city of greater geraldton 2012-2013 budget by work area · pdf filecity of greater geraldton...

City of Greater Geraldton 2012-2013 Budget

By Work Area

The attached work area statements are indicative in nature and do not form part of the statutory budget document

INDEX

Members of Council – Tony Brun ...................................................................................... 3

Office of the Chief Executive Officer – Tony Brun ............................................................ 5

Mullewa District Office – Tom Hartman .............................................................................. 7 Economic Development & Innovation - Karen Godfrey ...................................................... 9

Department of Treasury and Finance – Bob Davis ......................................................... 14

Finance – Kim Chua ........................................................................................................ 16 Finance – Paul Radalj ..................................................................................................... 17 Commercial Property Development – Brian Robartson .................................................... 19 Geraldton Airport– Bob Urquhart ..................................................................................... 23

Department of Sustainable Communities- Director Phil Melling ................................... 25

Urban and Regional Development – Murray Connell ....................................................... 27 Building Assessment – Dave Gibson (Acting) .................................................................. 29 Environmental Health & Sustainability – Mark Chadwick ................................................. 30 Community Law and Safety – Konrad Seidl ..................................................................... 33

Department of Community Infrastructure – Director Neil Arbuthnot ............................ 36

Operations – Gerard Sherlock ......................................................................................... 38 Works – Peter Faraone ................................................................................................... 40 Fleet and Support Services – Scott Carroll ...................................................................... 44 Parks Department – Kim Trotter ...................................................................................... 45 Aquarena – Jen Spriggs .................................................................................................. 48 Infrastructure Planning & Design – Mark Atkinson ........................................................... 50 Major Projects – Moneer Fates ........................................................................................ 52 Regional Energy and Waste – Mark Wong ...................................................................... 55

Department of Creative Communities – Director Andrea Selvey ................................... 59

Community Empowerment & Development ..................................................................... 61 Library & Heritage Services – Susan Smith ..................................................................... 65 Arts Culture & Events – Chris Budhan ............................................................................. 67 Bright Stars Family Day Care – Karen McDowell ............................................................. 69 Customer Service and Tourism– Jenny Rolston .............................................................. 71

Department of Organisational Performance – Director Cheryl Wood ........................... 74

Human Resources & Organisational Development – Delwen Granville ........................... 75 Governance and Risk – Towela Mutale ........................................................................... 77 Information Services ........................................................................................................ 79

2012-2013 Budget Overview by Work Area

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Members of Council – Tony Brun Elected Members of Council

Responsibilities: • Strategy • Local Laws • Policy • Appropriations • Oversight of CEO • Oversight of the City’s operations through the application of operations consistent

with the set Laws, Strategies, Policies and Appropriations as determined by Council.

Budget Summary:

2012-13 $ ’000 Budget

Operating Income Operating Expenditure 1,139 Capital Expenditure Net amount appropriated to fund services

1,139

Significant Operating Projects for 2012-13:

Strategic Community Plan Reference

Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Strategy 5.1.2: Strengthen and empower the Council

Member of Council

Operation of the elected Council

Operation of Council

Major Policy Initiatives: N/A Outcomes, Products or Services:

• Leadership of community • Stewardship of community assets and finances

Key Performance Indicators:

1. As determined by the department of Local Government


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Significant Issues for 2012-13:

1. Ongoing review of standards and the application of the new Integrated Planning Framework by the State Government.


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Office of the Chief Executive Officer – Tony Brun

Responsibilities: • Overall management and direction of the organisation

Budget Summary:

2012-13 $ ’000 Budget

Operating Income (140) Operating Expenditure 739 Capital Expenditure 0 Net amount appropriated to fund services

599

Significant Operating Projects:


Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Strategy 5.1.1: Provide visible leadership and advocacy for the greater good of the community

Strategic Initiatives

Projects relating to major initiatives and programs identified through the office of the CEO

Individual project delivery

$273

Significant Capital /Works Projects: Nil

Major Policy Initiatives: 1. Ongoing review of all Council Policies; 2. Review and implementation of the Integrated Planning Framework

Outcomes, Products or Services:

1. Executive leadership and coordination of the City’s operations 2. Administrative support of the Council including:

a. Policy b. Councillor engagement (Councillor Help desk) c. Council processes (e.g. meetings).

3. Delivery of strategies initiatives within the Community Strategic Plan 2011-2021 including:

a. Australian Square Kilometre Array Pathfinder and Square Kilometre Array Project;

b. Oakajee Port and Industry Precinct; c. Geraldton-Midwest Renewable Energy Hub; d. Smarter Cities and Digital Economies Initiatives


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4. Regional, State and Commonwealth Government affairs 5. International affairs.


1. Effective delivery of decision of Council 2. Effective financial management of the organisation 3. Effective leadership for the organisation and within the community


1. The implementation of the new Integrated Planning Framework as required by the State Government (due 1st July 2013);

2. Implications of the carbon tax on City operations and finances; 3. Resolving and finalising long term strategic project such as Sporting Futures.


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Office of the Chief Executive Officer –Tony Brun Mullewa District Office – Tom Hartman

Responsibilities: • Mullewa District Office • Mullewa Special Projects • Mullewa Engagement & Planning

Budget Summary:

2012-13 $ ’000 Budget

Operating Income (379) Operating Expenditure 1,607 Capital Expenditure 727 Net amount appropriated to fund services

1,955



Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Outcome 1.3: A safe, secure and supportive community

Community engagement

Engaging and empowering the community through the Mullewa Progress Association

Effective planning and prioritisations of initiatives

$113

Outcome 2.1: A diverse sustainable, economic and employment base

Economic & Social Development

Coordinate & implement community, Indigenous, Economic programs in Mullewa

A diverse & sustainable, economical & employment base

$104


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Significant Capital /Works Projects:

• Renewal of the Mullewa Recreation Centre Roof and improvements • Renewal of the Mullewa Town Hall roof and improvements • Continued upgrade of the Mullewa Waste Water Scheme • Development work on the Midlands Route of the Exploring Wildflower Country Trails

Project. • Development work for the Mullewa Town Revitalisation Project.

Major Policy Initiatives: Nil Outcomes, Products or Services: To ensure the effective management of the Mullewa District Office and maintaining a flow of information and compliance with organisational policy and practice, and to also ensures effective community engagement and liaison with the Mullewa community and ensuring a smooth transition following from the reform process. Key Performance Indicators:

1. Survey community members regarding their satisfaction of services provided in the Mullewa District;

2. Percentage of customer complaints received; and 3. Carryout rural roads and parks & open space programs for the Mullewa District on

time and on budget. Significant Issues for 2012-13:

1. Continue to work through any issues regarding the impact of the amalgamation; and

2. Continue to work with other relevant directory staff to provide appropriate services to the Mullewa District.


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Office of the Chief Executive Officer –Tony Brun Economic Development & Innovation - Karen Godfrey

Responsibilities: • Facilitate regional economic growth and tourism development; encourage a robust,

diverse and sustainable local economy. • Provision of media and marketing services to all business units/departments within

CGG • Ensure the public are kept informed of CGG programs and projects in a timely

manner

ECONOMIC DEVELOPMENT & INNOVATION

PR & Marketing

• Media engagement • Marketing • Web site development • Tourism Strategy

Economic & Foreign Affairs

• Economic development • Regional Economic development • Regional Cities Alliance • Digital Economy/Smarter Cities • Sister Cities

Budget Summary:

2012-13 $ ’000 Budget

Operating Income 0 Operating Expenditure 685 Capital Expenditure 0 Net amount appropriated to fund services

685


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Opportunities for Creativity: Outcome 3.4 Recognised internationally as a leader in the integration of research, sustainability and community empowerment

IBM Smarter Cities

Smart Energy Smart Data Smart Services

Three week project delivery of IBM Smarter Cities initiative to assist the City in achieving: Smart Energy – Creating a carbon neutral region which seeks to transform the application of Smart technology, the Geraldton and Mid West energy consumption and demand. Smart Data – Leveraging of the NBN architecture which results in Geraldton being the Point of Interconnect for the bulk of northern WA. Smart Services – Transforming relationships between the City and Agencies to improve services.

Opportunities for Creativity: Outcome 3.4 Recognised internationally as a leader in the integration of research, sustainability and community empowerment

NBN Digital Hubs

Two year Federally funded education program ($275k) to promote and enhance community’s digital knowledge and awareness of the NBN

Community Empowerment and Social Connectivity – through state of the art digital technology and training facilities, and platforms/apps to enable digital transformation within the community.

$275

Leading the Opportunities: Outcome 5.2.3 Actively utilise technology to support engagement and reporting processes

NBN Digital Local Government

Three year Federally funded program ($375k) to improve and transform the City services to the community through facilitation of the NBN and technology.

Community Empowerment and Social Connectivity – through state of the art digital technology and internal training facilities, and platforms/apps to enable digital transformation within the City and community.

