demand. The officers regularly attend networks with government and non-government

agencies including Centrelink, Department for Community Development, Youth Service Providers,

Seniors Groups, Volunteer Networks and Community Based organisations. A close working

relationship with the Armadale Redevelopment Authority has also developed in particular with projects

such as the Youth Precinct Study and venues for community organisations.

The Department actively assists organisations with writing grant applications and is responsible for

implementing the City’s Requests for Assistance Policy which includes Donations, the Community

Grants Program and Annual Contributions. A total of $66,508 was distributed in 2005–2006.

The Department manages the Armadale Volunteer Resource Service (AVRS) using a combination of

State Government grant and Municipal funds. The Service is instrumental in providing information,

links and networks between volunteers and agencies and plays a major role in assisting with

Centrelink clients and their mutual obligation requirements. Lobbying for additional funding for this

purpose continues to be a priority for the Service. Since its establishment in 2003, the AVRS has

seen over 600 individuals looking for volunteer opportunities and has 95 agencies registered who are

seeking volunteers. The coming year will see the partnership with the City of Gosnells complete and

the appointment of two additional part time workers to expand the Service and cater for both Cities.

A change in Federal Government Funding has seen a change in direction for the Aboriginal Family

Support Service (AFSS) to transition to an Indigenous Children’s Programme. The transition will

require a complete new approach to the provision of activities and support for Aboriginal children and

their families. In effect, the AFSS has ceased to exist and a new service entitled Koorlungah Mia

(Children’s Place) is being developed.

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The AFSS was an innovative and effective model for social service delivery to the Indigenous

community. Its unique ability to network and work in partnership with local agencies and service

providers had increased access by the indigenous community in areas of housing, health, children’s

services, employment, family support and domestic violence. It played an influential part in the

development of cultural awareness and was had a key role in building leadership and capacity within

the local indigenous community. Its loss will provide a gap in community service for Aboriginal people

and it will be a challenge for the Community Development Department to discuss with key agencies

the best strategies for meeting that gap.

The Ready for Life Project reached the end of its funded period in 2005 – 06 year and was successful

in providing Leadership training to over 44 of our Seniors who then went on to develop their own

activities and projects, including the Water Walkers, Life ball, Armadale Women’s Lifestyle Centre for

over 50’s and the Armadale Mall Walkers. The programs and activities developed through the project

have proven to be self-sustaining and the Community Development Department will continue to

support them to ensure their long term viability. The Ready for Life Project also initiated Community

Forums on a variety of subjects including aged pensions, safety, marketing for community groups, and

working with the media. These forums were attended by more than 500 individuals. The Seniors

Directory was produced in 2005 as part of the Information Strategy of Ready for Life and has been

well received.

The Community Development Department continues to be involved with social planning and

community infrastructure and an analysis of the process involved in the place planning of Forrestdale

and Roleystone will enable the Department to consider the most effective way of using this information

to inform future planning and service provision in new growth areas, in addition to considering existing

and changing needs from within the City’s current residential communities.

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Recreation

Recreation Services has a small team of 5 full time staff as well as approximately 30 seasonal and

casual aquatic centre staff. Staff are involved in a diverse range of projects and programs related to

the strategic goal of creating a more active and healthy community. Some of the highlights for the

year have included:

The City’s award winning Cultural Events program is widely recognised for its quality and

diversity and attracted approximately 80,000 local residents and visitors. All events ran

smoothly and form an important part of Council’s marketing and public relations strategy.

The Spring Bushwalks program was again a great success and attracted good attendances.

Approximately 25% of attendees came from outside the City.

The service attracted $148,000 in grants and sponsorship for a range projects and events.

Although attendances at Armadale Aquatic Centre were down on the previous year due to

cooler weather conditions, over 148,000 patrons enjoyed the facilities and services available

at the Centre during the season.

Implementation of the redevelopment of the former pool site at Rushton Park was largely

completed during the year and provides a high quality passive recreation facility for the

community to enjoy.

Lighting upgrade projects at Frye Park, Cross Park and Rushton Park tennis courts are

scheduled for completion by the end of the financial year. Each of these projects was partly

funded by CSRFF grants from the Department of Sport and Recreation.

Ongoing service delivery involves developing partnerships and providing support to approximately 300

community and sporting groups that offer recreation activities in the City, along with maintaining

efficient and effective management of Council’s recreation facilities, cultural events and programs.

The major priorities for the Recreation Service in 2006/07 will be to complete the implementation of

the City’s Recreation Strategic Plan (aside from those strategies that are yet to be funded) and

commence planning for the next 3-5 year period. Other strategic priorities will include progressing the

provision of an indoor aquatic facility within the City and reviewing the management model for

Armadale Arena.

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Grants – 2005-2006

During 2005-2006 the Directorate was successful with the following grants:

Programme DetailsRevenue $ Purpose/Reason

Fire and Emergency Services Association (FESA) $114,474Emergency Services Levy

Childrens Book Council of WA $1,485Westfield Library

Federal Community Grant National Library $2,860Museum

Dept. of Education and Training $3,300Finding My Place Program (Libraries)

Dept of Local Government $50,000OMCF - Rushton Park

Dept. of Transport and Regional Development $40,909Rushton Park

Community Arts Network of WA $5,000Rushton Park

State Revenue Dept. $3,000Aquatic Centre

Grand Cinema – Sponsorship $10,000Australia Day/Concerts in the Park

Lotterywest $36,817Armadale Community Conference, Ready for Life Program

Cleanaway - Sponsorship $2,800Minnawarra Festival

Office of Crime Prevention $21,200Community Safety Plan

Dept. of Family and Children Services $105,909AFSS/Indigenous Children's Program

Council on the Aging $465We'll Get You There Soon Program

Department of Community Development $22,250Volunteer Resource Service

WA Music Industry $1,000Rammpaage Grant (Rock'n'Dale)

