Shire of Cunderdin Strategic Community Plan 2017 - 2027 · Projects that will benefit the whole community economically: - A $160 Million solar farm which plans to install a 100-megawatt

Shire of Cunderdin

Strategic Community Plan

2017 - 2027

Major Review

June 2017

1 Shire of Cunderdin STRATEGIC COMMUNITY PLAN 2017 - 2027

DOCUMENT MANAGEMENT

Version Reviewed/Adopted Status Date Issued 1 Adopted 17 May 2012 2 Reviewed Draft - superseded 20 February2014 3 Reviewed Draft - superseded February 2016 4 Adopted FINAL Desktop Review 16 June 2016 5 Reviewed Major Review June 2017 6 Adopted FINAL – Major Review 15 June 2017 7 Reviewed Adopted November 2018

Prepared by: The Shire of Cunderdin

A copy of this Plan is available in alternate formats if required. Please contact the Shire if you

require the Plan in an alternate format. (Refer to Disability Access and Inclusion Plan).

If you require further information on anything in this Plan please contact:-

Shire of Cunderdin

PO Box 100 (50 Lundy Avenue)

Cunderdin WA 6407

Phone: 9635 2700 Fax: 9635 1464

[email protected]

www.cunderdin.wa.gov.au

mailto:[email protected]

http://www.cunderdin.wa.gov.au/


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As part of the Western Australian Government’s Integrated Planning and Reporting

Framework (IPRF) requirements, all WA local governments are required to periodically

review their Strategic Community Plans.

At a minimum, a desk-top review of the Strategic Community Plan should be undertaken

every two years and a major review conducted every four years, engaging the community in

consultation workshops. This will ensure that community priorities and aspirations are kept

up-to-date and remain relevant.

The Shire of Cunderdin’s Strategic Community Plan 2013-2022 was adopted by Council in

2012 and desktop reviews were undertaken in 2014 and 2016. A major four-year review

with community consultation was undertaken in May 2017 with workshops in Meckering

and Cunderdin townships and online surveys.

The major review gives an indication as to whether the Shire has the ability to financially

achieve the aims of the Plan through to 2027. We will continue to work with the Community

and State and Federal Governments to achieve the objectives of the revised updated Plan.

The Shire looks forward to working with the community over the next ten years. Thank you

to everyone who participated in our community consultation.

Cr Dennis Whisson Shire President


Contents SUCCESS – Key Achievements ............................................. 5

2012 to 2017 ....................................................................... 5

Elements of Integrated Planning and Reporting Framework6

Overview of our Community ............................................... 7

Consultation Approach ....................................................... 8

Facilitation of Workshops with the Community ................. 9

KEY FINDINGS FROM THE WORKSHOPS ........................... 12

Our Resourcing Capability ................................................. 16

Our Vision and....................... Error! Bookmark not defined.

Values .................................... Error! Bookmark not defined.

Strategic Directions ........................................................... 19


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The Strategic Community Plan encompasses the period 2017 to 2026. The plan is reviewed every two years with a ‘desktop’ review and a major formal review, including community consultation, every four years. This plan includes feedback from consultation that occurred in May 2017.

The Plan has been prepared in accordance with the Integrated Planning and Reporting Framework and Guidelines issued by the Department of Local Government.

Population forecasts indicate that the Shire remains on a ‘minimal growth’ continuum. One of the key challenges facing all Local Governments is the ability to deliver the service levels expected while keeping rate rises at a reasonable level. This is why Integrated Planning Legislation defines the need for a 10-Year Financial Plan which incorporates financial KPI’s and Ratios. The integrated planning and reporting framework involves the review and implementation of the following plans:

Strategic Community Plan

Long-Term Financial Plan

Integrated Workforce Plan

Asset Management Plan

Corporate Business Plan


Over the past 5 years we have achieved a lot of what we set out to achieve despite resources having to be allocated to the local government reform program which was

cancelled in February 2015. Some of our key achievements during this period were:

Completion of the $2.92M Cunderdin Sport and Recreation Centre, funded by Royalties for Region Regional Funding, Lotterywest, Department of Sport and Recreation and Country Local Government Funding.

Approval and funding secured for the new Cunderdin Health Centre facility as part of the $500 Million Southern Inland Health Initiative (SIHI) and Royalties for Regions, with construction due to commence in mid-2017 and scheduled for completion by September 2018.