$375


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget

A diverse sustainable, economic and employment base

NBN Digital Enterprise

Two year Federally funded program ($275k) to encourage business and community associations (not for profits_ to take up NBN for improved business and community outcomes.

Community Empowerment and Social Connectivity – through state of the art digital technology and internal training facilities, and platforms/apps to enable digital transformation within the City and community

$275

Outcome 2.3 Greater Geraldton as a major regional centre 2.3.3 – Increase the national and international profile of Greater Geraldton through partnerships with Government, industry and international municipalities.

Regional Capitals Alliance

A strategic approach and collaboration to regional development within Western Australia and Australian Regional Capitals

A more collaborative approach for better outcomes for regional development within Western Australia and Australia for regional capital cities.

$287

Outcome 2.3 Greater Geraldton as a major regional centre 2.3.3 – Increase the national and international profile of Greater Geraldton through partnerships with Government, industry and international municipalities.

Sister Cities Project

To implement the Sister Cities Policy and increase international relationships

Collaboration and promotion in enhancing economic development cross cultural community development, international cooperation and educational exchanges and learning.

$55


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget

5.2 Citizen and stakeholder focused services

Internal delivery of services in media and marketing. External engagement with media, Web development and promotion of CGG business units through the units home page.

Provision of media and marketing services to all business units/departments within the city of Greater Geraldton

Ensure the community are kept well informed of CGG programs and projects in a timely manner. Improved relations with media. Provide timely accurate and consistent media and marketing advice internally and externally

$55


Major Policy Initiatives: Nil Outcomes, Products or Services: Key Performance Indicators:

1. Deliver Digital Strategy, Digital Action Plan, Digital Engagement & Communications Strategy, Digital Directions – Online Services Strategy by June 2013.

2. Successful implementation of the Digital Hubs (2 year program), Digital Enterprise (2 year program) and Digital Local Govt program (3 year program) respective Stage I, by June 2013.

3. Successful delivery of the IBM Smarter Cities Project by November 2012. 4. Media Engagement Strategy by June 2013. 5. Integrated marketing and branding Strategy by June 2013. 6. Progression towards Sister City relations with China in accordance with the sister

City Relationships Council Policy CP024. 7. Deliver six monthly economic snapshot reports on the state of the economy for

Geraldton.


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1. Negotiations with the Commonwealth and State Government over the rollout of the NBN;

2. Resourcing of key delivery outcomes; and 3. Managing expectations from the IBM Smarter Cities Challenge and the roll out of the

NBN.


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Department of Treasury and Finance – Bob Davis

Responsibilities: • Leading the Department of Treasury and Finance with responsibility for executive

functions, strategic policy and development and the efficient and effective operations of the Department.

• Responsibility for ensuring all relevant statutory compliance obligations related to the Department are met.

• Undertaking the role of Chief Financial Officer • Land and Property Development • Planning, development and operation of Geraldton Regional Airport

Budget Summary:

2012-13 $ ’000 Budget

Operating Income 0 Operating Expenditure 305 Capital Expenditure Net amount appropriated to fund services

305

Significant Operating Projects: Refer to details listed for Finance, Airport and Land / Property.

Significant Capital /Works Projects: Refer to details listed for Finance, Airport and Land and Property.

Major Policy Initiatives: Review of financial sustainability policy framework, consistent with Local Government Integrated Planning framework, and development of 10 year financial plans. Outcomes, Products or Services:

• Leasing and development of property and land owned or vested in the City • Geraldton Airport planning, development and operation • Operation and control of expenditures and revenues with efficient and effective

financial systems


1. Maintaining less than 10% variance from Budgets across the financial year. 2. Effective and timely collection of City revenues. 3. Effective management of City investment and loan portfolios.


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4. Introduction of innovation in financial management and accounting procedures and practices including workflow automation and improved management reporting systems.

5. Achievement of progress with major land subdivision, development and sale projects to generate funding for the City.

6. Implementation of Airport Master Plan objectives including completion of stage one Car Park project and progress in development of the Airport Technology Park project.


• External pressure on revenues and funding, flowing from State and Federal policies and Budgets, including Carbon Tax impacts.

• Post-GFC stabilisation issues in the Eurozone and Americas and potential for impacts on Australian economic activity levels, with flow-on effects to the Mid-West.

• Rapid expansion in use of Geraldton Airport facilities putting pressure on existing facilities.

• Progressing major land development projects including Olive Street, Verita Road, Cape Burney, Eastward Rd Depot site.


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Department of Treasury and Finance – Director Bob Davis Finance – Kim Chua

Responsibilities: To provide timely and accurate financial information, in accordance with statutory accounting principles and practices, to the work areas of the City to enable them to properly manage their operations and activities.

Budget Summary: 2012-13

$ ’000 Budget

Operating Income (44,611) Operating Expenditure 1,644 Capital Expenditure 8,512 Net amount appropriated to fund services

(34,455)

Significant Operating Projects: Strategic Community Plan Reference

Project Name Project Description

Outcome

2012-13 ‘000 Budget

4.4.2 Achieving statutory compliance

Long Term Financial Plan

Developing long term financial management tools to ensure sustainability

Financial systems integration and organisational structure change

100


Major Policy Initiatives: Nil Outcomes, Products or Services:

1. Complete Financial Audit by October 2. Annual electors meeting by December


1. Non-qualified financial audit report. 2. Better user knowledge of the accounting and power budget system. 3. Annual budget adoption by June.


Financial Sustainability Major funding opportunities Improve cash surplus and accounting ratios


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Department of Treasury and Finance – Bob Davis Finance – Paul Radalj

Responsibilities:

Budget Summary:

2012-13 $ ’000 Budget


-239




Outcome

2012-13 ‘000 Budget

5.1 Leadership and Good Governance

Community Grants

Biannual funding to support “one off” community events/activities/projects

Empowering the community to provide outcomes linked to Council’s Strategic & community plans

$360

Recurrent Grants

Recurrent funding over a triennial period that supports ongoing community events/activities/projects

Empowering the community to provide outcomes linked to Council’s Strategic & community plans

$381


Major Policy Initiatives: Nil


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• Maintain and efficient and effective grants management system • Long term and forward capital budget planning • Effective reserve utilisation and investment returns • Business analytical application and measurement of business performance


1. Development and implementation of business analytics to measure organisation financial performance.

2. Update and profile Council’s forward capital plan by 28th February 2013 3. Development and continual update of investment plans and evaluation of land

development proposals


• Minimising debt costs and maximising rates of return associated with land development to increase strategic Cash Reserves associated with asset development and in support of funding opportunities.


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Department of Treasury and Finance – Bob Davis Commercial Property Development – Brian Robartson

Responsibilities: • The facilitation of the statutory obligations, maintenance, development and

achievement of outcomes relating to land and property development, land rationalisation and leasing.

• City land and property management – leases, contracts, agreements, vesting orders, titles easements and management orders

• Custodian of Capital and Recurrent expenditure budgets for all buildings • Facilitation of programmed preventative and operational (break/fix) maintenance

services. • Development and the project management of land for sub-division and land sale

projects.


$ ’000 Budget

Operating Income (6,085) Operating Expenditure 23,087 Capital Expenditure 0 Net amount appropriated to fund services

17,002




Outcome

2012-13 ‘000 Budget

Strategy 5.2.1.0 Ensure economical, efficient and effective delivery of services

Formulate a building management policy

Preparation of building management policy

Purchaser/provider maintenance model for City building assets

Strategy 5.2.1.0 Ensure economical, efficient and effective delivery of services

Formulate a building business model

Preparation of building business model

Model for rental charging for all tenancies for ALL tenants of City buildings.


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Strategy 4.1.3: Lead and facilitate innovative urban design that provides for diverse built form that meets the needs of our existing and future communities. Strategy 1.2.2 Provide attractive, well planned and multi-use POS

Olive Street Property Development

Wetland development and preparation of final detailed design documentation

Wetlands development and creation & disposal of residential lots

$6,000

Strategy 3.1.1: Create vibrant and diverse neighbourhoods that meet local and regional needs Strategy 4.1.3: Lead and facilitate innovative urban design that provides for diverse built form that meet the needs of our existing and future communities

Boyd Street Development

Planning, subdivision & remediation

Creation of residential/industrial lots for disposal

$2,000


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Strategy 4.1.3: Lead and facilitate innovative urban design that provides for diverse built form that meet the needs of our existing and future communities

Eastward Road (Depot) Development

Planning, subdivision & remediation

Creation of residential/industrial lots for disposal

$1,500


Kempton Street Property Development

Planning, rezoning & consultation

Creation of residential lots for disposal.