Total $421,469

Grants 2005/06

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In addition to the above comments, the following summary also lists some of the existing and/or new

initiatives which occurred during the 2005-2006 financial year and, with Council support, have added

to and built upon the range of existing services / programmes provided within the City:

• Completion of the development of the Disability Access and Inclusion Plan 2005 – 2009

• Completion of the development of the Seniors Plan 2005 – 2010

• Completion of the Community Safety Plan 2005 – 2010 in partnership with the State Government

(Office of Crime Prevention)

• The inaugural Armadale Community Conference - Active Attitudes in Armadale

• Development of Volunteer Resource Service Partnership with the City of Gosnells

• Development of a Business Plan for the Aboriginal Interpretive and Enterprise Centre

• Initiation of the Roleystone Revitalisation Precinct Plan

• Initiation of a Youth Needs Analysis and Youth Precinct Study

• Review and Transition of the Aboriginal Family Support Service according to new Funding

Objectives

• Initiation of Forrestdale Place Plan

• Community Days in Forestdale, Kelmscott, Seville Grove and West Armadale

• Management of the bookings system for Council’s recreation facilities

• Community Services Directory

• Community Grants Programme

• Negotiated successful outcomes with local sporting clubs in financial difficulties

• Commencement of the digitisation of the City’s historic photographic collection

• Ongoing “Ready for Life” Seniors Projects

• Initiation of Community Facilities Review

Ongoing support for the Armadale PCYC

Ongoing redevelopment of the former Kelmscott pool site at Rushton Park

Preparation for the introduction of the Australian Veterinary Association PetPEP Community

Relations Support Program

Development of the Araluen Valley Emergency Fire Response Plan 2006

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Directorate Strategic Direction

As with the other Directorates and Committees of Council, the primary references for formulating and

presenting this Draft Budget have been the City’s Strategic Plan 2005 – 2009, in terms of the

strategies and objectives to be achieved and the 15 Year Forward Financial Plan estimates in terms of

the funds allocated to the Directorate to provide the programmes and services commensurate to

achieving the objectives. The format of the financial documentation is consistent with previous

reporting and is aligned with the City’s Strategic Plan i.e. “Steps to the Future”. Councillor workshops

held on 21 February, 15 March and 21 March 2006 and outcomes from the City Strategy Committee

Meeting held on 10 April and 8 May 2006 relating to the City’s Strategic and Forward Financial plans

have resolved the strategic context of the budget.

From this assessment it is clear that there is limited scope for other additional activities/development

beyond those proposed in the plan. 2006-2007 now forms the base year for a future 15 Year

Financial Plan and as such the activities contained within it are funded. It is to be noted that the

majority of the proposals listed in the following Tables have been the subject of prior reports to

Committee and Council with the resolution of Council being in most instances, to list the proposal for

consideration and inclusion in the Draft Budget.

Looking Forward – the City in Context The next few years for the City of Armadale promises to be both busy and exciting as a number of

projects gain momentum and or commence. On a number of fronts there is now activity within the City

and this includes:

• City of Armadale Town Planning Scheme 4

• Armadale Alive 2005

• Future residential land releases and housing developments

• New communities in North Forrestdale and Brookdale

• Champion Lakes International Rowing Course and White Water Park

• Aboriginal Interpretive Centre at Champion Lakes

• CBD and District Shopping Centre Redevelopments

• Kelmscott Enquiry by Design and CBD redevelopment

• The establishment of an Australian Technical College

• Rail Station relocation and enhancement, including CBD road networks and structure planning

• Local Area Education Planning incorporating a CBD Centre of Learning

• Tonkin Highway extension to Thomas Road

• Forrestdale Business Park

• A range of Community Plans (including youth, seniors, disabilities, recreation, library services,

safety, indigenous, community development, infrastructure & facility planning)

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Key Issues in 2006-2007

Looking Forward – Community Services

With the above as the backdrop, the next few years for the City’s Community Services look equally

exciting and busy. A number of successful services will continue, including the Indigenous Children’s

Program, whilst there will also be additional future challenges. In the next 5 years we will continue to

improve our service standards, quality and community focus.

As is evident from the City’s Strategic Plan, Plan for the Future and 15 Year Forward Financial Plan

there will also be a number of key strategic projects that will dominate some of our core activities

including:

• Planning for the future provision of an enclosed Aquatic Centre

• Relocation of the Armadale Library to the proposed Centre of Learning in the Armadale CBD

• New Community and recreation Facilities in North Forrestdale and Brookdale

• The development of Champion Lakes as a Regional Recreation Facility

• Provision of a successful Cultural Events Program

• Planning for a new Library facility in Kelmscott

• Redevelopment of Rushton Park; and

• Additional staffing resources to cope with the increased workloads, population and community

needs/expectations.

Within each Department we will also focus on:

Indigenous Social Service Delivery

CBD Jull St Mall Safety Project (CBD Connect)

Development of Graffiti Policy

Community Facility Review and Future Planning

Implementation of Roleystone Revitalisation Plan

Community Forums

Youth Art Projects

Review of Place Planning Process

Grey Light Disco

Careers Expo

Advisory Committee Induction and Information

Services for Seniors Gap Analysis

Development of Disability Network Forum – ‘DNet’

Development of both a Community Consultation and Arts Policy

22


Implement, monitor and maintain our Community Plans

Complete the redevelopment of the former pool site at Rushton Park

Investigation of partnerships and further funding for Indigenous projects and plans

Map existing and proposed Community Services and Facilities

Implementation and review of the Recreation Strategic Plan

Review of the City of Armadale Urban Animal Management Plan

Development of a Physical Activity Plan for the City

Review of City of Armadale Local Laws Relating to both Parking and Dogs

Review and upgrade District Fire Management Plans In conjunction with Local Volunteer Bush

Fire Brigades and FESA

Administration of Armadale Visitor Centre Provide ongoing support to the PCYC to ensure the success of the partnership at the Armadale

Arena

• Prepare and implement Business and Marketing Plans for Armadale Aquatic Centre

• Review the Community Services Directorate Fees and Charges and implement new fee schedule

and review all fees as part of the 2006-07 budget process

• Building the capacity of local clubs and community groups

• Review the sponsorship and grants strategy to identify opportunities for attracting additional

funding for Council facilities, events and programs

• Present an interesting and diverse program of cultural events for local residents and visitors to the

City

Key Success Factors

Ongoing provision of services (i.e. Libraries/Rangers/Recreation) with an emphasis on maintaining

and enhancing quality of service

Solid foundation of understanding community ‘needs’

Acceptance of Community Services staff and activities by external community based organisations

and willingness to participate in partnership arrangements i.e. Police and Citizens Youth Club

partnership at the Armadale Arena

Cooperative cross-Directorate approach to project development.