Commencement of construction of the Age Appropriate Accommodation units consisting of 8 two bed, two bath units, a 3 x 3 palliative care unit and a 3 x 3 Respite Unit, scheduled for completion by December 2017.

Upgrades to the Cunderdin Memorial Swimming Pool with installation of 41 solar photovoltaic cells, upgrading the roofing, fencing and fitting shades in the front paved area.

Development of the Cunderdin Town Dam project to enable runoff surface water to be captured in a dam and reticulated onto the town oval and other

parks and gardens, providing economic benefit to the wider Cunderdin community and a saving of some $60,000 in water charges per annum.

Completion of the construction of a ‘Changing Places’ facility in Meckering for people with disability, providing a tracking hoist system, a height adjustable

adult sized changing bench, a large wash basin, an accessible toilet and shower.

Completion of the new Meckering Fire Shed and purchase of two new Bushfire Trucks, for Meckering and Cunderdin funded by a $54,000 grant from the

Department of Emergency Services.

Development of the Meckering Men’s Shed.

Installation of a toilet facility for people with disability at O’Connor Park, Cunderdin.

New entry statement signs to the town of Cunderdin.

Projects that will benefit the whole community economically: - A $160 Million solar farm which plans to install a 100-megawatt solar farm by the end of

2017, making it the largest solar far in the country; A proposed $40 to $60 Million redevelopment of the Cunderdin Airfield to an international standard gas

‘n’ go alternate for wide body passenger aircraft; Water Corporation construction of 2 x 75ML water storage facility.

SUCCESS – Key Achievements

2012 to 2017


Elements of Integrated Planning and Reporting Framework

Strategic

Community Plan

2017 - 2027

Long Term

Financial Plan

2017 - 2029

Local Planning Strategies

Informing Strategies

Local Land Use Planning

Strategy

Corporate

Business Plan

2017 - 2021

Workforce Plan 2017-2021

Asset Management Plan

2017

Annual Budget

2017 - 2018

Annual Report

Community

Vision

Consult

Engage

Inform

Community

Groups,

Stakeholders,

Elected Members


Overview of our Community The Shire of Cunderdin is located 158 kilometres east of Perth, and approximately 52 kilometres east of the

regional centre of Northam. The Shire covers an area of 1,872 square kilometres and consists of two localities being

Cunderdin and Meckering.

Cunderdin townsite contains the majority of the population with 800 residents and Meckering townsite 100. The

total population of the Shire is approximately 1,300, which is estimated to remain fairly constant over the next ten

years.

Features of the Shire include a wide range of recreational facilities – notably the sporting complex and swimming

pool. Services include the hospital and medical centre; playgroup; Cunderdin District High School (K to Year 10);

Meckering Primary School; Cunderdin WA College of Agriculture; the Cunderdin Airfield; the Community Resource

Centre, and the Cunderdin Day Care Centre. Within the Shire there are a number of parks and reserves, including

O’Connor Park, Cunderdin Hill, Meckering Rose Garden and Youndegin - Woodthorpe.

The Shire of Cunderdin adjoins the local governments of Goomalling, Dowerin and Wyalkatchem to the north,

Tammin to the east, Northam to the west and, York and Quairading to the south.

The local economy is reliant on agriculture, with wheat, canola and lupins being the main crops, and sheep

production being prominent. Although the local industries and services are based around the agricultural sector,

Cunderdin is also home to institutional furniture manufacturing, farm machinery and equipment manufacturing,

rural merchandise suppliers, fabrication industries and machinery dealerships. Cunderdin also has only one of six

campuses of the Western Australian College of Agriculture in the State.


Consultation Approach A multi-faceted community engagement process was planned and undertaken with the purpose of engaging the community

to obtain their views, exchange information and provide feedback on their desired future direction and long term vision.

Community members were again given the opportunity to be involved in a full review of the Plan in May 2017.

Every four years a major review is conducted seeking further input from our community. This is to ensure that our Plan

continues to be relevant and that we are able to respond to the demands of the current environment. A ‘desktop’ review is

required to be carried out every 2 years.

The outcomes of the community engagement process is intended to be used to identify the community’s long term vision and

key priorities, for incorporation in the full review of the 10-Year Shire of Cunderdin Strategic Community Plan 2017 - 2027.

Distribution of Online Community Surveys

Two online community surveys were developed using Survey Monkey and distributed to those households/ ratepayers who

had registered their email address with the Shire and to ratepayers residing outside of the Shire boundary. The surveys

comprised a variety of questions that focused on the current status of Council’s performance, areas for improvement and

long term vision for the community. Approximately 320 emails were distributed with an electronic link to the survey, which

was also made available on the Shire website and the Shire Facebook page.

