Operational Plan and Budget · 2016. 8. 25. · Closing Budget Position 0 2,188 0 CEO’s Budget Overview The 2016-17 balanced budget includes capital and operating expenditure of

Operational Plan and Budget2016-17

Natural Connected Prosperous


Contents

Our Vision Our Mission 1Our Values 1Sustainability statement 1Financial viability statement 2Access and equity statement 2Governance 3Chief Executive’s Office 3Executive Leadership Team 3Organisational Structure 4Annual Budget 5Our strategic goals and measures 11Goal 1: Valuing the natural environment 12Goal 2: Welcoming and inclusive communities 13Goal 3: Managing growth sustainably 14Goal 4: Vibrant and diverse economy 15Goal 5: Effective leadership and governance 16How the documents link 20Reporting back 21

Operational Plan 22Introduction 23Chief Executive’s Office 24Directorate Corporate and Community Services 37Directorate Sustainable Development 85Directorate Infrastructure Services 110Linking our goals 140

Welcome to CountryThe Shire of Augusta

Margaret River would

like to acknowledge that

we are on Wardandi

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.

Operational Plan and Budget 2016-17 1

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

• Honesty• Commitment• Respect• Courage

Our Approach

• Workplace safety• Innovation

Our Values

To protect the natural environment, strengthen our communities, foster local economic prosperity, and responsibly manage the community’s infrastructure and assets.

“

”

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 five 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:

Operatioinal Plan and Budget 2016-17 2

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 liabilities;B. 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 2014-16 by taking all practical measures to ensure the implementation of the Plan by its Councillors, staff, agents and contractors.

Access and equity statement


GovernanceIn 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.

Each local government employs a Chief Executive Officer to employ and manage staff and 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.

The Chief Executive’s Office 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.

Chief Executive’s Office

Executive Leadership Team

Gary EvershedChief Executive Officer

Annie RiordanDirector Corporate and Community Services

Johan LouwDirector Infrastructure Services

Nick LoganActing Director Sustainable Development


Council


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

Organisational structure


Annual Budget 2016-17

2016-17 Budget Summary

A summary of the Annual Budget 2016-17 compared to the Forecast Actual result and Annual Budget for 2015-16 is provided below for reference purposes:

Description 2016-17Budget$,000s

2015-16Forecast$,000s

2015-16Budget$,000s

Rates 19,342 18,668 18,275Operating Revenue 11,936 11,801 10,543Operating Expenditure 34,343 32,621 32,096Capital Grants 9,557 9,602 5,394Net Result 6,492 7,451 2,116Asset Purchases 20,486 7,855 13,790Assets Sale Proceeds 644 1,137 1,160Borrowings Repaid 601 645 642Borrowings to be Drawn 1,450 0 1,082Transfer to Reserve 1,041 10,004 2,281Transfer from Reserve 2,961 173 1,885Brought Forward Surplus 2,188 3,431 3,411Closing Budget Position 0 2,188 0

CEO’s Budget Overview

The 2016-17 balanced budget includes capital and operating expenditure of $55 million and com-pared to last year is an increase of $9 million in expenditure for the benefit of the community and visitors to the Shire. The budget aims to build on the Shire’s strong financial management over the past eight years and deliver a soundly construct-ed balance of new and improved assets, provide a comprehensive range of important communi-ty services and facilities and ensure our cash re-serves are used to meet important challenges on the horizon such as the redevelopment of the main street of Margaret River and the conversion of the Davis Road Waste Landfill site to a waste transfer station servicing a long term regional waste facility.

Continued responsible financial management is the key objective of the Shire’s long term finan-cial planning, corporate planning and annual bud-get in order to ensure the Shire’s ongoing finan-cial sustainability. To be sustainable our Shire needs to take a long term view by restraining fu-ture spending and maximising revenue sources to fund that spending. This will ensure that spikes in annual rate increase percentages and disrup-tive cuts in service delivery are both avoided.

Influenced by softening economic conditions and mindful of the impact cost increases have upon the community, Council directed that a reduced percentage rate increase of 3% be applied for


2016-17. duced percentage rate increase of 3%. This increase compared favourably to the 4% increase forecast in the Long Term Financial Plan and the in-crease that has been applied for the past two years.

Property valuations for rural properties were re-valued by Landgate in 2016 and resulted in an average decrease of 3.5% across the sector. As this increase is an average, changes for individ-ual properties may be either higher or lower. This means some rural property owners will receive a rate increase greater than the 3% intended and that others may actually receive a rate decrease.

Landowners who in the past have benefited from a 50% State Government rebate on their rates will this year be impacted by the State Government’s 2015 budget decision to cap pension rebates. Following ex-tensive lobbying from stakeholders the amount of this cap has been recently increased to $750 from $500.