Recognition by Federal and State Government Agencies of the City of Armadale as a leader,

planner and facilitator of community support services at the local level.

23


Directorate Resources

The Community Services Directorate is primarily a service provider and therefore it follows that the

single largest expense for the Directorate is that of its staff resources. The staff resource costs for the

2006-2007 year inclusive of salary, superannuation and workers compensation costs are estimated at

$3.1m. Expressed as a percentage of total gross Directorate expenditure, it represents approximately

65% for the 2006-2007 financial year.

The staff establishment numbers for the Directorate are as follows:

Directorate Area 2003-2004 2004-2005 2005-2006 2006-2007

Community Development * 5 5 5 5

Ranger & Emergency Services 7.5 7.5 7.5 7.5

Recreation ** 2 2.5 3.5 3.5

Events 1 1 1 1

Aquatic Services 1 1 1 1

Library Services 19.5 19.5 19.5 19.5

Heritage, Museum & Local Studies ** 1 1 1.6 1.6

Visitor Centre 1 1 1 1

Administration 1.5 1.5 2.5 2.5

Total

39.5 40 42.6 42.6 Notes: * the above figures do not include grant-funded positions of which there are (2) in the Community Development Department for 2006-2007 (Indigenous Children’s Service Coordinator and Volunteer Resource Service Coordinator). ** In 2005/06 Council determined through the budget process to increase/vary the resources applied within the Museum and Local Studies area as well as supporting the use of project and grant funds to extend the Community Development Officer (Seniors/Disabilities). In addition Council approved the appointment a Recreation Officer.

24


Directorate Strategic Proposals and Funding Allocations for 2005-2006 The following tables detail the information previously provided to Council in relation to the 15 Year

Forward Financial Plan as it relates to the Community Services Directorate.

_________________________________________________

Table 1 - Directorate Strategic Proposals – 15 Year Financial Forward Plan Page 25

lists those Strategic Proposals as recommended by the City Strategy

Committee and as resolved by Council over the next 15 years.

Table 2 - Directorate Funding Allocation for 2006-2007 Page 27 provides a more detailed summary of the 2006-2007 Directorate

Resources and Expenditures.

Table 3 - Directorate Funding Allocation for 2006-2007 – Additional Information Page 29

provides additional detailed information in relation to the 2006-2007

Directorate Budget.

Appendix 1 – Community Services Directorate Fees and Charges 2006-2007 Page 30/37 lists those fees and charges to be considered and endorsed as part of the

2006/07 budget process.

Where appropriate, the Council resolutions are quoted for ease of reference

and explanation in relation to specific proposals.

25


Table 1- Directorate Strategic Proposals – 15 Year Forward Financial Plan

Year 1 Year 2 Year 3 Year 4 Year 5 Yrs 1-5 Yrs 6-10 Yrs 11-15 15 YearParticulars 2006/07 2007/08 2008/09 2009/10 2010/11 Total

PLAN PLAN PLAN PLAN PLAN PLAN PLAN PLAN$ $ $ $ $ $ $ $ $

Strategic Steps to the Future

Step 3 - Building our CommunityCommunity Safety Programs and Projects 40,000 40,000 40,000 60,000 60,000 240,000 300,000 300,000 840,000

Aboriginal Interpretative Centre - Contribution 25,000 75,000 50,000 50,000 50,000 250,000 250,000 250,000 750,000

New Forrestdale Community Facility/Service - Contribution - 25,000 50,000 50,000 50,000 175,000 750,000 250,000 1,175,000

Armadale Library relocation - lease $300k pa & fitout of $800k - 100,000 1,000,000 300,000 300,000 1,700,000 1,500,000 1,500,000 4,700,000 Loan Borrowing for fit out of leased premises - - (800,000) - - (800,000) - - (800,000) Loan Repayments - 15 years at 8.5% 47,700 95,400 95,400 238,500 477,000 477,000 1,192,500 Annual operating/maintenance - - 30,000 30,000 30,000 90,000 150,000 150,000 390,000 Asset preservation - - - 80,000 80,000 160,000 400,000 400,000 960,000

Kelmscott Library Relocation - lease $60k pa & fitout of $100k 60,000 60,000 60,000 60,000 - 240,000 - - 240,000 Loan Borrowing for fitout of leased premises - - - - - - - - - Loan Repayments - 10 yrs at 8.5% 15,000 15,000 15,000 15,000 15,000 75,000 52,500 - 127,500 asset preservation - 10,000 10,000 10,000 10,000 40,000 50,000 50,000 140,000 Kelmscott Library - Further relocation in year 2010-11 rental - - - - 150,000 150,000 750,000 750,000 1,650,000 Fit-out costs - - - - 500,000 500,000 - - 500,000 loan borrowings - - - - (500,000) (500,000) - - (500,000) loan repayments - 15 yrs at 8.5% - - - - 30,000 30,000 300,000 300,000 630,000 Asset preservation - - - - 25,000 25,000 250,000 250,000 525,000 Annual operating/maintenance - - - - 20,000 20,000 100,000 100,000 220,000

sub total 140,000 325,000 502,700 750,400 915,400 2,633,500 5,329,500 4,777,000 12,740,000