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Facilitation of Workshops with the Community Four workshops were conducted within the Shire of Cunderdin by an external facilitator. Meckering workshops were held on Friday 24 February 2017

(funded by the Wheatbelt Development Commission Community Chest Fund and the Meckering Sporting Club) and Cunderdin’s workshop was held on

Thursday 18 May 2017 (funded by the Shire Council). On both occasions Shire Councillors were invited to attend and participate in the Workshops as

members of the community.

The workshops provided an overview of the Integrated Planning and Reporting Framework, and prompted discussions with the community on the

following topics:

What do you enjoy about living in the Shire of Cunderdin?

What are your top three priorities for the Shire over the next 10 years?

Is there something ‘missing’ in the Shire of Cunderdin that could be adding value?

In addition to the community workshops, youth engagement activities were conducted in partnership with the Meckering Primary School and

Cunderdin District High School. These included an art class for the younger participants and a series of questions for the older students. The objective

of these activities was to gain an understanding of the key issues and concerns faced by the younger demographics and focused on the following topics:

What do you like most about the Shire of Cunderdin?

What activities do you participate in?

What facilities/activities could the Shire provide for the kids in Cunderdin?

What would they like to see more of at Cunderdin?

The children were informed to vision ahead over a 5 – 10 year time frame. The drawings and surveys were displayed at the Community Workshops and

integrated into the day’s activities.

Stakeholder Interviews Key stakeholder interviews were conducted on 21 and 22 March 2017 in Meckering with 12 participants selected including two Shire representatives.

Each informant was asked a series of questions about Meckering’s livability and other appropriate questions. The interviews were effective in yielding

in-depth qualitative data and prioritising issues, challenges and solutions.


Key Findings from the Community Online Surveys

Meckering:

An online survey was conducted in April 2017 with 26 people completing the survey, which included questions about the perceptions of various aspects

pertaining under the SCP themes permitting respondents to prioritise numerous priority actions. The surveys were also effective in capturing members

of the community who were unable to attend the workshops. Data from the Meckering workshops will be collated and presented by 1 July 2017.

Cunderdin:

Of the 326 surveys distributed by email (via a link on the Shire webpage and Facebook page) a total of 103 online survey responses were received, with

85.44% living in or near Cunderdin and 9.71% living in or near Meckering. Of note, it was interesting that 576 people viewed the online survey.


The following presents a summary of the key findings following an assessment of all survey responses:

The key attributes enjoyed by residents and ratepayers are:

Community Spirit - friendly community members, feeling safe;

Events and community involvement;

Facilities and services; and

Locality to Perth, the peace and quiet.

With regard to the Council’s Strategic Directions, respondents identified the highest level of importance as Civic Leadership and Infrastructure and

Transport.

The key services that respondents would like Council to focus on over the next 10 years (in order of importance) are:-

Improved health services;

Improved road maintenance;

Improved facilities and infrastructure for seniors/retirees and for youth;

Increasing the population;

Ensuring that the development of the airfield goes ahead;

Attracting tourism; and

Creating employment and developing the economy.

When respondents were asked what they would like to see improved in the Shire, responses varied quite widely but a significant number of

responses were concerned with:

Improving health services;

Retaining permanent residential care services, improving aged care;

Improving road maintenance;

Attracting new residents into the Shire;

Attracting new businesses into the Shire; and

Improving sport and recreational facilities.


Several topics were discussed during the workshops with community members, elected representatives and Council staff. It was evident from the discussions that the Shire faced a number of issues and challenges, some of which are within the realms of local government control and others which are outside of Council’s role and responsibilities.

An impressive 64 participants attended the Meckering and Cunderdin Workshops, with all completing their surveys.

Meckering: Three community workshop sessions were held on 24 February at the Meckering Sporting Club. A total of 45 participants attended the workshops,

representing 21% of the 2011 census population, with 35.90% of the participants being non-Meckering Sporting Club members. The day encompassed a

series of interactive activities, which enabled participants to voice their opinions and beliefs and collaborate to identify future aspirations for the town.