When reviewing rating options for the year Coun-cil considered a number of factors including:

• the impact of the change in property valuations;• the Long Term Financial Plan • increases in State Government budget charges• actual and forecast changes in the Con-

sumer Price Index and other indices

• the level of services provided to our community and our many visitors

• the shortfall in funding required to en-sure a budget deficit is not recorded

• the impact of rate increases upon the community in terms of affordability

• legislative compliance requirements.

Rate increases greater than forecast inflation are required to ensure the provision of services to our community and its many visitors, which on any day are estimated to represent an additional 30% of the Shire’s population. The Shire is also exposed to cost increases which generally exceed inflation for some items such as street lighting, insurance, con-tract services, utilities and construction materials.

A balanced budget has been delivered for the community with operating and capital expenditure demands totaling $55 million being fully funded by rates, revenue, grants, reserves and surplus budget funds from last year. This positive result

is becoming increasingly difficult to achieve and the reliance upon the previous year’s budget sur-plus funding the current budget year is not ideal.

The Shire also continues to record a net operating deficit and while this is not uncommon amongst local governments, due primarily to the annual allocation of depreciation charges, the Shire’s long term financial objective is to generate sufficient operating revenue to at least meet operating expenditure needs. This would then allow increased funds to be allocated to renew and replace its significant capital asset base.

The ongoing process of revaluing the Shire’s assets to reflect their “fair value” rather than their histori-cal cost impacts depreciation and as this process is refined depreciation allocations will also improve to better represent the consumption of assets as determined by their remaining useful life and condi-tion assessment. Asset fair values have the benefit of providing an improved understanding of the gap between required and actual asset renewal expen-diture. However, limited funds and competing pri-orities may require service levels to be discussed and may result in some rationalisation of assets.

Employee costs are the Shire’s largest expenditure item and are constantly being scrutinised by Coun-cil, management and the community. An organisa-tion structural review that became fully operational in December 2015 has resulted in some savings be-ing reflected in the budget. Additionally, the Shire’s recently negotiated enterprise agreement also en-sured workforce costs were restrained and in ac-cordance with the Shire’s Workforce Plan there has been no new positions added since 2013-14. On a budget to budget basis total operating employee costs (salaries, wages, superannuation, workers compensation, leave, uniforms, protective clothing, training and FBT) are expected to increase by 2.9%.

It should also be remembered the Shire is the largest employer in the area with over 200 employees and as the majority live within the Shire they and their fam-ilies contribute to the economy and the community.

The Shire’s 2016-17 Budget will continue to provide a wide range of services and ac-tivities benefiting our community such as:

• Special Projects for the Landcare area to-tal $142,500 and include the continuation of the environmental management fund which commenced last year and provides


tangible financial support for the Shire’s strategic goal of valuing the natural environment

• Contributions for events have increased com-pared to last year and include $135,000 for major events that increase visitor num-bers and expenditure in the Shire and a fur-ther $60,500 is provided to local events such as Australia Day, Anzac Day, the Agricul-tural Show and the Augusta River Festival

• Almost $100,000 has been allocated as do-nations, sponsorships and contributions to support local groups across the Shire

• Our Community Planning and Development team have allocated $72,050 to youth, com-munity capacity building, safer communities and disability access and inclusion projects and a further $67,800 to arts and culture projects

• Bushfire brigade volunteers will receive $918,000 of capital equipment and State Emergency Service volunteers $60,000 of capital equipment through the Emergen-cy Services Levy (ESL). Operating costs for the brigades and the SES will also con-tinue to be funded by the Shire and the ESL

• The Shire continues to commit extensive expenditure to a myriad of community and recreation services such as the libraries, aquatic centre, indoor recreation centres, parks and gardens, recreation ovals, skate parks, halls, cultural centre, after school and school holiday child care and public toilets

• Despite significant expenditure for waste ser-vices, which is partly attributable to increased legislative and environmental requirements for landfill sites, no additional funding from property rates is required to supplement fees and charges and a significant reserve for fu-ture major capital works has been established

• Finalisation of the design for the upgrade of the main street of Margaret River is planned to occur in 2016-17. The Shire received $5.490 million in funding from Royalties for Regions in June 2016 and these funds have been placed in the Margaret River CBD Redevelopment reserve. Construction works for the $7.490 million proj-ect are expected to commence in 2018 after the

Perimeter Road project has been completed.