Step 4 - Caring for our Built & Natural Form

Rushton Park Redevelopment - - - - - - - - - Loan Borrowing - - - - - - - - - POS Funding - - - - - - - - - CSRFF Grant - - - - - - - - - Loan Repayments - 10 yrs at 8.5% 48,200 48,200 48,200 48,200 48,200 241,000 191,300 - 432,300 Annual operating/maintenance 25,000 25,000 25,000 25,000 25,000 125,000 125,000 125,000 375,000 Asset preservation 25,000 25,000 25,000 25,000 25,000 125,000 125,000 125,000 375,000

Armadale Aquatic Centre Enclosure - - 3,700,000 - - 3,700,000 - - 3,700,000 Additional Operating Costs for all year round operations - - 125,000 250,000 250,000 625,000 1,250,000 1,250,000 3,125,000 Loan Borrowing - - (2,700,000) - - (2,700,000) - - (2,700,000) CSRFF Grant - - (1,000,000) - - (1,000,000) - - (1,000,000) Loan Repayments - 20 yrs at 8.5% - - 142,000 284,000 284,000 710,000 1,420,000 1,420,000 3,550,000 Asset preservation - - - 185,000 185,000 370,000 925,000 925,000 2,220,000

sub total 98,200 98,200 365,200 817,200 817,200 2,196,000 4,036,300 3,845,000 10,077,300

Total Cost of Strategic Initiatives 238,200 423,200 867,900 1,567,600 1,732,600 4,829,500 9,365,800 8,622,000 22,817,300

26


Table 1- Directorate Strategic Proposals - 15 Year Forward Financial Plan - Analysis Step 3 – Building Our Community

• Council endorsed its Community Safety Plan in 2004 and subsequently has entered into a

partnership with the State Government through the Office of Crime Prevention (OCP). A reviewed

and amended plan was endorsed by Council in 2005. As a consequence of the Plan there is a

need for resources to undertake priority projects related to community safety and for which some

matching funding from OCP will be forthcoming. The allocation of $40,000 per annum will enable

Council to address issues of community safety and allow the attraction of “matching funds” where

appropriate. The priority project for 2006-2007 will be the CBD Jull St Mall Safety Project (CBD

Connect).

• The provision of an Aboriginal Interpretive Centre is a condition of approval for the International

Rowing and White Water Development at Champion Lakes. Whilst the timing and funding of the

Centre are yet to be determined it is likely that the City will need to financially contribute to the

project in an ongoing way. A provisional allocation of $25,000 has been set aside from 2006-

2007.

• In recognition of the new residential developments proposed for North Forrestdale and Brookdale

it has been identified that a Council/Community Facility will be required and so provision of

$50,000 has been made from 2009-2010.

• Council has provided in principle support for the relocation of the Armadale Library to a proposed

Centre of Learning at the Armadale Rail Station in partnership with TAFE, Curtin University and

Education Department representatives. Provision has been made from 2007-2008 for this

relocation. The Canning District Education Office undertook a Local Area Education Plan in 2005

and, as part of the proposed model of education for the Armadale area the Centre of Learning in

the CBD, with a Regional Library as its hub, will form the core of the Plan.

Step 4 – Caring for our Built and Natural Form

• The closure of Kelmscott Pool has allowed for a significant redevelopment of the site at Rushton

Park and Council approved a concept plan for the staged redevelopment commencing in 2004.

Opportunities for contributing funds have been successfully explored and the staged

redevelopment has been ongoing during 2005/06 with a completion date set for June 2006.

• A Needs Assessment and Feasibility Study has been completed by the City in relation to the

provision of an all year, indoor, Aquatic Facility within the City. The completed study was

presented to Council in May 2005 and recognition has been made in the 15 Year Forward

Financial Plan for a significant redevelopment in 2008-2009. A future, larger, development

originally scheduled for 2015-2016 has been deferred. Figures include recognition of increased

operational costs and potential grant funding contributions.

27


Table 2 - Directorate Funding Allocations for 2006-2007 Community Services

05-06 06-07 05-06 06-07 05-06 06-07 05-06 06-07 05-06 06-07 05-06 06-07Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget

RevenueRates 0 0 0 0 0 0 0 0 0 0 0 0Operating Grants 0 0 (117,500) (70,280) 0 0 (142,400) (50,000) (16,900) (17,373) (276,800) (137,653)Capital Grants 0 0 0 0 0 0 0 0 (210,000) 0 (210,000) 0Contributions 0 0 0 0 (8,168) (5,301) 0 (6,800) (16,958) (27,263) (25,126) (39,364)Fees and Charges 0 0 (17,607) (1,042) (44,978) (82,544) (280,180) (286,029) (503,310) (532,734) (846,075) (902,349)Interest Earnings 0 0 0 0 0 0 0 0 0 0 0 0Profit 0 0 0 0 0 0 0 0 0 0 0 0Other Revenue 0 0 0 0 0 0 0 0 0 0 0 0

0 0 (135,107) (71,322) (53,146) (87,845) (422,580) (342,829) (747,168) (577,370) (1,358,001) (1,079,366)ExpenseEmployment 179,698 249,210 477,370 426,901 1,219,353 1,339,190 540,469 551,968 519,563 538,220 2,936,453 3,105,489Office 3,274 5,481 24,282 23,810 162,449 157,215 42,843 39,113 29,812 34,638 262,660 260,256Services 25,367 25,173 0 834 0 0 5,584 7,244 2,585 3,235 33,536 36,486Vehicles 6,133 6,361 20,000 12,244 4,479 8,857 55,098 43,597 4,310 10,167 90,020 81,226Facilities 0 0 0 0 0 0 13,565 9,324 0 0 13,565 9,324Projects / Works 0 0 16,400 0 0 0 150,922 52,100 0 0 167,322 52,100Loss 0 0 0 0 0 0 0 0 0 0 0 0Programs 1,000 1,042 182,065 321,640 180,064 202,963 74,653 95,972 627,457 650,293 1,065,239 1,271,911Interest Expense 0 0 0 0 0 0 0 0 0 0 0 0Depreciation 0 0 0 0 0 0 0 0 0 0 0 0Accounting 0 0 0 0 0 0 0 0 0 0 0 0