The key themes emerging from the workshops have been categorised into the six (6) Strategic Directions focus areas. These are outlined below:

Social/Community Safe community

People with a ‘Can Do’ attitude, community spirit

Community members will increase by 50 people by 2020

Increasing population is the key

The need to ‘add-in’ to the MSC with other activities (eg; bingo, carpet bowls)

Install a disabled toilet facility in the Meckering Sporting Club

Redevelop the old showgrounds and the old tennis courts

KEY FINDINGS FROM THE WORKSHOPS


Environmental The need for a large lawn area (oval) with a playground in Meckering

Install solar panels on Shire buildings – sustainability

Convert the old tennis courts in Meckering into solar panel units

Economic Development Capitalise on the earthquake history in Meckering Partner with Landcorp/regional development to release more residential land Declining population is of concern Provide more facilities in the Meckering Rose Garden Reduce the speed limit through the town centre Reduction in government funding (Royalties for Regions being axed) Loyalty to local business and support new businesses

Infrastructure and Transport The highway is very important to the community Improve internet and mobile phone reception in Meckering

Civic Leadership Strengthen partnerships with the Shire for continued support of services

Increased communication with the community about volunteering opportunities


Cunderdin: The format for the Cunderdin Workshop was to conduct a SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis. Four questions were

posed:-

(1) STRENGTHS: ‘What do you believe are the key strengths of the Cunderdin Community?’

(2) WEAKNESSES: ‘What’s not happening in Cunderdin that could be adding value?’

(3) OPPORTUNITIES: (a) ‘What are the biggest opportunities for the Shire of Cunderdin as your home town and community hub?’ (internal focus); and

(b) ‘What are the biggest opportunities for the Shire of Cunderdin to take advantage of its locality? (external focus)

(4) THREATS: What do you perceive are the biggest threats for the Shire of Cunderdin community?

The key themes of the above four questions that emerged from the workshops in which Council may have some influence can be categorised into the six

(6) Strategic Directions focus areas. These are outlined below:

Social/Community Safe community;

Clean community;

Promote cultural diversity

Drugs threat and crime rate in the community

Lack of participation in the community

Younger generation moving to the city and not returning

Environmental Clean community

Install solar panels on Shire buildings – sustainability

Reduce the speed limit through the towns

Lack of value for our natural environment

Climate change and the impact upon farmers in the communities

Economic Development Good stable government institutions/employers


Good economic base (business community) Future developments – solar farm, airfield (possible FIFO) Partner with Landcorp/regional development to release more residential land in Cunderdin Attract more tourism to the towns Declining population is of concern Reduction in government funding (Royalties for Regions being axed) Loyalty to local business and support new businesses

Infrastructure and Transport The highway is very important to the community Improve the transport – a transport ‘hub’

Civic Leadership Council amalgamation – loss of the Shire Council

Increased communication with the community about volunteering opportunities

The survey and workshops also identified that there is a general perception that Council is community focused and working for the most part, on what is

best for the community at large.


Our Resourcing Capability

Our financial capabilities are limited by our capacity to grow our revenue streams, which includes our ability to

source external funding from grant programs and how much our community can sustain in the way of rate

increases.

Our Asset Management Plan tells us that we currently do not have the funding levels to meet our building and

structure asset renewal and replacement requirements over the next 10 years, with a 10 year funding gap of

$2,310,000 or $231,000 per year.

Our Roads and Bridges Asset Management Plan shows we have a renewal funding gap that is currently beyond our

financial capacity; unless we can source additional grant funding and change our financial management approach

we will not close this gap.

Our Long Term Financial Plan modelling details a range of financial management strategies we can implement that

will assist us to begin to address the funding gap for Asset Renewal requirements, and also allow us to deliver the

outcomes our community has asked to provide. Some of the actions and strategies identified in our priorities are

contingent upon external grant funding and the Council will be working hard to secure these funding sources so we

can deliver our communities outcomes.

Our initial workforce planning assessment, based on forecast trends, highlights that our workforce will remain

relatively constant over the planning period. Our workforce is aging and we will need to implement a series of

workforce planning and succession strategies to ensure we capture important corporate knowledge before some

of our employees retire.



Vision and Values

Our Shire will be: A regional place that is progressive and will provide opportunities, offering a unique lifestyle and a sense of belonging;

A place that connects people;

A place that connects transport; and

A place that connects businesses.

Our Goals are:

Social

Grow and build the population base;

Improve community spirit, collectively caring for each other;

Build an active community, increasing participation and ownership.