• A loan of $1,100,000 is proposed to be drawn down to assist funding the redevelopment of the aging Cultural Centre facility and sur-rounding buildings into a multi-purpose enter-tainment, arts and tourism hub. The progress of this project is dependent upon grants being obtained from Federal and/or State programs

• A loan of $350,000 has been included for the redevelopment of the Margaret River Youth Pre-cinct and will supplement the $1,393,000 grant that was recently approved by Lotterywest. The Shire is waiting on the outcome of oth-er grant applications for this significant project

• Over $5 million of the Shire’s capital works pro-gramme total of $20.486 million will be fund-ed from general revenue and is an increase compared to last year. Other major funding sources include Shire reserves ($2.956 mil-lion), grants ($9.286 million) and the carry-over of projects from last year ($1.160 million)

• The construction of three chalets at Turn-er Caravan Park is expected to occur during the year and is funded by a trans-fer from the Caravan Park Upgrade reserve

• Our business unit reporting shows that caravan parks are our strongest performer by providing a contribution to the financial operation of the Shire. Building Services also provides a net surplus and a number of other business units such as child care and the fitness centre record a close to break-even position. The Waste Ser-vices area is also self-sufficient as waste fees and charges and reserve transfers fully fund operating and capital expenditure needs. How-ever, the majority of business units are service providers and raise limited revenue or are ser-vices provided for the benefit of the community and are subsidised by general revenue as they are considered community service obligations.

Overall, the Shire’s budget for 2016-17 endeavours to meet the service expectations of the community within the limitations of local and wider economic conditions.


Capital Works Programme

$20.486 million has been allocated towards capital works and the following table provides a break-down of the type of expenditure and the source of funding.

Capital Expenditure and Funding Source $ %Asset Renewal Expenditure 14,305,859 69.8New Assets 1,308,500 6.4Asset Upgrades 4,871,200 23.8Total Capital Expenditure 20,485,559Funded By:General Revenue 5,291,726 25.8Reserves 2,955,846 14.4Grants 9,286,764 45.3Loans 1,450,000 7.1Asset Sale Proceeds 341,153 1.7Previous Period Funding (carry overs) 1,160,070 5.7

The table shows the majority of expenditure will be used to renew capital assets as opposed to upgrad-ing assets or acquiring new assets. This is a positive situation and the proposed asset renewal expendi-ture exceeds the 100% target for the Asset Sustain-ability Ratio which compares asset renewal expen-diture against depreciation. This result is influenced by how proposed capital expenditure is categorised and is a developing asset management process.

New asset expenditure proposed for the year in-cludes the construction of chalets at Turner Cara-van Park ($700,000) which will be funded from re-serves, Stage II of the Flinders Bay to Cape Leeuwin Lighthouse Trail ($230,000), works on the Wadandi track ($50,000) and weighbridge equipment and software for the Davis Road landfill site ($45,000).

Major asset upgrade projects which also include an asset renewal component are the Marga-ret River Youth Precinct project ($2.043 million) and the Cultural Centre redevelopment ($4.5 million). Both of these projects are funded from grants, reserves, loans and general revenue.

Other asset upgrade projects include the construc-tion of a waste cell at the Davis Road landfill site ($200,000), development of the West Cowaramup public open space ($100,000), drainage works ($155,000), path works ($100,000), boat trailer bays

at the Ellis Street jetty precinct ($223,000) and pre-liminary design and engineering works for the Mar-garet River main street redevelopment ($200,000).

The majority of road and related infrastruc-ture projects have been categorised as asset renewal expenditure as the scheduled works have the objective of restoring service levels.$3.495 million has been allocated to road works with the majority funded from the Federal Gov-ernments Roads to Recovery program and the State Government’s Regional Road Group grants administered through Main Roads WA. Details of each capital project and their pro-posed funding source are included in the supplementary information to the budget.

Grants

A total of $11.585 million of operating and capital grants and contributions are included in the bud-get. This amount is similar to the 2015-16 actu-al of $11.189 million although this amount was inflated by the Royalties for Regions’ grant of $5.490 million that was received in June 2016 for the Margaret River main street upgrade project.

The major operating grant to be received is $1.238 million from the WA Local Government Grants Com-


mission (WALGGC) and represents 61% of the to-tal operating grants of $2.028 million budgeted for the year. A full year’s grant is budgeted to be re-ceived during the year as last year a 50% advance payment of the grant was received in June 2015.

Other operating grants include the ESL operating grants of $0.287 million and non-ESL contributions of $0.070 million and various grants and contributions for specific projects and activities for business units.

$9.557 million of capital grants are pro-vided for specific purposes and include: • $3.400 million for the proposed Cultural Cen-

tre redevelopment project

• $1.393 million for the Margaret River Youth Precinct project

• $0.949 million for replacement bushfire bri-gade vehicles including appliances for the Cowaramup and Kudardup brigades

• $0.954 million from Main Roads WA through the Regional Roads Group for road works pri-marily on Rosa Brook Road, Leeuwin Road and Treeton Road

• $1.504 million from Roads to Recovery for Wallcliffe Road, asphalt overlays and rural re-seals

• $0.546 million WALGGC Special Purpose Grant for Carbunup South Road bridge

• $0.070 million from Lotterywest for the Wadan-di track

• $0.229 million in two grants from the Recre-ational Boating and Facilities Scheme for the Ellis Street boat ramp, finger jetty and boat trailer parking project

• $0.032 million through the pool revitalisation program to replace the bulkhead for the pool at the Margaret River Aquatic Centre.