215,472 287,267 720,117 785,428 1,566,345 1,708,225 883,134 799,318 1,183,727 1,236,554 4,568,795 4,816,792Capital ExpenseLand and Buildings 0 0 0 0 0 0 0 0 0 0 0 0Plant and Machinery 0 0 0 0 0 0 0 0 0 0 0 0Equipment 0 573 0 0 0 28,682 0 14,851 0 0 0 44,106Roads 0 0 0 0 0 0 0 0 0 0 0 0Drainage 0 0 0 0 0 0 0 0 0 0 0 0Pathways 0 0 0 0 0 0 0 0 0 0 0 0Parks 0 0 0 0 0 0 0 0 0 0 0 0

0 573 0 0 0 28,682 0 14,851 0 0 0 44,106Non-Operating RevenueTransfer from Reserve 0 0 0 0 0 0 0 0 0 0 0 0Loan Proceeds 0 0 0 0 0 0 0 0 0 0 0 0SSL Principal Proceeds 0 0 0 0 0 0 0 0 0 0 0 0Sale Proceeds 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0Non-Operating ExpenseTransfer to Reserve 0 0 0 0 0 0 0 0 0 0 0 0Principal Repayments 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0

Total 215,472 287,840 585,010 714,106 1,513,199 1,649,062 460,554 471,340 436,559 659,184 3,210,794 3,781,532

Note: 05-06 Budget amounts do not include those amounts carried forward from the 04-05 Financial Year.

Recreation TotalCommunity Services Community Development Libraries and Heritage Rangers and Emergency

28


Table 2 - Directorate Funding Allocations for 2006-2007 - Analysis As can be seen from Table 2 the Directorate Budget has been broken down into the following

functional areas:

• Directorate Administration

• Community Development

• Libraries & Heritage (including Visitor Centre)

• Ranger & Emergency

• Recreation (including Events & Aquatic Services)

Operating and Non-Operating Revenues and Expenditures have been listed and summarised.

The overall position for the Directorate shows revenues totalling $1,108,621 and expenditures totalling

$4,831,643 leaving a net allocation of $3,781,532.

Table 3 has a more detailed breakdown of some of the larger figures contained within the “programs” area and these have been highlighted in the table.

29


Table 3 - Directorate Funding Allocations for 2006-2007 (Additional Information)

Programs Draft Programs DraftExpenditure 2006-07 Expenditure 2006-07

$K $K

Minnawarra Festival 50 Library Software & Technology 24Highland Gathering 42 Library Resources 48Australia Day 58 Lost/Damaged Books 23Concerts in the Park 16 Local Resources 7Carols by Candlelight 12 Homework Support 3Minnawarra Art Exhibition 23 Visitor Centre 20High School Art Award 10 Local History Projects 19Active in Armadale 12 Promotions 17Bush Walks 3 Conservation & Preservation 11Armadale Arena 100 Displays 5

Collections 13Total $326 Total $190

Programs Draft Programs DraftExpenditure 2006-07 Expenditure 2006-07

$K $K

Centre Operations 85 Animal Disposals/Control 20Swimming Pool Operations 86 Fire Control & Prevention Services 35Car Park & Grounds 20 Hydrant Program 13Kiosk Expenses 65 Impounded Vehicles 10Program Activities 27 Community Awareness Programs 2Plant/Machinery 11 Search Fees 3

Total $294 Total $83

Programs DraftExpenditure 2006-07

$K

Community Safety 41Council Assistance 10Community Activities 14Youth 31Seniors/Disabilities 14Indigenous 70Annual Contributions 82Volunteering 6Community Projects 37

Total $305

Recreation & Events Library Services

Aquatic Services Ranger Services


30


Appendix 1 – Community Services Directorate Schedule of Proposed Fees and Charges 2006-2007

Presented at Appendix 1 to this Report is the Proposed Schedule of Fees and Charges as relevant to

the operations and responsibilities of the Community Services Directorate to apply for the 2006-2007

year.

It is to be noted that some fees and charges cannot be varied by Council on account of being set in

accordance with Regulations – these are denoted in the Schedule with an asterisk.

For the majority of other fees and charges, an inflationary increase factor is proposed. This factor has

been applied having regard for:

• the requirements of *Section 6.17 of the Local Government Act 1995, and

• the fact that the primary cost driver is the cost of labour, which is proposed to be increased by

4.2%.

Council conducted a major review of its recreation fees and charges in June 2003 (C97/6/03) and

adopted a policy framework that provided a philosophical basis for the setting of fees and charges.

That policy has been applied to the recreation fees and charges listed in Appendix 1.

(The fee increases proposed are relatively modest and are unlikely to have a detrimental effect on the

usage of Council’s recreation facilities. In most cases the fee increases proposed are in the order of 3-

10% and in some categories no increases are recommended. The recommended fees aim to maintain

affordable access to Council’s recreation facilities whilst allowing Council to at least maintain its

current cost recovery ratios on its various recreation facilities. A review of Council’s Policy on

Recreation Fees & Charges will be undertaken and presented to the Community Services Committee

for consideration prior to the next annual review of Recreation Fees & Charges).

It is recommended that Council adopt the revised fee schedules for the City’s Community Services

Directorate as proposed in Appendix 1 Community Services Directorate Fees and Charges 2006-2007.

(*)6.17. Setting the level of fees and charges

(1) In determining the amount of a fee or charge for a service or for goods a local

government is required to take into consideration the following factors —

(a) the cost to the local government of providing the service or goods;

(b) the importance of the service or goods to the community; and

(c) the price at which the service or goods could be provided by an alternative provider.