Environmental

Nurture and enhance our natural environment and prioritise the protection of our natural resources;

Manage resource consumption and reduce waste, preserve and protect buildings and places of heritage and indigenous significance;

Economic

Strengthen local business and employment capacity;

Support and encourage sustainable business growth;

Position the area as a regional strategic location and transport hub.


Strategic Directions

Social / Community We are a connected, friendly, industrious and diverse community that fosters inclusion, resilience and self-sufficiency, where people feel safe, capable and supported in their endeavours.

Environment We value, and work to nurture and enhance our natural environment and prioritise the protection of our natural resources in all endeavours, managing resource consumption and reducing waste, preserving and protecting buildings and places of heritage and indigenous significance.

Economic Development Our local economy will continue to thrive and prosper as we support and foster industry, initiative and innovation in seeking new opportunities to enhance our Shire’s economic health.

Infrastructure and Transport We work together for the provision of essential services and assets to support our growing community.

Civic Leadership Our Councillors and community leaders have vision, are accessible, act with transparency and integrity, and act

in good faith on behalf of their constituents.


The following strategic priorities and outcomes have been developed to support each of the strategic directions:-

Key Result Area 1 Social/Community

We are a connected, friendly, industrious and diverse community that fosters inclusion, resilience and self-sufficiency, where people feel safe, capable and supported in their endeavours.

S1-Objective 1 Continue to develop and support a healthy inclusive and accessible community providing facilities and services for all ages, abilities, visitors and tourists.

Strategy Reference Strategy Action Measure 18/19 19/20 20/21 21/22 Ongoing

S1.1.1 Build community capacity by developing and hosting events and community-based activities.

1. Encourage Community Participation 2. Annual Calendar of Events 3. Provide a range of community, cultural and civic events including - • Carols in the Park • Australia Day breakfast • ANZAC Day Service • Thank a Volunteer Day • Cunderdin K9s in the Park • Halloween / Easter Event

a) Calendar Available and Issued with Rates Notice b) No. of events held c) No. of participants d) Survey of participants e) Social media reach

1,2,3 1,2,3 1,2,3 1,2,3 1,2,3

S1.1.2 Assist community groups implement promotional strategies and grant applications for events and community activities.

1. Liaise with community groups to develop and host social activities and cultural programs and events. 2. Seek feedback on events held.

a) No of groups involved b) No. of programs developed c) No. of events held

1,2 1,2 1,2 1,2 1,2

S1.1.3 Upgrade facilities in line with the DAIP plan. 1. Modify access to the Meckering Sporting Club to accommodate people with disability (wheelchairs, gophers, walkers, etc). 2. Install a disabled toilet facility at the Club. 3. Source quotes for proposed works .

a) DAIP action in progress b) DAIP action completed

0 3 0 0 1,2

S1.1.4 Develop and implement programs suitable for the youth and aged.

1. Assist in the development and implementation of programs suitable for the Active Ageing target market, as required. 2. Research and initiate activities and programs for the youth.

a) No. of Consultations with Target markets b) No. of programs initiated

1,2 1,2 1,2 1,2 1,2


We are a connected, friendly, industrious and diverse community that fosters inclusion, resilience and self-sufficiency, where people feel safe, capable and supported in their endeavours.

S1-Objective 1 Continue to develop and support a healthy inclusive and accessible community providing facilities and services for all ages, abilities, visitors and tourists.


S1.1.1 Build community capacity by developing and hosting events and community-based activities.

1. Encourage Community Participation 2. Annual Calendar of Events 3. Provide a range of community, cultural and civic events including - • Carols in the Park • Australia Day breakfast • ANZAC Day Service • Thank a Volunteer Day • Cunderdin K9s in the Park • Halloween / Easter Event

a) Calendar Available and Issued with Rates Notice b) No. of events held c) No. of participants d) Survey of participants e) Social media reach

1,2,3 1,2,3 1,2,3 1,2,3 1,2,3

S1.1.2 Assist community groups implement promotional strategies and grant applications for events and community activities.

1. Liaise with community groups to develop and host social activities and cultural programs and events. 2. Seek feedback on events held.

a) No of groups involved b) No. of programs developed c) No. of events held

1,2 1,2 1,2 1,2 1,2

S1.1.3 Upgrade facilities in line with the DAIP plan. 1. Modify access to the Meckering Sporting Club to accommodate people with disability (wheelchairs, gophers, walkers, etc). 2. Install a disabled toilet facility at the Club. 3. Source quotes for proposed works .

a) DAIP action in progress b) DAIP action completed

0 3 0 0 1,2


S1.1.4 Develop and implement programs suitable for the youth and aged.