$3,765


North West Coastal Highway Development

Planning, rezoning & consultation

Creation of residential lots for disposal and POS

$100

Strategy 4.4.4: Deliver projects utilising best practice contemporary systems targeting time, cost and quality outcomes

Airport Technology Park

Development and construction of Stage 1 of the Airport Technology Park including the provision of all services utilities

Creation of commercial/ industrial lots for disposal by way of lease. Development of strategic freehold lots for disposal

$7,656


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• Administering the City’s land leasing arrangements. • Preparation of all new and existing lease renewal documentation. • Conversion of crown land to freehold with the approval of the State Government to

develop significant residential estates, POS subdivisions. • Management of the City’s land acquisition, development and disposal program • The generation of sufficient income, and control of expenditure, of the core

commercial activities to sustain the City’s capital development program financial needs.


1. 1. % of project milestone achieved within time and budget 2. % of annual feasibility study reviews undertaken for multi-year projects 3. Net budget vs Actual Variance 4. % of lease renewals and issues in compliance with local government

Significant Issues for 2012-13

• Ability to sell land will be dependent upon market forces, supply and demand for land, economic situation.

• Willingness (or otherwise) of State Government (Department for Regional Development and Lands) to dispose of land or swap it for other land.

• Planning Minister agreeing to dispose of excess POS land or utilisation of funds.


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Department of Treasury and Finance – Bob Davis Geraldton Airport– Bob Urquhart

Responsibilities: To ensure airport facilities are developed, maintained and operated effectively and efficiently within Federal, State and Local Government regulatory requirements and community expectations.


$ ’000 Budget


2,213

Significant Operating Projects: Nil




Outcome

2012-13 ‘000 Budget

4.2.3 Develop regional air services

Airport Car park Introduction of paid parking

Financial contribution toward airport upgrades by users of the facility

$1,500


Departure Lounge Extension

Expand security lounge to accommodate increased passenger numbers

Facilitating the ongoing expansion of the Geraldton Airport

$1,000


General Aviation Apron

Relocate general aviation apron due to RPT security expansion

Facilitating the ongoing expansion and operation of the Geraldton Airport

$700


Taxiway and Security Apron Upgrade

Taxiway modification

Allow segregation of general aviation and RPT services

$100


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Outcome

2012-13 ‘000 Budget


Air Services Building Refurbishment

Refurbish Air Services building as General Aviation Terminal

Provision of replacement terminal for the Brearley Terminal

$100

Major Policy Initiatives:

• Upgrade of the Airport parking facility to allow for parking management and paid parking.

• Expand departure lounge to accommodate increase in passenger numbers. • Modifications and upgrades to taxiways, security and general aviation aprons to

segregate RPT and general aviation operations.

Outcomes, Products or Services: To facilitate RPT, security screened services, general aviation and fly in fly out aircraft movements and passenger traffic servicing to and from the Midwest.


1. Ensure construction of new general aviation apron north of the Airservices Australia building and acquit RADS Grant by May 2013.

2. Ensure Airport compliance with Office of Transport Security regulations 3. Ensure Airport compliance with Civil Aviation Safety Authority regulations


1. Staffing levels may inhibit significant capital works projects and overall operation of the Geraldton Airport. (Airport Manager 3 month’s long service leave). An application for an additional staff member is currently being processed.


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Department of Sustainable Communities – Director Phil Melling

Responsibilities: • Leading the Sustainable Communities Department with responsibility for executive



• Undertaking the role of City Planner and Chief Regulator


$ ’000 Budget


361




Outcome

2012-13 ‘000 Budget

Strategy 1.3.4: Advocate improvements in housing affordability and access to appropriate housing

Building Better Regional Cities- Karloo Wandina Housing Affordable Housing Project

Karloo Wandina affordable housing development

To facilitate construction of key infrastructure to deliver affordable housing

Capital works expense

Strategy 4.1.1: Lead the development of innovative, strategic and sustainable urban, rural and regional planning & also linked with Strategy 3.4.2: Partner with research institutions in progressing innovative research and evidenced based policy development and advocacy

Cooperative Research Centre Projects

- Low Carbon Cities & Water Sensitive Cities

Partnering with research institutions to develop leading innovative sustainability outcomes with the potential for the City to pilot leading edge initiatives in the Low Carbon Cities & Water Sensitive Cities projects.



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• Building Better Regional Cities -Karloo- Wandina Affordable Housing Project (in conjunction with the Director of Community Infrastructure).

• W.A. Regional Cities’ Alliance Local Planning Strategy/ Scheme Initiative • Cooperative Research Centre Projects- Low Carbon Cities & Water Sensitive Cities • 2029 and Beyond Precinct Planning -Rangeway/ Karloo/ Utakarra & Sunset Beach


• Leadership of the Department of Sustainable Communities • Progressing and implementing a sound strategic planning framework for Greater

Geraldton that meets the needs of today and tomorrows community. • 2029 and Beyond – implementation of Designing our City forum outcomes in

conjunction with the Director of Creative Communities • Facilitating and achieving successful sustainability outcomes for the City and its

community


1. Progress the development of the new Local Planning Strategy and an Integrated Performance Based Town Planning Scheme

2. Forming alliances and partnership with research institutions leading to involvement in CRC's

3. Progression of the Commercial, Residential Strategies


• Co-ordination on major policy initiatives that impact on the City of Greater Geraldton, for example Oakajee- Narngulu Infrastructure Corridor..

• Legislative changes that impact on the City’s service delivery and resources


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Department of Sustainable Communities- Phil Melling Urban and Regional Development – Murray Connell

Responsibilities: To provide a proactive town planning framework, timely processing of applications and a strategic town planning direction that more sustainably meets community/business expectations and needs


$ ’000 Budget


489




Outcome

2012-13 ‘000 Budget

Goal 4 Outcome 4.1 Strategy 4.1.1

Strategic planning

Various strategic town planning projects

To facilitate strategic planning and enable contribution to strategic planning projects undertaken by other agencies

$75

Goal 4 Outcome 4.1 Strategy 4.1.4

Local Planning Scheme and Strategy

Formulation of a single Local Planning Scheme and Strategy

A more performance based, contemporary town planning instrument to guide future development

$50




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• Maintain current assessment times for statutory planning. • Complete a number of components for a new combined Local Planning Strategy and

Local Planning Scheme including a Residential Strategy, Commercial Activity Centres Strategy and Public Open Space Strategy.

• Completion of two precinct plans- Rangeway/ Karloo/ Utakarra & Sunset Beach.


1. Assessment of 80% of Applications for Development Approval within 15 working days.

2. Assessment of 80% of applications referred by the WA Planning Commission within 30 working days.

3. Assessment of 80% of Applications for Planning Assessment within 5 working days


• Oakajee Project. • Planning and Building reforms and legislative changes. • Prioritisation of significant projects from other Agencies which require Town Planning

input.


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Department of Sustainable Communities- Phil Melling Building Assessment – Dave Gibson (Acting)

Responsibilities: • Carry out the City’s statutory requirement of processing building licences via all

relevant legislation and the Building Code of Australia. • Working with industry to fund, project manage and carry out projects that show and

promote energy efficiency and sustainability in the built environment.

Budget Summary:

2012-13 $ ’000 Budget


575




• Continuing and refining the introduction of the online building application system. • Promoting the ability of the City to provide building certification services to the

building industry and public. Outcomes, Products or Services:

• Managing & implementing the new building Act. • Manage expected increased building activity as the region continues to develop

ongoing education and work program with builders, architects and industry. Key Performance Indicators:

1. To assess uncertified applications within 25 working days. 2. To assess certified applications within 10 working days. 3. To achieve assessment of 80% of building applications within 15 working days


• Further legislative change as a result of the new Building Act & Building Code of Australia amendments.

• The introduction of private certification to the building approval process.


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Department of Sustainable Communities- Phil Melling Environmental Health & Sustainability – Mark Chadwick

Responsibilities: Deliver environmental health (public health) program services including meat inspection, food and water safety, pest control, indigenous health, and surveillance of regulated businesses and response to public complaints on public health risks. Carry out funded projects on healthy community initiatives.

Implement environmental sustainability projects relating to; natural resource management and biodiversity, climate change adaptation and mitigation, water conservation, water and energy efficiency. Support community engagement initiatives such as; one million trees project, community nursery, living smart and school environmental education.