31


Unfunded Proposals – Community Services Directorate The following unfunded proposals from the Community Services Directorate have been previously

listed for Council’s consideration and are summarised in this section for ease of referral. In discussion

with the respective Departmental Managers it is our recommendation that Committee consider the

following matters/projects with a view to prioritising for referral to City Strategy for further consideration

in relation to the 15 Year Forward Financial Plan and particularly the 2006-2007 Financial Year should

additional funds become available.

Step 3 – Building Our Community

• Training of Advisory Committee Members (C31/4/05) Council currently operates a number of

Advisory Committees the membership of which includes Councillors, local organisational

representatives, community representatives and officers. Support for these Committees, both

administrative and technical training, is required.

• Written History of the District as reported to Council in April 2004 (C70/4/04) and again in April

2005 (C25/3/05) it was subsequently recommended that Council include for consideration of

funding the sum of $150,000 (of which $114,000 are additional dollars) over three financial years

to produce a new written history of the district. It is anticipated that a proportion of those expenses

will be recovered as revenue, through publication sales in the ensuing years. Other funding

sources and sponsors are being investigated.

• Disability Access and Inclusion Plan (C33/4/05) Council resolved to receive and adopt its Disability

Access and Inclusion Plan. Contained within the plan are a number of strategies and actions that

require financial support above and beyond that which is currently allowed within the current 15

Year Forward Financial Plan.

• The Westfield Oral History project commenced in 2004 with the involvement of the History House

Museum Management Committee, the Museum Curator/Historian and volunteers. Workloads and

time have prevented this project progressing and resources will be needed to continue it.

• The “Be Active in Armadale” campaign was a local attempt to address the growing issue of obesity

and sedentary lifestyles. Whilst unplanned at this stage it represents a worthwhile project, which

is supported by the Recreation Strategic Plan and may attract external matching funding. As

noted above the major obstacle in achieving this campaign would be the limitation of staff

resources.

• Council has one of the best, most diverse events program within the metropolitan area and which

are attended by in excess of 80,000 people. Whilst maintaining, reviewing and enhancing these

popular events is important the additional of new events to our program and the opportunity to

work with other community partners such as the ARA and Araluen together with the potential for

new venues such as Rushton Park, will allow the City to create more for our community and is one

that has both merit and value for our community. However event planning and organising is both

labour intensive and requiring of program funds. This unfunded allocation was to provisionally

allow for such potential growth. (C144/9/04 refers)

32


• Similar to the above comments but more specifically targeted, the “City Blues” festival is a current

event in our Concerts in the Park series and has the potential to become a major “stand alone”

event. As mentioned above however event planning and organising is both labour intensive and

requiring of program funds.

• As part of their proactive duties in the community Ranger Services undertake community

education programs related to fire and animals. This unfunded request was for additional

resources to enhance and maintain such programs however the primary limitation is manpower.

• The interactive Display Program at the Museum is one that is attracting increased interest from the

community and represents an opportunity to display what we currently hold within our Museum

and Library in a way that is interesting, interactive and fun.

• Similar to the item above related to the History of the District there is some acknowledgement

within the Community that a separate History of the Noongar People of the Armadale region would

be a valuable and worthwhile project. This has the support of Council’s Aboriginal and Torres

Strait Islander Advisory Committee and could coincide with the History of the District project.

• An allocation was made by Council for Cultural Projects in the 2003-2004 financial year however

this was not a recurrent amount in the forward financial plan. Should Council wish to continue with

ongoing cultural development projects an allocation will need to be made in future years of the

forward plan. An amount of $10,000 was listed for consideration in 2004-2005 rising to $25,000 in

2008-2009 and each year thereafter.(C52/10/04 refers).

Step 4 – Caring for our Built and Natural Form

• CBD Skate Park in May 2004 (C78/5/04) Council considered the matter of skate parks within the

City and a presentation was made to Councillors from its Youth Advisory Committee (YAC). An

outcome of that presentation and Council’s deliberations was that the current allocation of $35,000

for a skate park in Westfield be held pending the option of a CBD skate park being further

investigated by YAC and reported back to Council. A small grant from the Department of Sport

and Recreation was returned to the Department with a communication that a new grant application

would be lodged once a firm proposal had been investigated and approved. Armadale’s local

Member of Parliament has been actively working with the YAC on this project in concert with the

ARA and other CBD developments. Whilst no proposal is yet before Council it is likely that one

will be presented in the future and so Committee may wish to consider setting aside an allocation

in the order of $200,000 for this anticipated project.

33


• The current incinerator/crematorium at the Dog Pound is nearing the end of its lifecycle and the

maintenance costs associated with keeping the facility functional are increasing each year. A

number of significant repairs have been carried out over the last few years however, given that the

current facility is in excess of sixteen (16) years old and it is now overdue for replacement. As with

many of the City’s assets, there has been no specific reserve provision made for the replacement

of this facility. Whilst the actual replacement may not be required until 2007-2008 the current cost

is estimated to be approximately $60,000. This matter is the subject of a specific business case

and has been drafted and submitted for consideration by the Chief Executive Officer.

Step 5 – Building our Organisation

Documentation provided to Committee and Council in relation to the 15 Year Forward Financial Plan

indicated that, in the first seven (7) years of the plan commencing in 2005/06, resources for an

equivalent of two (2) FTE’s per annum were approved. The recent Councillor workshops, subsequent

recommendation by the City Strategy Committee and endorsement by Council have approved an

additional one (1) FTE per annum for the first five years of the plan commencing in 2006-2007 based

upon future growth and staffing projections for the City.

In 2006-2007 the Directorate has prioritised the following officers;

o Ranger o Community Development Officer (Seniors/Disabilities)

Both the Ranger and Community Development Officer (Seniors/Disabilities) positions have been the

subject of previous detailed reports to Committee/Council however, to date, funds have not been

available.