1. Assist in the development and implementation of programs suitable for the Active Ageing target market, as required. 2. Research and initiate activities and programs for the youth.

a) No. of Consultations with Target markets b) No. of programs initiated

1,2 1,2 1,2 1,2 1,2

S1-Objective 2 Assist the facilitation of regional health services


S1.2.1 Assist the facilitation of regional health services 1. Bi-annual reporting by PUG on the status of facility.

a) Construction finalised

1 0 0 0 0

S1-Objective 3 Assist the facilitation of regional aged care services


S1.3.1 Develop an age appropriate accommodation strategy 1. Encourage further development of ageing in place accommodation. 2. Actively seek funding.

a) Construction finalised b) Development of an aged accommodation strategy document

1,2 1,2 1,2 1,2 1,2


S1.4.1 Facilitate volunteering within the Shire. 1. Recognise the value of volunteering 2. Create opportunities for volunteers to participate in local projects & advertise these opportunities. 3. Support CRC and voluntary groups as required

a) Annual Thankyou event held b) No. of volunteers

1,2,3 1,2,3 1,2,3 1,2,3 1,2,3

S1-Objective 5 Develop and implement an Aboriginal Engagement Strategy. Strategy Reference Strategy Action Measure 18/19 19/20 20/21 21/22 Ongoing


S1.5.1 Develop and implement an Aboriginal Engagement Strategy.

1. Seek funding 2. Engage consultant (WDC) 3. Implement Strategy

a) Strategy completed b) Strategies developed and implemented 1 1,2 3 3 3

Key Result Area 2 Environment

We value, and work to nurture and enhance our natural environment and prioritise the protection of our natural resources in all endeavours, managing resource consumption and reducing waste, preserving and protecting buildings and places of heritage and indigenous significance. E2-Objective 1 Foster and promote sustainable water, waste management and energy management practices including continued participation in the Water Efficiency Management Plan

(WEMP) and SEAVROC Regional Waste Management Strategic Plan.


E2.1.1 Implementation of the Water Efficiency Management Plan (WEMP).

1. Review the WEMP (expired on 15.4.2016), cost initiatives and include costings in the LTFP. 2. Review the WEMP annually and report progress to the Water Corporation. 3. Review discussions with CBH regarding stormwater harvesting from CBH site to the oval. 4. Cunderdin Town Dam Project 5. Develop a business plan for community use of the Reserve Dam.

a) Initial Review Completed b) Initiatives included LTFP c) WEMP reviewed annually by the 31 July d) Town Dam project completed e) Negotiations in progress

1,2,3,5 2,4,5 2 2 2

E2-Objective 2 Demonstrate leadership in the area of sustainability through investment in renewable energy


E2.2.1 Promote sustainability initiatives within the Shire 1. Installation of Photovoltaic Cells on Administration Building 2. Explore and implement energy saving initiatives for all Shire properties. 3. Ensure sustainability is considered as a factor in all capital projects.

a) Seek quotes and appoint installer b) Budget provided in LTFP and Annual budget c) Solar Panels installed d) no. of Iniatives e) $$ amount of savings

2,3 1,2,3 1,2,3 2,3



E2-Objective 3 Preserve and protect buildings and places of heritage and indigenous significance, burial sites and the natural environment.


E2.3.1 Preserve and protect buildings in line with the Municipal Heritage Inventory

1. Review the Municipal Heritage Inventory

a) MHI reviewed 0 0 0 1

E2.3.2 Liaise with the stakeholders of Cunderdin Hill and Bulgin Rock with regard to the preservation & promotion of these sites.

1. Provide access to sites 2. Maintain infrastructure & services at the sites 3. Promote sites as key tourist attractions

a) Budgets allocated annually

1,2,3 1,2,3 1,2,3 1,2,3


Key Result Area 3 Economic Development

Our local economy will continue to thrive and prosper as we support and foster industry, initiative and innovation in seeking new opportunities to enhance our Shire’s economic health.

ED3-Objective 1 Encourage new businesses through information incentives and land use provision.


HF3.1.1 Encourage new businesses through information incentives and land use provision.

1. Develop policy position to attract new business to the district.

a) Policy adopted

0 1 0 0 0

HF3.1.2 Provide land use for commercial and industrial growth, light commercial and the airfield.