$ ’000 Budget


1,321




Outcome

2012-13 ‘000 Budget

1.1.1: Advocate and promote access to high quality medical and other health facilities and services for the people of Greater Geraldton

Indigenous Environmental Health Worker Program and Regional Forum

External funded indigenous environmental health service delivery

Improved environmental health and agency collaboration

$158

1.1.2: Promote active, healthy lifestyle options for seniors 1.2.1 Provide accessible active and passive recreational spaces

Go Gero Getting Active Eating Well Made Easy Project

External funded Healthy Communities Initiative implementation

Improved physical activity and nutrition for adult target groups

$142


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Outcome

2012-13 ‘000 Budget

4.3.3: Protect biodiversity and provide landscape management through effective conservation and rehabilitation

One Million Trees Project / Community Nursery

2029 Vision towards planting of one million trees by 2013

Achieve 2029 aspiration/increase biodiversity and social benefits

$20

4.3.1: Advocate and progress towards zero waste and carbon neutrality principles and practices and progress towards climate change mitigation and adaptation principles and practices

Energy Efficiency and Renewable Energy Projects

Implement corporate energy projects that reduce the City’s carbon footprint

Reduction in carbon footprint / increased use of renewable energy and efficiency technologies

$150


Continue installation of solar photovoltaic arrays, investigate geothermal energy generation, energy efficient water / air handling and lighting systems for City buildings. Establishment of fit for purpose community nursery at Lot 4 Adelaide Street Waggrakine for use by volunteers and to propagate seedlings for the one million trees project. Major Policy Initiatives: Carbon Management Physical Activity and Nutrition Indigenous Environmental Health Feral Animal and Bird Control Outcomes, Products or Services: Environmental Health

• Inspect all 400 plus regulated premises at least once a year. • Ongoing implementation of food safety stars program and increase number of

premises with star rating from 70% to 80%. • Conduct routine assessments of public aquatic facilities and sampling of City’s

beaches and rivers. • Implement Go Gero Getting Active Eating Well Made Easy project. • Implement indigenous environmental health worker programs and chair agency

forums.


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Environmental Sustainability

• Complete Carbon Inventory and real time energy monitoring with Planet Footprint and Greensense subscriptions.

• Continue to coordinate climate change adaptation and mitigation planning. • Deliver community sustainability programs including business and community

organisation energy audits, living smart courses and education seminar partnerships with NACC and Durack Institute of Technology.

• Deliver community nursery and one million trees project. • Participate in collaborative research projects on water and carbon management. • Develop actions to address local biodiversity strategy and natural areas assessment.


1. Increase (10%) in total businesses achieving 5 star food safety rating. 2. Establishment of new Community Nursery and three Community Gardens. 3. Reduction (7%) in carbon emissions by implementing energy generation and

efficiency initiatives in City buildings .


Participation in collaborative research centres for sensitive urban water design, water conservation and water and energy efficiency will be a significant challenge for the team.

The Go Gero project timeframe for delivery has been extended; with no additional budget it will require renegotiation and reallocation of funding. Agency participation and ownership of activity delivery will continue to be challenging limited by commitment and capacity levels.

The establishment of an expanded community nursery at a new site in Waggrakine will be a significant challenge to recruit additional volunteers and sponsors to grow proposed 250,000 seedlings in 2013.

New Public Health Act proposed to be introduced in 2013 will provide some challenges for the environmental health team to adapt to new regulations and implementing local laws.

Recruitment of Environmental Health Officers will continue to be difficult with lack of graduates in the degree courses in Western Australia and decline in local government positions being filled as graduates and experienced officers move into higher paid jobs in state government and private sector. This will increase the use of contracted officers at much higher pay rates impacting on the operational budget.

The City’s feral pigeon population has increased due to buildings being neglected and ineffective control programs, this will be a significant issue to address in 2013 for eradication and prevention of new breeding in the CBD to minimise negative impacts on buildings and potential health hazards.


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Department of Sustainable Communities- Phil Melling Community Law and Safety – Konrad Seidl

Responsibilities: To ensure a safe, secure and supportive community by providing quality services in the areas of:

• Emergency Management • Rural Fire Prevention and Response • Crime Prevention • Animal Control • Parking Control • Compliance of Local Laws

Budget Summary:

2012-13 $ ’000 Budget


2,256




Outcome

2012-13 ‘000 Budget

Strategy 1.3.1 Support effective community emergency services and animal management

Animal Services to meet Statutory Requirements

Investigate needs of Council to meet expectations of the Dog and Cat Act in terms of resourcing and providing an efficient service.

To enable the City to meet obligations of the Dog and Cat Act.


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Outcome

2012-13 ‘000 Budget

Strategy 1.3.1 Support effective community emergency services and animal management

Emergency Management and Planning

Planning, preparing and meeting Statutory Emergency Management obligations for the City of Greater Geraldton

To ensure a safe and secure City of Greater Geraldton.

$35

Strategy 1.3.1 Support effective community safety and crime prevention

CCTV Mullewa Establish a CCTV system in Mullewa

Enhance Community Safety in Mullewa

$125

Strategy 5.1.3 Implement business, governance, compliance and legislative frameworks

New Local Laws

Finalise and implement new local laws

Enable a Safe, secure and supportive community.

$20


Expansion and Renewal of Pass Street Pound to meet requirements of the Dog and Cat Act. Major Policy Initiatives: Finalise the new Community Safety Crime Prevention Plan Outcomes, Products or Services:

• Crime Prevention Initiatives • Animal Control • Off Road vehicle Control • Caravan and Camping • Parking Control • Administering the Local Emergency management Committee and meeting Statutory

requirements of the Emergency Management Act • CCTV • Community Safety Community Awareness Programs • Fire Control


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1. Ensure that the City is compliant with the Local Emergency Management Act 2. Ensure the Community Safety Crime Prevention Committee is administered and

provides initiatives toward a safer community in line with the set priorities of the Community Safety Crime Prevention plan

3. Ensure that the Pass Street pound can accommodate the future needs of the City of Greater Geraldton in terms of the Dog and Cat Act.

4. Enhance Local Governments Fire response and responsibilities as determined by statutory obligations.


• Integrate Ranger Service in Mullewa • Expand and Renew the Pass Street Pound to accommodate for demand with Dogs

and new Cat Legislation • Investigate and implement the legislative requirements of the City of Greater

Geraldton as per the Cat Act. • Finalise the Local Law Project and recommendations. • Implement the Parking Management Plan directions as to be resolved by Council.


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Department of Community Infrastructure – Director Neil Arbuthnot

Responsibilities: • Leading the Department of Community Infrastructure with responsibility for executive



• Performing the role of City Engineer • Plan and deliver quality infrastructure to the benefit of the Community for the long

term.

Budget Summary:

2012-13 $ ’000 Budget


625

Significant Operating Projects: Refer to details listed for Works/Parks/Major Projects/ Infrastructure Planning Design and Asset Management/ Operations/ Regional Waste and Energy/ Fleet and Support Services



Outcome

2012-13 ‘000 Budget

Opportunities for Sustainability

Various Road / Parks and Operating Infrastructure and Service Programs

1. Asset Renewal Maintenance Improvement and Management.

2. Parks, Leisure, Works and Waste Management Services Delivery

1.Improved Transport and Accessibility.

2.Infrastructure that meets community growth needs and aspirations and

3.Environmental Sustainability

Through Maintaining and Improving the City’s Asset Base and managing Regional Waste Services.


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Refer to details listed for Parks/ Major Projects/ Infrastructure Planning Design and Asset Management /Operations/ Regional Waste and Energy/ Fleet and Support Services. Major Policy Initiatives: Implementation of Land Development Engineering Guidelines Outcomes, Products or Services: Projects, Programs and Services that meet or exceed the Goals and Outcomes of the City of Greater Geraldton Strategic Community Plan 2011 – 2012. Key Performance Indicators:

1. Complete Projects and Programs in accordance with City Policies and Procedures to Scope, Quality, Program and Budget.


1. Improve the delivery of services through the:- a. Development of agreed Service Levels for all operational services provided by

the Department and, b. Develop Service Level Agreements with Project Proponents for delivery of capital

projects. 2. Improvement in employee engagement and satisfaction through:-

a. Continued communication and participation by Management at the shop floor relevant to the work area issues in particular and organisation in general.


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Department of Community Infrastructure – Neil Arbuthnot Operations – Gerard Sherlock

Responsibilities: • Managing the maintenance of all civil works infrastructure for the city and surrounding

districts which provide a foundation for the community needs. • Managing the maintenance of all recreational parks, gardens and infrastructure to a high

safety standard for all users so that they can enjoy a healthy and friendly environment. • Managing all depot sites and operations while ensuring the cost effective

replacement and maintenance of the City’s fleet and plant assets. • Managing the city’s Aquarena asset to ensure that the facility is operating cost

effectively and safely.

Budget Summary:

2012-13 $ ’000 Budget


421


Full details contained under Works, Fleet and Support Services, Aquarena and Parks.

• Infrastructure renewals and expansion programmes including Mullewa district Infrastructure

• Fleet management programmes


Full details contained under Works, Fleet and Support Services, Aquarena and Parks.

• Airport car park. • Airport apron and taxiway. • Depot renewal. • Road, street and infrastructure programmes including Mullewa district



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Outcomes, Products or Services: Provision of Community Infrastructure support services. Develop and maintain infrastructure requirements and services to meet the Community needs:

• Road, path and cycle way networks. • Recreational parks and gardens, • Aquatic centre swimming facility. • Sanitation services.