Delivery through our ServicesThe Operational Plan 2016-17 is based on services. Our $55M budget for 2016-17 is spread across these Services and delivered through programs, projects, facilities, grants, advocacy and planning. These Services are:

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 Centre

Community 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 Break Assessment

Infrastructure Subdivision and

Development Assessment

Statutory Planning

Assessment

Customer Advisory, Reception and Switch

Recreation Centres and

Sporting Group Support

Community Fire and Emergency

Services

Customer ServicesInfrastructure Services

Construction

Roads

Drainage

Paths, Walkways and Trails

Parks and Gardens

Buildings

Risk Management

Community Engagement


Our strategic goals and measures

Valuing the natural environment

KPI1: Improvement in the management and quality of the environment

KPI2: Increase in % of waste diverted from landfill

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 biennial Community Satisfaction Survey


Goal 1: Valuing the natural environment

Key performance measures by strategy

Community outcomes and our response

Our priorities and programs Responsibility

1. Healthy waterways and foreshores Improvement in quality of waterways Asset Services

2. Climate change response The Shire has a planned response to climate change

Planning and Development

3. Sustainable waste management 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

Environmental Health, Waste and Ranger Services

4. Ecology and biodiversity protection Increased areas of environmental signifi-cance are protected through zoning and/or conservation convenant


5. Quality parks, gardens and green spaces

Facilities provided meet the recommenda-tions of the Public Open Space Strategy


6. Unique and iconic coastal and natural landscapes

There is no impact on the key landscapes in the Shire

Planning and De-velopment


Goal 2: Welcoming and inclusive communities




1. Sense of identity and belonging Number of community and cultural initiatives supported by the Shire

Community Planning and Development

2. Equity and opportunities for all Number of initiatives implemented by the Shire


3. Strong community groups and networks

Number of groups registered on CommunityCONNECT database


4. Lifelong learning in the community Increased use of the Shire Libraries Library Services

5. Active and healthy lifestyles Percentage of population using Recreation Centres

Sport and Recreation Services

6. Safer communities Community satisfaction rates with Shire performance



Goal 3: Managing growth sustainably




1. Clearly defined areas for growth Urban development occurs as intended by the Local Planning Strategy


2. Livable and well designed places Required studies and improvements are undertaken


3. Unique natural and settlement character

The communities perception of nat-ural character, settlement and the preservation of landscapes is maintained or enhanced


4. Connected and safe transport network

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

Asset Services


Goal 4: Vibrant and diverse economy




1. Strong agriculture and viticulture sectors

Increase in value of product from Agricultural sector

Chief Executive Office

2. Sustainable tourism industry Increase in tourism numbers visiting the Shire


3. Infrastructure for economic growth Providion of infrastructure within budget, time and required standards

Asset Services

4. Sustainable economic development ABS data indicates a diversification of the local economy


5. Improved educational infrastructure Increase in student numbers at the Margaret River Education Campus



Goal 5: Effective leadership and governance




1. Effective governance and corporate leadership

Community satisfaction rates with the Council’s performance


2. Effective strategy, planning and asset management

Documents developed in line with legislative requirements

Corporate and Community Service

3. Effective knowledge and information management

Records are managed in line with legislative requirements

Revenue and Customer Service

4. Highly skilled and motivated people Employee satisfaction rates with the organisation

Human Resources

5. Community and customer focus Community satisfaction rates with the Shire’s performance


6. A culture of innovation, quality and continuous improvement

Increase in efficiency and effectiveness of Shire processes


7. Measure and report on success and sustainability

Shire financial indicators are tracking positively

Financial Services


Our priority projects

Valuing the natural environment

Welcoming and inclusive communities

Goal Activities and Priorities

1.2.1.1 Develop phase 2 of the Climate Change Response Plan

1.2.1.2 Implement the Local Energy Action Plan (LEAP) (Living Smart, Energy Audits, Carbon Offsets and Community Education)

1.2.3.2 Partner with Curtin University to support the community based alternative energy windfarm project feasibility study

1.3.1.1 Construct Davis Road new waste cell number 2

1.3.1.8 Complete concept plan for waste transfer station at Davis Road and see works approval

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

1.4.1.8 Finalise Environmental and Sustainability Strategy

1.5.1.10 Complete feasibility study, concept designs and pursue funding for development Lower Western Oval

2.2.1.3 Complete detailed drawings and award tender for the construction of the Margaret River Skate Park Youth Precinct and refurbish toilet facilities