Whilst all positions are in recognition of the growth in activity in their respective areas, the Community

Development Officer (Seniors/Disabilities) has been funded for the last 3 years by Council,

LotteryWest and the Department of Veterans Affairs as part of the “Ready for Life” Project. The

project has been successfully received by the community and is now moving towards its own

sustainability however will require ongoing support. The focus for the City is now on the wider

development of issues regarding seniors and ageing in our community. During 2005/06 a temporary

solution was offered to Council to use a combination of carry forward grant monies (Ready for Life)

together with existing City resources for Seniors projects. This allowed the City to retain the current

officer and complete the Seniors Plan during that year. However whilst the City has $20,000 in the

2006/07 budget for Seniors Projects there are no more grant funds and this officer’s contract with the

City will terminate on 30 June 2006.

34


Statistics reported to Council in the Information Bulletin over the last three years and summarized in

this Budget Report have demonstrated the continued growth in workloads for Ranger Services and

previous reports to Council have supported the need for additional staff in this area.

In considering how the above might be achieved a review of the Directorate’s resource allocations,

current staffing structure and capacity, has been undertaken. There is an opportunity to partially off-set

the salary of the Community Development Officer (Seniors/Disabilities) through the use of part of the

Seniors Project funds of $20,000, on the assumption that the officer will be able to attract grant funds

to supplement project funds directed towards salary costs. In relation to the Ranger position it is likely

that there will be an increase in the revenue capacity of Ranger Services and thus an increase in the

overall revenues received by the City, however it is not expected that the additional revenue would be

more than $10,000 per annum.

In addition to the above future staffing needs, the Directorate is currently requesting consideration of,

and from within existing resources, the appointment of two contract positions in 2006/07;

• Recreation Facilities Manager (approx $60k plus commuting use of vehicle)

• Indigenous Community Development Officer (approx $55k)

Both these positions are the subject of specific business cases and have been drafted and submitted

for consideration by the Chief Executive Officer for inclusion within his Staff establishment Report to

Council.

Whilst the reasons for the positions have been outlined in detail with the CEO, the Recreation

Facilities Manager is in response to the City’s need to resume management of the Armadale Arena

and the future proposed upgrade and enclosure of the Aquatic Centre. The Indigenous Community

Development Officer is in response to the growing need to take on a leadership, facilitation and

coordination role in the community in indigenous matters, the management and transition of the

Indigenous Children’s Service, plus progression of the Aboriginal Interpretive and Enterprise Centre

project at Champion Lakes.

Both positions can be funded from the following sources of existing funds contained within the 15 Year

Forward Financial Plan;

Recreation Facilities Manager

• Recreation Centre operational resources (existing 2006/07 - net $100k)

• Aquatic Centre operational resources (existing 2006/07 - net $190k)

• Aquatic Centre Enclosure - Project Management funds ($100k in 2007/08)

• Aquatic Centre operational salary resources (additional - $125k in 2008/09)

35


Indigenous Community Development Officer

• Indigenous Services (AFSS) Project Funds - $33k in 2006/07, 2007/08 and 2008/09.

• Aboriginal Interpretive & Enterprise Centre ($25k in 2006/07, $75k in 2007/08 and $50k in

2008/09)

• Community Development Projects ($10k)

As has been outlined within the Directorate’s supplementary staffing projections for the 15 Year

Financial Plan, the next priority positions, currently listed for consideration by the CEO as part of the

future Staff Establishment from 2007/08, but which could be listed for consideration in 2006/07 if

sufficient funds are available, include (in order of priority);

1. Assistant Visitor Centre Coordinator (P/T $20k)

2. Library Clerk – Westfield (P/T $25k)

3. Admin Officer – Ranger Services (P/T $20k)

4. Admin Officer – Community Events/Recreation/Bookings (P/T $20k)

5. Trainee Community Development Officer ($35k)

6. Museum Curator - (increase from 0.8 to F/T - $8k)

7. Historian/Local Studies Librarian (increase from 0.8 to F/T - $8k)

This represents a total of $136k.

Having recently resumed responsibility for the Armadale Visitor Centre and appointed a Coordinator to

manage the Centre on the City’s behalf, there are a number of operational and associated

management issues including staff relief, volunteer support, signage and display equipment, service

standards linked with 7 day per week operation and achievement of Level 1 Visitor Centre status with

Tourism WA. These matters cannot be successfully addressed without the addition of a part time

resource (approx. $20,000) to provide support for the current Coordinator.

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Summary and Recommendation

A number of the projects listed above have the potential to attract grant funds and some have already

been successful however none are currently listed in the 5 year works program.

In discussion with the respective Departmental Managers it is our recommendation that Committee

consider, as a priority, the following matters/projects for referral to City Strategy for further

consideration in relation to the 15 Year Forward Financial Plan and particularly the 2006-2007

Financial Year should additional funds become available.

The prioritisation of human resources as indicated above

1. Dog Pound Incinerator/Crematorium $45k

2. Armadale Visitor Centre Signage & display equipment $10k

3. Be Active in Armadale campaign (Physical Activity Plan) $10k

4. Annual Contributions/Donations/Grants to Community Groups $10k (per annum)

5. Written History of the District $114k (to be funded over three financial years from 2007/08 and not including existing funds of $34k or potential for revenue offset via future sales)

6. CBD Youth Facility $200k

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Community Services Directorate Annual Budget 2006-2007 Appendix 1

2006-07 ProposedFees Fees Fees

Excluding GST Including IncludingGST GST GST

Particulars $ $ $ $

Law, Order and Public Safety

Dog Fees and LicencesInspection of register 1.00 - 1.00 1.00Certified copy of register entry 1.00 - 1.00 1.00Annual registration for unsterilised dog 30.00 - 30.00 30.00Annual registration for sterilised dog 10.00 - 10.00 10.00Three years registration for unsterilised dog 75.00 - 75.00 75.00Three years registration for sterilised dog 18.00 - 18.00 18.00Guide dog registration 0.00 - 0.00 0.00Emergency services tracker dog registration 1.00 - 1.00 1.00Dog used for droving or tendering stock 25% of feePensioner concession as defined 50% of feeDogs in an approved kennel per establishment 100.00 - 100.00 120.00Keeping more than two dogs application fee 80.00 - 80.00 80.00