1. All works are completed within budget and to scope and programme. 2. All services are provided in accordance with city operational policies, procedures and

legislative instruments. 3. All works are carried out in accordance with relevant standards and specifications. 4. Ensure that all work practices are carried out in a safe manner, with all potential risks

identified and where possible reduced or eliminated, resulting in a specified lost time injury ratio of less than 1.


• Fully utilise and implement change management programs over the next financial year resulting in the improvement of efficiency and quality of service and systems including HP TRIM, Project Management Framework, Peoplestreme and Interplan.

• Increase the delivery of customer service standards across the City over the next financial year resulting in: a) help desk enquiries actioned within designated timeframes b) customer service satisfaction remains at current level or increase including the annual phone survey. c) all correspondence is actioned within designated time frames whilst ensuring feedback is correct, accurate and precise


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Department of Community Infrastructure – Neil Arbuthnot Works – Peter Faraone

Responsibilities: Works Department is responsible for the maintenance, renewal and minor upgrade of rural and urban roads, drains, footpaths and signage while promoting a cost effective, efficient delivery of these services to the community.

Budget Summary:

2012-13 $ ’000 Budget

Operating Income 30,673 Operating Expenditure 14,328 Capital Expenditure 36,101 Net amount appropriated to fund services

-19,756




Outcome

2012-13 ‘000 Budget

1.2.2 Develop a functional network of roads, paths and drainage

Gravel & Pavements

Maintenance grading , dust control ,gravel patching stabilisation

Maintain safe and functional unsealed roads

$1,093


Road seals pothole patching, mill & patch chip seals

Maintain a safe network of sealed roads

$493


Verges Wash-outs & contouring

Minimise and repair damage to verges during and after storm events

$159


Underground Drainage

Repair & control damage to drainage, gullies & side entries, pit cleaning

Maintain a function underground drainage infrastructure

$422


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Outcome

2012-13 ‘000 Budget


Pathways Repair & control damage to footpaths i.e. broken slabs

Maintain and improve pedestrian access throughout the City

$416


Bridges/Major Culverts

Periodical inspections & repairs to bridges & major culverts

Repair and maintain major culverts throughout the City and minimise flooding risks

$35


Reinstatements Service trench reinstatements roads and paths

Minimise disruptions to the road and path network

$150


Street Lighting Repair & control damage to street lighting

Maintain a safe road and path infrastructure to the city after hours

$70


Street Furniture Repair & control damage to street furniture

Repair and maintain bus shelters to improve transport within the City

$40


Signage Repairs, Renewal and printing of signs and banners

Maintain clear wayfinding throughout the City

$372


Street Sweeping

Daily sweeping of CBD and programmed sweeping of other areas Including car parks

Provide a clear road and drain network for the City

$404


Line marking Renewal of parking bays and car park line marking

Provide clear parking provisions

$80


Pathway Sweeping & Spraying

Sweeping & spraying of CBD paths and programmed sweeping & spraying of other areas

Provide safe and clean path network

$343


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Outcome

2012-13 ‘000 Budget


Shoulders & Open Drains

Shoulder repairs and visual clearing

Provide a safe road infrastructure to the community

$50




Outcome 2012-13 ‘000 Budget


Upgrade of Roads and Drains

Various roads and streets

Improve a functional network of roads, paths and drainage

$30,812


Renewal of Roads and Drains

Various roads and streets

Maintain a functional network of roads, paths and drainage

$3,915


Road Recycling Continue the use of recycled Road, Kerb and rubble for alternative road building materials

Investigate and promote recycling of road waste to the City

$100


• Addressing maintenance and customer service issues proactively • Comprehensive maintenance of the City’s roads, drainage and signage assets • Undertake a whole of life approach to asset maintenance • Implementing a system of service level agreements for asset maintenance. • Develop Schedules and programming to improve and maintain a cost effective and

realistic service level. Key Performance Indicators:

1. Employee Engagement -Increase the Employee Opinion Survey Result over the next financial year whilst ensuring that all performance measures continue to be achieved.

2. OH&S - Ensure that all work practices within your department / team are carried out in a safe manner, with all potential risks identified and where possible reduced or eliminated, resulting in a specified lost time injury ratio within the next 12 months.


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3. Customer Service- Respond to customer service requests within the customer service charter timeframes, providing details in relation to the timeframe that customer service requests will be addressed.


After identifying priority services within the Works Department and carrying out cost and resource analysis in 11/12 it was determined that the major issues that Works will face in 12/13 is lack of people resources to carry out the required services in the areas of:

• Reach Mowing (road shoulder mulching of wattles) • Underground Drainage cleaning and Inspections (high pressure water jetting and

camera inspections to identify renewal requirements to the failing drainage systems) • Spraying of kerb lines, rural shoulders and sumps (reduction in road damage and fire

risks)


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Department of Community Infrastructure – Neil Arbuthnot Fleet and Support Services – Scott Carroll

Responsibilities: • Ensuring the cost effective replacement and maintenance of the City’s fleet and plant

assets. • Ensuring the recovery of internal revenue for the plant replacement. • Ensuring the depot sites are operated in an efficient and effective manner.


$ ’000 Budget

Operating Income (892) Operating Expenditure 1,780 Capital Expenditure 5,179 Net amount appropriated to fund services

6,067

Significant Operating Projects: Nil Significant Capital /Works Projects:


Project Name

Project Description

Outcome

2012-13 ‘000 Budget

4.3.3 Provide a safe place to work

Fleet and Plant Purchases

Renewal of fleet and plant

Provision of safe and efficient fleet and plant to provide effective operations

$3,088

Major Policy Initiatives: Nil Outcomes, Products or Services: • Consolidate fleet information to enable an efficient and effective fleet for the provision of

services to the community. Key Performance Indicators:

• Review/ report on Plant/ Vehicle efficiencies and provide recommendations • Complete Fleet Budget and Purchases by March 2013 • Review and recommend changes to vehicle operational policies yearly


The accumulation of internal charges revenue to fund the Plant and Equipment replacement schedule


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Department of Community Infrastructure – Neil Arbuthnot Parks Department – Kim Trotter

Responsibilities: • To maintain all recreational parks, gardens, sports grounds and facilities to a high safe

standard for all users to enjoy a healthy and safe environment.

Budget Summary:

2012-13 $ ’000 Budget


12,705




Outcome

2012-13 ‘000 Budget

1.2.4 Provide accessible active and passive recreational spaces

Verges

Tree pruning, weed control slashing/mowing

Tree planting and watering

Litter removal

Maintain safe, friendly and aesthetically pleasing streetscapes within the City

$1,842


Beach Areas operations

Mowing, pruning, litter control, weed control, sweeping, graffiti control and utilities services

Provide a friendly healthy, safe and aesthetically pleasing and clean beach environment

$467


Beach areas maintenance

Maintenance of coastal assets

Protect and enhance the environment of the City’s beach areas

$178


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Project Name Project Description Outcome 2012-13 ‘000 Budget


Gardens parks and ovals –operations

The mowing, turf management, pruning, and regular care of all parks, ovals and gardens. The cleaning and care of all park furnishings and play equipment. The daily operational care of all gardens and streetscapes

To maintain the high safe standard of all parks ovals and gardens.

$2,142


Gardens, Parks and gardens –maintenance

To carry all renovations and repairs, replacement of parks reticulation, turfed areas, equipment and facilities

To maintain a functional and aesthetic network of gardens and landscaping within the City. To maintain safe high quality sporting and leisure parks within the City.

$491


Major Policy Initiatives: Nil Outcomes, Products or Services: To enhance the quality and standards of the City’s recreational facilities. Key Performance Indicators:

1. Change Management - Fully utilise and implement change management programs over the next financial year resulting in the improvement of efficiency and quality systems including HP TRIM, Project Management Framework, Peoplestreme and Interplan.

2. Financial Sustainability - Complete each project to the scope of work within specified time frame within or ahead of budget.


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3. Customer Service - Respond to all customer requests within a specified timeframe resulting in a satisfactory outcome of 85%.


• Restraints on staff and resource levels impact on being able to achieve required service levels in all areas.

• Significant reduction in capital/renewal program is likely to impact on labour and plant expenditure on operational budget.


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Department of Community Infrastructure – Neil Arbuthnot Aquarena – Jen Spriggs

Responsibilities: Manage the maintenance, development and continuous improvement of the Aquarena team and the functions/services the Aquatic Centre provides, in compliance with the WA Health Act (Swimming Pools) 1964 & 2007

Budget Summary:

2012-13 $ ’000 Budget


3,709



Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Strategy 4.4.1: Maintain efficient asset management by moving towards full asset renewal funding including depreciation

Sustainable Asset Management

Implement an asset management plan and preventative maintenance plan

Sustainable Asset management and renewal

Strategy 4.2.1: Support improved, integrated and alternative public and private transportation

Community Access program

To contact public transport providers to stop at the Aquarena

Increase access to the Aquarena for members of the Community

Strategy 1.2.3 Support sustainable sport,

recreation and leisure facilities

Winter Maintenance Project

Major maintenance closure Undertake mandatory maintenance work in a

$2,600

Strategy 4.3.4: Advocate and apply sustainable water and energy management

Sustainable Energy Program

Installation of Green sense to monitor power water and gas usage

Monitor and review the use of utilities as a basis for sustainable energy upgrades at the Aquarena

$50

Strategy 4.3.2: Support the development of renewable and clean energy technology and infrastructure

Sustainable Energy program

Solar panels to reduce power bills

Reduce cost of power to the centre

$50


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• Demolish outdoor ablution block and replace with a new ablution block • Major winter shutdown


• Continually monitor and progress the Aquarena compliance following LIWA aquatics, Health Department Code of Practice and other relevant industry governing bodies.