1. Review Shire owned land holdings for possible sale or development. 2. Develop plan to realease land identified in action 1.

a) Review complete

0 1 2 2 2

HF3.1.3 Review land use strategy to provide for diverse housing needs, considering affordability, lifestyle and Independent Living Units (ILU’s) for the aged.

1. Partner with aged care providers to develop ageing in place accommodation. 2. Review Land Use Strategy (TPS) 3. Liaise with Landcorp / Regional Development for the release of additional blocks of land in Cunderdin and Meckering.

a) Adopt TPS b) Development of an aged accommodation strategy document

1 1,2,3 3 3 2,3


ED3-Objective 2 Explore diverse income streams, including grants


HF3.2.1 Explore diverse income streams, including grants 1. Monitor grant funding opportunities for capital projects and programs. 2. In conjunction with the LTFP, review business operations with a view of identifying additional revenue streams. 3. Ensure sound long term financial management and deliver value for money. 4. Identify Services and review with a cost benefit analysis

a) No. of funding applications b) No. of successful applications c) Services and associated costs identified

1 1,2,3,4 1,2,3,4 1,2,3,4 1,2,3,4

ED3-Objective 3 Facilitate the development of the airport and surrounds.


HF3.3.1 Facilitate the development of the airport and surrounds.

1. Continue to negotiate with stakeholders to develop a commercial enterprise at Cunderdin Airfield. 2. Partner with the Agricultural College to create a skills based training centre, and apprenticeships at the Airfield.

a) Training Centre commenced b) No. of apprenticeships available c) Continued development of the airfield

1,2 1,2 1,2 1,2 1,2


ED3-Objective 4 Explore and develop tourism opportunities within the Shire


HF3.4.1 Develop Visitors Centre / Café 1. Explore development of a Visitors Centre

0

0 1,2 1,2 0 0

HF3.4.2 Rebranding of the Shire 1. Hold workshop to explore rebrand options

a) Workshop held b) Implementation of workshop outcomes

1 1 0 0 0


Key Result Area 4 Infrastructure and Transport

We work together for the provision of essential services and assets to support our growing community.

IT4-Objective 1 Lobby and advocate for improved services, infrastructure and transport, taking advantage of our strategic transport position.


ED4.1.1 Develop a Regional Economic Plan. 1. Liaise with the Wheatbelt Development Commission on the status of their regional plans. 2. Hold workshop with stakeholders to discuss opportunities 3. Plan, develop and implement opportunities

a) No. of opportunities available b) No of Successful funding arrangements c) Workshop held. 1 1,2 3 3 3

ED4.1.2 Lobby and advocate for improved services. 1. Ensure lobbying at appropriate times

a) No. of opportunities 1 1 1 1 1

IT4-Objective 2 Develop plans for the improvement and renewal of infrastructure assets.


ED4.2.1 Infrastructure Asset Management and Renewal 1. Refine, implement and monitor Asset Management Plans for all infrastructure program areas.

a) Plans implemented

1 1 1 1 1

ED4.2.2 Maintain and enhance the local environment, improve major distributor roads.

1. Review Road Asset Management Plan 2. Undertake a collection of road inventory and condition data on the Shire road network 3. Update the RAMM database and recalculate the Asset financial model.

a) Plan updated b) RAMM updated

1,2,3 3 3 3 1,3

ED4.2.3 Develop Asset Management Plans for community facilities and assets.

1. Review existing Building and Structures Asset Management Plan by undertaking collection of more specific data relating to component works required for financial modelling purposes utilising the Buildings Plus Program. 2. Hold workshops to review current assets.

a) Plans updated b) Workshops held

1 1,2 1 1 1



ED4.3.1 Review roads infrastructure for safety breaches. 1. Collect footpath inventory and condition data and update RAMM database for footpath network and prepare asset management plan. 2. Undertake condition audit of roads, kerbs and footpaths from a safety and access point of view, specifically for gophers and wheelchairs. 3. Consult with community on priority gopher and wheelchair routes in town. 4. Prepare Plan on priority improvement works including gopher routes, cost improvement works required and include costings in LTFP to improve access and safety.

a) Updated RAMM database b) Community workshop held c) No of Attendees d) Plan Prepared and Implemented

3 1,2,3,4 0 0 1,2

IT4-Objective 4 Upgrade the town centres and main street. Strategy Reference Strategy Action Measure 18/19 19/20 20/21 21/22 Ongoing

ED4.4.1 Maintain the Town Halls frontages. 1. Allocate appropriate funding levels in each year of the LTFP to ensure the maintenance of Cunderdin and Meckering Town Halls, including frontages

a) Funding allocated

1 1 1 1 1


Key Result Area 5 Civic Leadership

Our Councillors and community leaders have vision, are accessible, act with transparency and integrity, and act in good faith on behalf of their constituents.