2.2.1.5 Develop business case for activating the MR Zone Room commercial kitchen as a source of revenue for the youth program and a space for future food hub start ups

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

2.5.2.1 Undertake upgrades to Margaret River Recreation Aquatic Centre including retrofit of plant room

2.6.2.3 Partner with Department of Fire and Emergency Services (DFES) and the Office of Bushfire Risk Management (OBRM) in Bushfire Risk Management in the Shire



3.1.2.2 Review the Witchcliffe Village Strategy

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

3.2.1.1 Complete RBFS funded works in the Ellis Street precinct including construction of boat trailer parking bays and a finger jetty

3.2.1.2 Establish a Project Control Group for the Margaret River Main Street Upgrade and finalise design work

3.2.1.7 Sell Le Souef Street and Churchill Avenue properties in the Margaret River town centre to raise revenue for the town centre upgrade

3.2.2.4 Undertake Stage I of the redevelopment of the Margaret River Cultural Centre (subject to funding)

3.4.1.5 Complete the $3.6 million road reconstruction program including Leeuwin Road, Rosa Brook Road, Caters Road, Rosa Glen Road, Treeton Road and Wallcliffe Road, including road preservation program and Carbunup South Road Bridge renewal

3.4.1.9 Identify alignment, complete design work, obtain all required approvals and identify funding sources to extend pathway from Augusta Boat Harbour to Dead Finish

4.2.3.1 Construct and commission three chalets at Turner Caravan Park

4.2.3.6 Complete the reconfiguration of sites at Alexandra Bridge Camping Ground

4.3.1.3 Implement the Developer Contributions Policy for the whole Shire

4.4.4.2 Finalise the Shire’s Economic Development Strategy and implement key signature projects

4.4.4.3 Undertake reciprocal visits to and from Haining, and further explore the potential for international relations with Vietnam city of Dong Hoi

4.4.4.4 Work collaboratively 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

4.4.4.6 Conduct a second Food and Agricultural Summit and support industry efforts to establish a SW Food Alliance

Managing growth sustainably

Vibrant and diverse economy



5.1.1.3 Finalise the statutory review of the Shire’s Ward System through a submission to the Local Government Advisory Board (LGAB)

5.1.1.7 Conduct Strategic Planning Days with Council in November/December 2016 and February/March 2017

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

5.1.5.14 Assess funding arrangements and framework agreement between State Government and Augusta Margaret River Library

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

5.2.1.11 Undertake a full review of the Community Strategic Plan and Community Vision 2036

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

5.2.2.8 Review the Long Term Financial Plan through the Chief Executive Officer appointed Internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operating expenditure

5.2.2.9 Undertake full review with ongoing desktop review of Long Term Financial Plan

5.2.2.10 Develop a Strategic Waste Management Plan

5.2.2.11 Coordinate the Shire’s online community engagement portal

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

5.2.4.1 Adopt the asbestos replacement program for inclusion in the 10 year LTFP and commence staged implementation

5.2.4.7 Implement the new asset management information system

5.5.2.2 Implement the Integrated Communications Plan

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 Conduct comprehensive review of Shire leadership and best practice policies (Governance)

Effective leadership and governance


How the documents link

Resourcing Strategy 10 yearsThe Resourcing 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, 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: ICT Strategic Framework

Part 3: Workforce Plan

Part 2: Asset Management Plan


The implementation of the Corporate and Operational Plans are monitored by performance indica-tors to ensure that actions are completed on time and within budgets. the progress on the delivery of the services and projects of the Operational Plan will be reported on a quarterly basis through formal reporting to Council. The Annual Report provides a report to the community on the Corporate Plan delivery and how this relates to achieving the Community Strategic Plan prorities.

Plan Measuring progress Reporting method

Community Stratetic Plan

Outcomes Progress towards achieving goal key perfornace indicators

Annual Report

Corporate Plan

Outcomes Progress towards achieving strategic key perfornace indicatorsPerformanceDelivery of strategic actions

Annual Report

Operational Plan

PerformanceDelivery of services and projects Quarterly reporting

Reporting back


Operational Plan



Introduction

The Operational Plan reflects the commitment made by Councillors and staff to work towards the community aspirations included in the Community Strategic Plan.

Key

Goal 1: Valuing the natural environment

Goal 3: Managing growth sustainably

Goal 2: Welcoming and inclusive communities

Goal 4: Vibrant and diverse economy

Goal 5: Effective leadership and governance

Indicates a project that was identified in the Super Town Growth PlanST

Indicates an activity that has been identified as a priorityBOLD

Indicates a new or upgraded service

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

Indicates an ongoing operational activity

The Operational Plan details the services and projects that the Shire will undertake in the current year to achieve the specific actions of the Corporate Plan. The Operational Plan and the Annual Budget are interrelated in that the Operational Plan details what is to be achieved with the Annual Budget allocating funds towards those activities.