• Continue to assist the improvement of the health and wellbeing of the City of Greater Geraldton community

Outcomes, Products or Services: Swim school, Aquarobics, Hydrotherapy pool, Disability access, Crèche Facility, pro-shop to sell bathers, goggles etc. Key Performance Indicators:

1. 10% reduction in preventable incident 2. Increase in positive written customer comments through implementation of a visitors

book 3. Increase participation and income of centre based activities and programs through

new marketing initiatives


• Impact on the community of the City due to the closure of the Aquarena for maintenance

• Casual staff retention and morale over the 2 month closure period where they will have no income and need to find other work.


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Department of Community Infrastructure – Neil Arbuthnot Infrastructure Planning & Design – Mark Atkinson Responsibilities: Modelling (water & transport), Transport Planning, Behavioural Change, Recreational Planning, Design, Long Term Planning & Funding, Capital Works Program Development, Asset Management Plans, Asset Renewal Plans, Asset Maintenance Planning and GIS Mapping.

Budget Summary:

2012-13 $ ’000 Budget

Operating Income 0 Operating Expenditure 1,078 Capital Expenditure 0 Net amount appropriated to fund services

1,078




Outcome

2012-13 ‘000 Budget

4.2 Improved Transport and Accessibility

Sustainable Transport Advocacy

Educate and encourage the community to adopt sustainable travel behaviour

Increase the mode share of sustainable travel alternatives

4.4 Infrastructure that meets community growth needs and aspirations

Asset Management

Maintain and advance Asset Management Plans and systems

Improved long-term financial forecasting and asset oversight


• Beresford Foreshore Detailed Design • Southern Districts Sporting Facilities Detailed Design • Geraldton Strategic Transport and Land Use Model

Major Policy Initiatives: Construction over Easements Policy


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Outcomes, Products or Services: • Infrastructure-related customer services • GIS services


1. 80% Capital Works Civil Designs complete 1yr in advance of construction 2. 80% Responses to Town Planning Team within 2 weeks 3. 70% Infrastructure-related Works Requests closed within 5 business days


• Staff development and retention • Lack of in-house design capacity (procurement delays) • Customer service system requires attention • Emergent tasks impacting on planned delivery • Potential increase in development activity


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Department of Community Infrastructure – Neil Arbuthnot Major Projects – Moneer Fates

Responsibilities: • Provide accurate cost estimates for capital works project budgets. • Provide civil, structural and construction engineering expertise from project inception

to completion to manage consultants and construction contractors. • Undertake full Project and Construction Management services as appropriate for

projects undertaken for the City including without limitation the nine competencies designed for project delivery.

• Ensure the City’s’ procurement policies and procedures are followed. • Ensure all projects are delivered in accordance with Australian Standards within

scope, quality, program and budget. • Ensure all projects are delivered in accordance with the City’s Safety policies and

procedures without loss or injury to City employees/ contractors and public.


$ ’000 Budget

Operating Income (9,932) Operating Expenditure 602 Capital Expenditure 22,265 Net amount appropriated to fund services

12,935




Project Name

Project Description


Strategy 4.4.3 Infrastructure that meets community growth, needs and aspirations

Eastern Breakwater Project Implementation

Project Implementation

Provision of improved recreational facilities and amenity.

$4,540


Airport Depot

Completion of Designs and Documentation for Operations Depot and refurbishment of Existing Airport Depot

Provide a medium term Operational Depot for the Cities Operational staff and to facilitate the delivery of Works, Parks Fleet services for the City. Provide a safe work and depot environment. Design of long term depot to provide a facility to enable delivery of Operational Services efficiently, effectively and in a safe manner.

$1,500


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Outcome

2012-13 ‘000 Budget


Beresford Foreshore

Detailed design and documentation of Beresford Foreshore Coastal Protection plan

To provide a facility to protect the Beresford Foreshore and infrastructure services in Chapman Road

$625

Strategy 4.2.3 Develop Regional Air Services

Airport Car Park And General Aviation apron

Construction of Car Park and General Aviation Apron

Enable financial contribution toward airport upgrades by users of the facility. Provide sufficient parking for airport users. Facilitating the ongoing expansion and operation of the Geraldton Airport

Strategy 4.3.4 Opportunities for Sustainability.

Water Harvesting

Final design and implementation

To reduce the reliance on the use of scheme water for irrigation of playing fields, open spaces and landscaped areas.

$2,500

Strategy 4.4.2: Facilitate and advocate for the development of essential utility infrastructure and services such as power, water, sewerage, gas and communications to meet growth needs Strategy 4.3.1: Advocate and progress towards zero waste and carbon neutrality principles and practices and progress towards climate change mitigation and adaptation principles and practices

Meru Landfill Cell 3 and Meru Integrated Resource Recovery Facility Community Reuse and Recycling Centre

Final design and implementation of Cell 3 lining, transfer station and education centre .

New landfill cell constructed under best practice guidelines, HDPE lined, to accommodate disposal of the Region’s municipal solid waste. Develop drop-off and materials processing areas for the community Reuse and Recycling Centre

Strategy 4.2.2 Improved Transport and accessibility

Flores Road Construction of intersection Flores/ Place Road

Provide a controlled intersection and improve safety and amenity at intersection to facilitate transport movements to the industrial areas.

$4,500


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Outcome

2012-13 ‘000 Budget

Strategy 1.2.3 Support sustainable sport, recreation and leisure facilities

Aquarena Maintenance Project

Staged maintenance project

Undertake essential and required maintenance work to ensure the safe and effective operation of the Aquarena.


Derna Parade Complete implementation stage 2 Derna Parade park landscaping

Provide a safe and effective recreational area to complete Derna Pde Park development

$1,400


Civic Centre office accommodation

Completion of office refurbishment

Provide accommodation and amenities for City Administration Centre

$1,200

Strategy 4.2.2 Improved Transport and accessibility Strategy 4.2.2 Improved Transport and accessibility

Verita Road Design and documentation of Verita road and the connections over the Southern Transport corridor linking proposed land developments in association with the Department of Housing

Provide connectivity and access for north / south traffic movements and to connect residential areas to the workplace of Narngulu.

$6,000

Major Policy Initiatives: Nil Outcomes, Products or Services: Delivery of projects that meet City and Community expectations and standards. Key Performance Indicators:

1. Delivery of projects within Program, Budget, Scope and Quality. 2. Development of project team competencies through in house training.


Development of Project Team competencies in: -

1. Project Management and Construction methodologies. 2. Contract Management

Develop Project Management Framework and Reporting System

Improve City Contract Documentation


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Department of Community Infrastructure – Neil Arbuthnot Regional Energy and Waste – Mark Wong

Responsibilities: Provide an efficient, yet financially and environmentally sustainable complete waste management service to the Mid-West regional community.

Budget Summary:

2012-13 $ ’000 Budget


-4,003




Outcome

2012-13 ‘000 Budget

Strategy 4.4.2: Facilitate and advocate for the development of essential utility infrastructure and services such as power, water, sewerage, gas and communications to meet growth needs

Household Refuse Collection

Weekly Residential Mobile Garbage Bins ( MGB) Collection of Geraldton and Mullewa

Weekly collection of residential 240lt Wheelie Bins

$962


Commercial Refuse Collection

Weekly Commercial MGB and Skip-bin Collection of Geraldton and Mullewa

Weekly collection of Commercial 240lt Wheelie and Skip Bins

$124


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Outcome

2012-13 ‘000 Budget


Household Refuse Collection

Annual Verge-side Collection

Annual collection of bulk refuse and green waste from the verge-side of residential premises

$200


Meru Landfill

Landfill Operations, Mulching and Weighbridge Contract

Services relating to the Operation of the Weighbridge, Landfill Operations and green waste processing

$1,280



Project Name Project Description Outcome

2012-13 ‘000 Budget


Meru Landfill – Land & Buildings

New office building and weighbridge software upgrade

New office building and ablutions. Upgrade computing package for improved data capture, reporting and Landfill operations

$450


Meru Landfill – Cell III Excavation

Excavation and lining of new putrescible waste cell.