Kennel LicencesLicence per annum 55.00 - 55.00 65.00

Dog Pound FeesSeizure or impounding of dog 55.00 - 55.00 65.00Maintenance and sustenance of dog per day 10.00 1.00 11.00 11.00Destruction of dog 40.91 4.09 45.00 65.00Sale of unclaimed impounded dog 36.36 3.64 40.00 55.00Vaccination 1st injection 40.00 4.00 44.00 44.00

Animal Disposal Fees - Veterinarians Registered as Dog Registration CentresDisposal of a dog 9.09 0.91 10.00 12.00Disposal of a cat 5.45 0.55 6.00 8.00Other uses not related to animal disposal per hour 31.82 3.18 35.00 45.00

Animal Disposal Fees - Councils and other Non-Profit OrganisationsDisposal of a dog 10.91 1.09 12.00 15.00Disposal of a cat 7.27 0.73 8.00 10.00Other uses not related to animal disposal per hour 31.82 3.18 35.00 45.00

Animal Disposal Fees - Commercial OrganisationsDisposal of a dog 18.18 1.82 20.00 20.00Disposal of a cat 10.91 1.09 12.00 12.00Special disposal of animals per hour 31.82 3.18 35.00 45.00Other uses not related to animal disposal per hour 31.82 3.18 35.00 45.00

Fines and Penalties - DogsAs per the Dog Act 1976 (as amended)

Stock Pound Fees - Entire horses, mules, asses, camels, bulls, boars age 2 and upRanger fees per hour between 8:00 am and 6:00 pm 35.00 - 35.00 35.00Ranger fees per hour outside 8:00 am and 6:00 pm 70.00 - 70.00 70.00Pound fees per head first day 30.00 - 30.00 30.00Pound fees per head subsequent days 10.00 - 10.00 12.00Sustenance per day 13.64 1.36 15.00 20.00

City of Armadale - Community Services DirectorateSchedule of Fees and Charges

For the year ended 30 June 2006

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Particulars $ $ $ $

Law, Order and Public Safety

Stock Pound Fees - Entire horses, mules, asses, camels, bulls, boars up to age 2

Ranger fees per hour between 8:00 am and 6:00 pm 35.00 - 35.00 35.00Ranger fees per hour outside 8:00 am and 6:00 pm 70.00 - 70.00 70.00Pound fees per head first day 15.00 - 15.00 30.00Pound fees per head subsequent days 5.00 - 5.00 12.00Sustenance per day 13.64 1.36 15.00 20.00

Stock Pound Fees - Oxen, cows, steers, heifers, calves, rams, pigs


Stock Pound Fees - Wethers, ewes, lambs, goats


Fines and Penalties - Fire

As per the Bush Fires Act 1954 (as amended)As per the Bush Fires Regulations 1954 (as amended)

Fines and Penalties - Parking

As per the City of Armadale Parking Local Laws (as amended)As per the Local Government Parking for Disabled Regulations (as amended)

Fines and Penalties - Litter

As per the Litter Act 1979 (as amended)Fines and Penalties - Off Road Vehicles

As per the Control of Vehicles Act 1978 (as amended)



39




Particulars $ $ $ $

Library Fees and Charges

Photocopying per A4 0.18 0.02 0.20 0.20Library bags - Calico 3.18 0.32 3.50 3.50Library bags - Resonate 0.91 0.09 1.00 1.00Replacement library cards 3.18 0.32 3.50 3.501D size laminating 1.09 0.11 1.20 1.20A5 size laminating 1.64 0.16 1.80 1.80A4 size laminating 2.09 0.21 2.30 2.30A3 size laminating 4.09 0.41 4.50 4.50Computer disks 2.00 0.20 2.20 2.20Binding up to 30 pages 4.09 0.41 4.50 4.50Book covering small 2.73 0.27 3.00 3.00Book covering standard 3.18 0.32 3.50 3.50Book covering large 3.64 0.36 4.00 4.00

Library Meeting Room Hire Fees

Per hour for community groups 6.36 0.64 7.00 7.00Per hour for commercial activities 10.91 1.09 12.00 12.00Per day for community groups 36.36 3.64 40.00 40.00Per day for commercial activities 54.55 5.45 60.00 60.00

Fines and Penalties - Library

Overdue library items per item per day 0.20 - 0.20 0.20Overdue library items maximum $2

Library Miscellaneous

Blue Phone Kelmscott Library Calls Charged per 3 minutes 0.50Calls to Mobile Phones charged per 3 minutes 1.00

Armadale Visitor Centre

Sale ItemConsignment Crafts Cost + up to 25%Commercial Souvenirs Cost + up to 90%

Tourist Booking ServicesCommission on Bookings Cost up to 15%

Membership PackagesLevel 1 Member 100.00 19.00 110.00 110.00Level 2 Member 180.00 18.00 198.00 198.00Level 3 Member 220.00 22.00 242.00 242.00Level 4 Member 320.00 32.00 352.00 352.00Local Business Member 60.00 6.00 66.00 66.00Brochure Rack Space 50.00 5.00 55.00 55.00



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Particulars $ $ $ $

Armadale Aquatic Centre Casual Admission Fees

Family (2 adults and up to 2 children) 8.00 0.80 8.80 9.50Adults 3.09 0.31 3.40 3.50Child under 2 years - - 0.00 0.00Child 2 - 5 years 1.09 0.11 1.20 1.20Child 6 - 15 years 2.09 0.21 2.30 2.40Pensioners / seniors card holders 2.09 0.21 2.30 2.40Spectators (at any time, function or event) 1.36 0.14 1.50

Documents

Corporate Services Directorate Annual Budget 2004-2005...2005-2006 Financial Year in Review ... 15 Year Financial Plan Forward Analysis.26 ... • Services for special groups in the