Each of the Shire’s Business Units has its section which tells you the activities that will be undertaken, when they will occur and identifies priorities. It also lists indicators we will use to measure our success and the challenges we face in achieving our programs.

The 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 primarily linked to one Goal, others may link to several Goals.

Operational Plan and Budget 2016-17 24 Ongoing Completed that year New/upgraded service BOLD CEO Priority



Service Team Chief Executive’s OfficeResponsibility 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 ♦ Four yearly Community Satisfaction survey is conducted and

results are reported to Council and the community ♦ 100% ♦ Customer Satisfaction Survey ♦ 4 yearly

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

Ongoing Completed that year New/upgraded service BOLD CEO Priority Operational Plan and Budget 2016-17 25

Budget 2016-2017

Operating Income $16,000

Operating Expenses ($1,069,298)

Capital Income $0

Capital Expenditure $0

Totals ($1,053,298)


Community Outcome Shire Strategic Response

3. Liveable and well designed places

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

Activities and Priorities Responsibility Stakeholders 2016-2017 Q1 Q2 Q3 Q4

3.2.2.4Undertake Stage I of the redevelopment of the Margaret River Cultural Centre (subject to funding)

Chief Executive Officer SWDC, Community, Stakeholder Working Group

p p


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

4.1.1.2Convene regular meetings of the Industry Leaders Group

Chief Executive Officer Wine, Dairy and Agriculture Industry Leaders p p p p

4.1.1.3 Maintain a positive collaborative relationship with the dairy industry and other agricultural sectors to achieve sustainable agriculture

Chief Executive Officer Dairy and Agricultural Industry Leaders p p p p

4. Sustainable economic development 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 Officer Local business and Internal staff p p p p

4.4.2.2Support development of the small business sector in the Shire

Chief Executive Officer Local business and MR Chamber of Commerce and Industry

p p p

4.4 Foster sustainable economic growth which provides local employment

4.4.4.2Finalise the Shire's Economic Development Strategy and implement key signature projects

Chief Executive Officer Internal staff p




4.4.4.3

Undertake reciprocal visits to and from Haining, and further explore the potential for international relations with Vietnam city of Dong Hoi

Chief Executive Officer Ministerial officials in Vietnam and Haining Officials p

4.4.4.4

Work collaboratively 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

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

p p p p

4.4.4.6

Conduct a second Food and Agricultural Summit and support industry efforts to establish a SW Food Alliance

Chief Executive Officer Internal staff, SWDC, Chamber of Commerce and Industry,Wine, Dairy and Agricultural industry leaders

Operating

5. Improved educational infrastructure 5.1 Work collaboratively with other agencies to provide enhanced tertiary education facilities

4.5.1.1Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus

Chief Executive Officer MR Education Campus Board members p p p p


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

5.1.1.2

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

Chief Executive Officer Council, WALGA andInternal staff

p p p p

5.1.1.3Finalise the statutory review of the Shire’s Ward System through a submission to the Local Government Advisory Board (LGAB)

Chief Executive Officer Council and Internal staffp p




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

Chief Executive Officer Council and Community p p p p

5.1.1.7Conduct Strategic Planning Days with Council in November/December 2016 and February/March 2017

Chief Executive Officer Council, Internal staff andExpert presenters if identified

p p

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

Chief Executive Officer Internal staff and Chief Executive Officer p p p p

5.1.2.2Facilitate staff participation in the Local Government Managers Australia (LGMA) South West Aspiring Leaders and Mentors Conference

Chief Executive Officer Internal staff and LGMAp

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

Chief Executive Officer Communityp p p p

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 LGMAp p p p

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

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

Chief Executive Officer Council and Internal staffp p p p

1.5 Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.13Participate and convene CapeROC meetings and provide secretariat services in 2016 before handing over to the City of Busselton in 2017

Chief Executive Officer CapeROC, City of Busselton and MRBTA p p p p



2. Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan


5.2.2.17Implement actions from the Business Improvement Strategy

Chief Executive Officer Internal Staffp p p p

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

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

Chief Executive Officer Internal Staff, A&RM Committee and External Auditors

p p p p

4. Highly skilled and motivated people

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

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

Chief Executive Officer Internal staffp p

6. A culture of innovation, quality and continuous improvement 6.1 Foster a culture of innovation and continuous improvement