New landfill cell constructed under best practice guidelines, HDPE lined, to accommodate disposal of the Region’s municipal solid waste.

$2,500


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Project Name

Project Description Outcome

2012-13 ‘000 Budget


Meru Landfill – Cell III Excavation

Excavation and lining of new putrescible waste cell.

New landfill cell constructed under best practice guidelines, HDPE lined, to accommodate disposal of the Region’s municipal solid waste.

$2,500

Strategy 4.3.1: Advocate and progress towards zero waste and carbon neutrality principles and practices and progress towards climate change mitigation and adaptation principles and practices

Meru Integrated Resource Recovery Facility

Community Reuse and Recycling Centre

Develop drop-off and materials processing areas for the community Reuse and Recycling Centre

$2,050


• Clean Energy Legislative Package; • National Greenhouse Gas Emissions Reporting (NGER) Act 2007; • National Product Stewardship Scheme 2011; • Environmental Protection Act 1986; • Waste Avoidance and Resource Recovery Act 2007; • Waste Avoidance and Resource Recovery Levy Act 2007; • State Waste Strategy Diversion Targets of 30% from Landfill by 2015 (50% by 2020)

for MSW alone in Regional Centres; • WA Container Deposit Legislation – 2012/13 (Mooted); • Amendments to Meru License under Re-Engineering For Industry and Environment

(REFIRE);


• Waste Volumes at the Meru Waste Disposal Facility in Tonnes per Annum (TPA): • 2009 – 56,320 TPA • 2010 – 56,390 TPA • 2011 – 60,270 TPA


• Implement recommendations of the Meru Waste Disposal and Resource Recovery Site Master Plan


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• Actively pursue the recommendations in that report, with progress through Clusters 1 and 2 within 5 years, aiming to reduce waste to landfill by at least 50%;

• Target the reduction of Waste to Landfill by 75% or better, if practicable and affordable to the community by 2029.


The City of Geraldton-Greenough Council, at its Ordinary Meeting On April 19, 2011 resolved to:

• Develop new Contractual documents for the green waste and landfill management contractor, as well as the weighbridge contractor

• Finalise the new landfill cell classification at the landfill and begin its construction • Amend/Update the BROC Strategic Waste Management Plan’s recommendations for

City of Greater Geraldton, with specific objectives to include Mullewa • Mitigate any potential impacts of the mooted ETS on the City, with particular

emphasis on the Meru Waste Disposal and Resource Recovery site and the decommissioned Flores Rd. Landfill site

• Direct the CEO to include cost estimates for particular initiatives in submissions to Council, for deliberation during the 2012-13 Budget setting process, and to include cost estimates for major waste management initiatives in the Forward Estimates and the Ten Year Capital Plan.


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Department of Creative Communities – Director Andrea Selvey

Responsibilities: • As Departmental Head the role is responsible for all executive functions, strategic

policy and development and the efficient and effective operations of the Department. • Complete responsibility for ensuring all relevant statutory compliance obligations

related to the Department are met. • This role is the Chief Officer in relation to Community Engagement and

Empowerment.

Budget Summary:

2012-13 $ ’000 Budget


526




• Sustainability Policy • 2029 and Beyond Community Charter • Heritage Policy • Public Art Policy


• 2029 and Beyond – implementation of Designing our City forum outcomes • Oversight of the Community Action Plan that ensures buy in from other government

and non-government agencies, the not for profit and private sector and the community in general.

• Progressing a Community Engagement Framework to guide and inform all community engagement undertaken by the City to ensure consistency of high quality practice in this field.

• Develop and progress a Social Policy position for the City. • Continue to develop and further a strong and respectful relationship between the City

and the Aboriginal Community.


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• Develop and progress a framework for the prioritising of cultural/social/creative facilities capital works.

• Foster and support initiatives that build creativity and capacity within the community. • Securing a commitment to collaborative governance planning and service delivery

models.


1. Leading the community engagement focus for the City by developing and implementing a comprehensive community engagement framework building off the 2029 & Beyond principles

2. Leading customer/constituent service focus for the organisation


• Lack of cohesion within government agencies resulting in a poor collaboration in planning and service delivery.

• Perth based decision making leaving local community disempowered and unable to fully commit to 2029 and Beyond implementation.

• Increasing demand on social/soft infrastructure as a result of gaps left by other tiers of government and increasing population and changing expectations.

• Finding creative ways of engaging with hard to engage communities.


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Department of Creative Communities- Andrea Selvey Community Empowerment & Development

Responsibilities: • 2029 and Beyond Community Charter • Sustainability Policy • City of Greater Geraldton Youth Strategic Plan 2010-2015 • City of Geraldton-Greenough Disability Access & Inclusion Plan 2008-2013 • Australia Day Awards Selection Policy (new)

Budget Summary:

2012-13 $ ’000 Budget

Operating Income -50 Operating Expenditure 801 Capital Expenditure 0 Net amount appropriated to fund services

751



Project Name

Project Description

Outcome

2012-13 ‘000 Budget

4.2.3 Ensure meaningful engagement and consultation with the community

2029 and Beyond Community Action Plan

Collaborative planning to create statutory planning documents and a Community Action Plan to cater for growth and changing environment

2029 and Beyond Community Action Plan

$23


Civic Evolution Projects

To work closely with members of the community, who have registered ideas on Civic evolution, and assist them to develop proposals and undertake actions to make their ideas happen.

Civic Evolution Projects $50


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget


Civic Evolution Projects

To work closely with members of the community, who have registered ideas on Civic evolution, and assist them to develop proposals and undertake actions to make their ideas happen.

Civic Evolution Projects $50

3.1.1 Create vibrant and diverse neighbourhoods that meet local and regional needs

Precinct Planning

Collaborative planning to create statutory planning documents and a Community Action Plan to cater for growth and changing environment

Precinct Planning $140

3.4.3 Investigate and develop innovative models for community engagement and empowerment

Big Ideas Festival

To hold a festival that engages the community in innovative thinking and visioning about the future of our City and Region and how we can make this future happen.

Big Ideas Festival $25

3.4.3 Investigate and develop innovative models for community engagement and empowerment

Community Arts Project

Run a community arts project to build the capacity of local artists within their own community and to promote local talent to the greater community.

Community Arts Project $35

4.2.3 Ensure meaningful engagement and consultation with the community 3.4.3 Investigate and develop innovative models for community engagement and empowerment

Social Media Policy and Tools

To develop a Social Media Policy to guide City Staff in the use of social media including Facebook, twitter and websites To redevelop the 2029 and Beyond website to reflect changes the project has undergone including the promotion and participation of the community in 2029 Flagship projects including One Million Trees and Bike Capital.

Social media Policy and Tools

$50


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Project Name

Project Description

Outcome

2012-13 ‘000 Budget

1.1.4 Improve services and facilities that actively support youth, disability and seniors in the region

City of Geraldton-Greenough Disability Access & Inclusion Plan 2008-2013

Review of the City’s plan to ensure inclusiveness of the community and to incorporate the Mullewa location

Inclusive updated directional Plan

$22


Youth Council

Establishment of a sustainable model for providing youth a voice on issues which affect them in line with 2029 & Beyond priorities for action

Sustainable Youth Council

$10

1.2.3 Support sustainable sport, recreation and leisure facilities

Midnight Basketball

Provision of two tournaments annually which cater for 60 plus youth aged 12 to 18yrs each tournament.

Provision of positive social and life skill development which touches up to 60 plus families in the community

$60


Youth n Motion

Program to cater for teenagers 12 to 18years to assist in life skill development and to link to appropriate services for their individual needs.

Over 40 youth at risk teenagers in contact with the weekly service can be provided with some assistance

$40


Club Development Officer

Assist clubs to improve their governance and management practices through development of club plans, policies and procedures. Network and provide relevant information

Increased capacity in sporting organisation

$50



• Youth Policy • Development of Multicultural Policy • Development of Social Inclusion Policy


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• Development of the Social Media Policy


• Develop the 2029 and beyond Community Action Plan • Develop strategic precinct plans to inform the development of the City of Greater

Geraldton Local Town Planning Scheme. • Creation of a City that fosters and supports community and community initiatives. • Reviewed Disability Access & Inclusion Plan • Progression and review of the Reconciliation Action Plan • Reviewed Youth Strategic Plan • Creation of a sustainable Youth Council model • Continuation of the Midnight Basketball program and Youth n Motion services to

youth at risk in the City which teaches life skills and encourages informed choices for our youth.