CL5-Objective 1 Deliver sustainable governance through transparent and robust policy and processes. Strategy Reference Strategy Action Measure 18/19 19/20 20/21 21/22 Ongoing

IT5.1.1 Governance Framework - Provide a fully integrated robust governance framework with annual reviews of the Shire’s governance framework, policies, management practices, delegations, risk management framework and periodic reviews of the Code of Conduct and Local Laws.

1. Review Governance Framework. 2. Review Council Policies on a biennial basis. 3. Develop a Community Engagement Plan.

a) Policies reviewed b) No. of information sessions c) No. of attendees 0 1 0 1 1

IT5.1.2 Develop and Implement Service Plans and IT Plans. 1. Prepare Business Continuity Plan and Business Continuity Management Framework. 2.Prepare Information Technology Replacement Plan. 3. Prepare IT Disaster Recovery Plan. 4. Review Plans biennially

a) Plans developed b) Plans implemented

0 1,2,3 1,2,3 0 4

CL5-Objective 2 Undertake the civic duties of Council with the highest degree of ethics. Strategy Reference Strategy Action Measure 18/19 19/20 20/21 21/22 Ongoing

IT5.2.1 Elected Member Leadership 1. Biennially coordinate ordinary local government elections, aiming to attract a diverse range of elected members that reflect the views of the Shire of Cunderdin community. 2. Deliver Inductions and education programs for Elected Members following each Election. 3. Develop and implement strategies to maintain and/or increase candidacy numbers at Local Government elections.

a) No. of Councillors trained b) No. of Training programs attended c) Strategies developed d) No. of candidates

0 1,2,3 0 1,2,3 1,2,3

IT5.2.2 Financial Sustainability and capacity 1. Complete all statutory financial reporting in accordance with statutory requirements.

a) Budget Adopted by 31 August b) Annual Financial Report to Auditor by 30 September

1 1 1 1 1


CL5-Objective 3 Provide community leadership and lobby Federal and State Government to strengthen service provision within the Shire.


IT5.3.1 Lobby and advocate for improved services, infrastructure and transport.

1. Continue to lobby for the retention and improvement to a range of State and Commonwealth services, and infrastructure.

a) No. of opportunities

1 1 1 1 1

CL5-Objective 4 Ensure sound long term financial management and deliver value for money.


IT5.4.1 Ensure sound long term financial management and deliver value for money.

1. Develop sustainable long term financial plan. 2. Develop program to Review current services and cost. 3. Review LTFP with Annual Budget

a) LTFP complete b) Annual review of LTFP complete c) Services identified d) Timeline developed for service review e) All services reviewed

1 2,3 2,3 2,3 2,3


CL5-Objective 5 Improve organisational planning, processes and systems.


IT5.5.1 Integrated Planning and Reporting Framework 1. Review IPRF documentation. a) Biennial revise of SCP b) Review of CBP c) Review Informing Strategies 1 1 1 1 1

IT5.5.2 Review and update Council Policy manual 1. Review Council Policy manual. a) Review complete every 2 years 1 1 0 2 2

IT5.5.3 Disability Access and Inclusion Plan (DAIP) 1. Review and update the Disability Access and Inclusion Plan (DAIP).

a) Review Plan annually

0 1 0 1 1

IT5.5.4 Risk Management 1. Review Corporate Risk Management Plan

a) Undertake a half yearly review of priority risk treatments b) Annually review Corporate Risk Management Plan.

1 1 1 1 1

Performance of the Shire of Cunderdin will be measured against a sustainability index, based on a balanced scorecard. The Strategic Community Plan will be monitored

through the Corporate Business Plan reporting framework, and reported to the community on an annual basis.

Shire of Cunderdin

PO Box 100

Cunderdin WA 6407

50 Lundy Avenue, Cunderdin WA 6407

Phone: 9635 2700 - Fax: 9635 1464

Email: [email protected]

Website: www.cunderdin.wa.gov.au

mailto:[email protected]

http://www.cunderdin.wa.gov.au/

Documents

Shire of Cunderdin Strategic Community Plan 2017 - 2027 · Projects that will benefit the whole community economically: - A $160 Million solar farm which plans to install a 100-megawatt