5.6.1.1Implement a continuous improvement program across the organisation

Chief Executive Officer Internal staffp p p p

7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future

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

Chief Executive Officer Local Governmentsp p p p


Governance

Service Team GovernanceResponsibility Chief Executive’s Office

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

♦ Provision of commercial trading permits

Workforce ♦ 0.88 FTE

Challenges ♦ Responding to increasing requirements for electronic reporting ♦ Ensuring systems and procedures are developed for compliance

♦ Provision of commercial trading permits



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

♦ Customer satisfaction with the permit process ♦ 100% ♦ Customer Survey ♦ 4 yearly

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

♦ Officer Recommendations adopted ♦ Trend ♦ Council Minutes ♦ Annual

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

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

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




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


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

Governance Officer Department of Local Government and Communities (DLGC)

p

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

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 Officer Council and Chief Executive Officer p p p p

5.1.4.2Monitor the Council Meeting Decisions Action List Council Minutes and

Agenda’s OfficerCouncil and Internal staff

p p p p

5.1.4.3Review Councillors delegations Governance Officer Chief Executive Officer and

Council p


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

5.3.1.4Implement legislative compliance calendar Governance Officer Internal staff

p p p

6. A Culture of innovation, quality and continuous improvement

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

5.6.2.4Conduct comprehensive review of Shire leadership and best practice policies (Governance)

Governance Officer Internal staffp p p p


Marketing

Service Team MarketingResponsibility Chief Executive’s Office

Services ♦ Administration of icon events funding and sponsorship packages ♦ Establishment and maintenance of Shire branding

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

♦ Monitor and administer functions of the Shire’s website

♦ Graphic design services

♦ 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




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 Industry Association and promote the Margaret River Wine Region as Australia’s premier wine region

Marketing and Events Officer

MRBTA and Margaret River Wine Industry

p p p p

2. Sustainable tourism industry 2.1 Work collaboratively 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, City of Busselton and MRBTA

p p p p

4.2.1.2

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


CapeROC and MRBTA

p p p p

2.2 Work collaboratively with the tourism sector to promote and develop eco-tourism

4.2.2.1

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


MRBTA

p

2.4 Encourage tourism in the Shire through the development and support of iconic events

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


Community and Event organisers p p p p



4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local employment


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


Internal staff p p p p

2. Community and customer focus 5.2 Communicate effectively with the community and promote the Shire’s positive image

5.5.2.2Implement the Integrated Communications Plan


Internal staff p p p p

5.5.2.3Monitor and administer functions of the Shire’s website


Internal staff and Community p p p p


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

♦ Undertaking Integrated Planning and Corporate reporting

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

♦ Delivering strategic projects and policy

♦ Administering community contributions and donations

♦ Community Grants, Thank Volunteer and minor event coordination

♦ Risk Management

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

Workforce ♦ 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



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

Budget 2016-2017


Operating Expenses ($455,058)

Capital Income $0


Totals ($446,558)



5. Quality parks, gardens and green spaces

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


1.5.1.10Complete feasibility study, concept designs and pursue funding for development of Lower Western Oval

Director Corporate and Community Services

Internal staff, Consultant and Sports and Recreation Advisory Committee

p p p p

1. Sense of identity and belonging

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

2.1.1.1Facilitate compliance of the licence agreement for the Cultural Centre


Arts Margaret Riverp p p p

2.1.1.5 Manage the Community Development Fund Director Corporate and

Community ServicesCommunity

p p

3. Strong community groups and networks 3.1 Support and value volunteers across the Shire

2.3.1.1Organise Thank a Volunteer Celebrations Director Corporate and

Community ServicesCommunity

p

1. Effective governance and corporate leadership 1.5 Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.1Hold regular meetings with Arts Margaret River Director Corporate and

Community ServicesArts Margaret River

p p p p

5.1.5.2 Hold regular meetings with the Sport and Recreation Advisory Committee


Sport and Recreation Advisory Committee p p p p




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


5.2.1.2Develop Sport and Recreation Strategic Plan Director Corporate and

Community ServicesInternal staff

p p

5.2.1.3Review Community Infrastructure Plan Director Corporate and


p p

5.2.1.4Review Business Unit plans for the Corporate and Community Services Directorate in line with strategic direction


Internal staffp p p

2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.6Implement Risk Management Framework Director Corporate and


p p p p

5.2.2.8Monitor Risk Register actions and report regularly to ELT and the Audit and Risk Management Committee


Internal staffp p p p

6. A culture of innovation, quality and continuous improvement 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


Internal staffp p


Corporate Services

Service Team Financial ServicesResponsibility 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

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



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 and Communities

♦ 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 3rd 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

Budget 2016-2017

Operating Income $2,092,420


Capital Income $1,465,386

Capital Expenditure ($600,922)

Totals $1,152,397



4. Sustainable economic development

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


4.4.3.1

Assist with the process of improving procurement and purchasing practices to ensure uniformity and consistency

Manager Corporate Services

Internal staff

p p p p

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


Internal staffp p

4.4.3.3Review Purchasing Policy and procedures to determine equity and effectiveness


Internal staffp p

2. Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.8

Review the Long Term Financial Plan through the Chief Executive Officer appointed Internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operating expenditure


Internal staff, Chief Executive Officer andCouncil

p p

5.2.2.9Undertake full review with ongoing desktop review of Long Term Financial Plan


Internal staff p p p


5.2.5.1Administering the Shire’s investment portfolio Manager Corporate

ServicesChief Executive Officer andCouncil p p p p

5.2.5.2Administering the Shire’s loan portfolio Manager Corporate





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



5.2.5.7Manage the Shire’s financial reserves Manager Corporate


5.2.5.8Preparation of annual budget Manager Corporate

ServicesInternal staff, Chief Executive Officer and Council

p p

5.2.5.9Preparation of annual financial report Manager Corporate

ServicesAudit and Risk Management Committee p

5.2.5.10Preparation of monthly management reports Manager Corporate

ServicesInternal staff

p p p p

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



7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future

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


Audit and Risk Management Committee and Auditors

p p

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

p




5.7.1.3

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


Audit and Risk Management Committee, Internal staff and Auditors

p p

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

5.7.3.1Develop financial indicators for Business Units Manager Corporate

ServicesInternal staff

p


Service Team Customer ServiceResponsibility Coordinator Revenue and Customer Services

Services ♦ Delivering Shire one-stop-shop counter service ♦ Delivering Department of Transport licensing service ♦ Delivering Shire phone service ♦ Delivering customer service training and support

♦ Providing printing and stationery supplies ♦ Maintaining customer information and system


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

♦ Increasing cost of power supply


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 ♦ Synergy ♦ Annual

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

Revenue and Customer Services


Budget 2016-2017



Capital Income $0


Totals ($323,192)



5. Community and customer focus

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


5.5.1.2Provide Department of Transport licensing services Coordinator Revenue and

Customer ServicesDoT, Community and Internal staff p p p p

5.5.1.3Provide one-stop shop customer service centre Coordinator Revenue and

Customer ServicesCommunity and Internal staff p p p p

6. A culture of innovation, quality and continuous improvement

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

5.6.2.2Measure and report on administration of Customer and Information Services

Coordinator Revenue and Customer Services



Service Team RevenueResponsibility 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 ♦






5.2.5.3Billing of property rates Manager Finance Ratepayers

p p p p

5.2.5.4Billing of sundry debtors Manager Finance Debtors

p p p p


Service Team RecordsResponsibility 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 ♦


Budget 2016-2017

Operating Income $0


Capital Income $0


Totals ($188,615)




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


5.3.1.1Provide recordkeeping service to the organisation Coordinator Information

Management ServicesInternal staff

p p p p

5.3.1.3Undertake annual Records Disposal program Coordinator Revenue and

Customer ServicesInternal staff

p


Service Team Information and Communication TechnologyResponsibility 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 ♦


Budget 2016-2017

Operating Income $0


Capital Income $0


Totals ($1,120,397)




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


5.2.1.5Undertake desktop review of ICT Strategic Framework

Coordinator Information Management Services



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

5.3.2.2Maintain communications system Coordinator Information


p p p p

5.3.2.3Provide Help Desk support to users Coordinator Information


p p p p

5.3.2.5Review of Information and Communication Technology Strategic Plan



5.3.2.6Undertake hardware maintenance program Coordinator Information


p p p p

5.3.2.7Undertake personal computer refresh program Coordinator Information


p

5.3.2.9Upgrade and extend software licensing to meet the needs of the organisation


External software providers and Internal staff

p p p p


Human and Community Services

Service Team Human ResourcesResponsibility Manager Human and Community Services

Services ♦ Employment ♦ Personnel

♦ Workplace Relations

♦ Occupational Safety, Health and Well-being

♦ Workforce Planning

Workforce ♦ 5.4 FTE

Challenges ♦ Ability to meet growing service demands with limited resources ♦ Continual increase in the level of workforce legislative and reporting requirements

♦ Labour market skills shortage

♦ Declining employee health associated with an ageing workforce

♦ Lack of efficient and effective Human Resources Information System

♦ Increase in demand for flexible working arrangements and career growth opportunities

♦ Diminishing level of supervisory and leadership experience within the workforce



Indicators ♦ Number of employees (FTE) ♦ 168.00 ♦ Workforce Plan ♦ Annual ♦ Staff turnover rate % ♦


Budget 2016-2017



Capital Income $0


Totals ($593,861)

Operational Plan and Budget 2016-17 60 Ongoing Completed that year New/upgraded service BOLD CEO Pr