• Development of concept plans for Youth Resource Centre • Updated database of sporting clubs to be able to connect and provide relevant

sporting information and dates for workshops to enhance organisations sustainability


1. Progress the development of the Community Action Plan. 2. Ensure the effective use of digital communication and community engagement tools. 3. Progress the implementation of the Community Engagement Framework. 4. Review and action the Disability Access and Inclusion Plan 5. Review Youth Strategic Plan, include Mullewa youth directions as part 3 of the

document 6. Actively promote and support recognition and celebration of cultural diversity in the

City by working with indigenous and multicultural organisations 7. Network youth service providers in the community to share resources 8. Assist sporting and community organisation to build capacity building by facilitating

relevant workshops

Significant Issues for 2012-13: • Increasing demand for social services – youth, seniors, multicultural. • Capacity within community (e.g. – neighbourhood/progress/community/sporting

associations) • Social inclusion • Disengaged Youth


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Department of Creative Communities – Andrea Selvey Library & Heritage Services – Susan Smith

Responsibilities: • To provide an innovative and equitable service to meet the needs of our community

and libraries in the Mid-West. • To recognise, protect, celebrate and enhance the rich and diverse heritage of the

area in all its forms and expressions.

Budget Summary:

2012-13 $ ’000 Budget


1,524




Outcome

2012-13 ‘000 Budget

3.1.4: Preserve and activate the heritage in our community

Heritage Strategy

A document which will provide direction for the recognition, identification, protection, commemoration and celebration of the City’s heritage.

A more structured, informed approach to manage and monitor the City’s heritage assets

$40

3.3: Enhanced community capacity for learning

Big Sky Readers and Writers Festival

A weekend which celebrates the written and spoken word

A unique cultural event which promotes and develops the love of reading and writing

$65


• Installation of the Railway Carriage Display shed at Walkaway Museum. • Mullewa District: Masonic Lodge – renewal per conservation plan.

Major Policy Initiatives: Heritage Policy


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• Community Hub • Heritage Services • Library Information and Lending Services • Lifelong learning and Literacy Programs • Regional Support Services • Virtual Library Services


1. Develop a community needs analysis framework for the Library. 2. Maintain and expand key programs and projects in Heritage Service. 3. Expand and enhance lifelong learning and literacy programs.


• Developing a framework for the good governance of volunteer run museums operating from City owned buildings.

• Implementing Heritage Strategy. • Advances in telecommunications technologies and the National Broadband Network. • Continuing to integrate services at the Mullewa Branch Library. • Growing membership/use of the Library.


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Department of Creative Communities – Andrea Selvey Arts Culture & Events – Chris Budhan

Responsibilities: Arts & Culture

• To build the capacity of Greater Geraldton’s artists and arts presenters; • To deliver public art projects; • To effectively manage the Queens Park Theatre, and the development and delivery

of its annual program of performances and exhibitions; and • To manage the assets of the Geraldton Regional Art Gallery.

Events

• To manage the development and delivery of the City’s annual calendar of events, including Australia Day celebrations;

• To review internal and supported events; and • To effectively manage the Queen Elizabeth II Seniors & Community Centre


$ ’000 Budget


3,296



Project Name

Project Description

Outcome

2012-13 ‘000 Budget

Strategy 3.1.2: Develop and promote services, facilities, events and activities that support our cultural diversity

Australia Day Celebrations

Day-long entertainment at the foreshore including bands and fireworks, attracting tens of thousands of attendees.

Celebration of Australia Day and Greater Geraldton’s cultural diversity.

$100

Strategy 3.1.2: Develop and promote services, facilities, events and activities that support our cultural diversity

Social & Creative City Plan

A document that will provide direction for the social and creative development of Greater Geraldton.

A more structured and informed approach to social and creative development.

$20


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Redevelopment of the Geraldton Regional Art Gallery New initiatives in the proposed master plan include upgrades of interior spaces and hardware which will provide opportunities to showcase the diversity present within the arts community in the Mid-West and across WA. The improvements made will allow the Gallery to access exhibitions of a National standing, conduct community educational workshops and to better care for the City Art Collection. Major Policy Initiatives: Updating of the Public Art Policy The City of Geraldton-Greenough’s Public Art Policy is being updated in accordance with the interests of the Greater Geraldton community. This Policy will be presented to the Public Art Advisory Committee and then to Council. Updating of the Social and Creative City Plan Updating and finalising the Draft Social and Creative City Plan. This document will provide direction for the social and creative development of Greater Geraldton. Outcomes, Products or Services:

• Support of local artists and arts presenters • Delivery of public art • Delivery of an annual program of performances and exhibitions at Queens Park

Theatre • Queens Park Theatre services • Maintenance and development of assets of the Geraldton Regional Art Gallery • Development and delivery of the City’s annual calendar of events, including Australia

Day celebrations • Queens Elizabeth II Seniors & Community Centre services


1. Progress the development of the Social and Creative City plan ensuring on budget and on time delivery of both internal and external documents.

2. Initiate a 10% increase of programming at Queens Park Theatre. 3. Initiate an increase in the number of cultural events within the City Centre. 4. Facilitate cultural sector collaboration.


• Implementing the Social & Creative City Plan • Opportunities arising from the National Broadband Network • Continued development and delivery of program at Queens Park Theatre • Additional role managing Events portfolio • Review of events • Development of new events


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Department of Creative Communities – Andrea Selvey Bright Stars Family Day Care – Karen McDowell

Responsibilities: • To provide high quality Family Day Care service to the Greater Geraldton area and in

the Midwest, Gascoyne and Pilbara regions.

• To provide effective and efficient compliance to relevant child care industry Legislation

Budget Summary:



Major Policy Initiatives: Working with the relevant Commonwealth and State departments to gain approval to operate a pilot project to establish 3 Indigenous In Venue Care services in Geraldton. Outcomes, Products or Services:

• Recruit, train, support and monitor educators • Process payments to educators fortnightly and acquit through the Child Care

Management System • Submission of quarterly Utilisation Reports to the Department of Education,

employment and workplace Relations (DEEWR) • Submission of biannual Activity Reports to DEEWR • Developing and implementing a Quality Improvement Plan for the service


1. Support all educators, especially those in the region, by providing increased access through E support

2. Write Policies and train Educators to meet the new requirements of the National Quality Framework (NQF)

3. Ensure the service meets the National Quality Standards

2012-13 $ ’000 Budget

Operating Income (1,440) Operating Expenditure 1,362 Capital Expenditure 40 Net amount appropriated to fund services

(38)


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The implementation of the NQF is being transitioned across Australia. The City of Greater Geraldton, as the Approved Provider, will become the Licensee and the Educators will be registered to Bright Stars Family Day Care.


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Department of Creative Communities – Andrea Selvey Customer Service and Tourism– Jenny Rolston

Responsibilities:

• Provision of timely, accurate and consistent high quality internal and external customer service.

• Facilitation of complaints handling. • Facilitation of the day to day running of the Geraldton Visitor Centre and Geraldton

Rest Centre. • Support and facilitation of tourism development including cruise ship visitation to

Geraldton.

Budget Summary:

2012-13 $ ’000 Budget


-1,125




Outcome

2012-13 ‘000 Budget

Strategy 5.21 Ensure economical, efficient and effective delivery of services

Customer Service Telephone Benchmarking Survey

Measurement of customer service scores and benchmarking with other LGA’S

Delivery of Citizen and stakeholder focused services

$12

Strategy 5.21 Ensure economical, efficient and effective delivery of services

Customer Service Strategy for CGG including customer service charter, complaints framework and organisation wide customer service training for all staff

Customer Service Strategy for the organisation including digital applications


$112


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Outcome

2012-13 ‘000 Budget

Strategy 5.2.2 Maintain meaningful engagement, consultation and deliberative processes with the community

City of Greater Geraldton Community Survey

Measurement of community satisfaction levels with the facilities and services provided by CGG


$100

Strategy 2.2.2 Promote tourism and investment opportunities including cultural tourism

Review of Tourism and Destination Marketing Strategy and development of implementation plan and measurement mechanisms

Measurement of the effectiveness of the implementation plan and the performance of tactical tourism marketing activities

Recognition of Greater Geraldton as a leading regional and rural destination

$80


Major Policy Initiatives: Customer Service Charter Outcomes, Products or Services:

• Development and implementation of a customer service strategy for the City of Greater Geraldton.

• Development of an easy to follow complaints management and measurement process.

• Delivery of the annual community satisfaction survey. • Delivery of the customer service telephone benchmark survey. • Broader tourism exposure of the Greater Geraldton Region. • Review of “The Cruising Future” report (2010) and development of a cruise ship

tourism strategy for Geraldton. • Review of Tourism and Destination Marketing Strategy (2011) and development of

an implementation plan and measurement mechanisms. Key Performance Indicators:

1. Improved percentage of the community satisfied with the facilities and services of the City of Greater Geraldton as measured through the annual community satisfaction survey


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2. Improved customer service scores achieved as measured through the six monthly customer service telephone benchmark surveys .

3. Customer complaints resolved within timeframes as per the Customer Service Charter of the City of Greater Geraldton.

4. Measurement of the effectiveness of the tourism branding “take a fresh look.


• Advances in telecommunications technologies and the impact of digital influences upon the delivery of customer service (NBN and Digital Local Government Strategies).

• Level of understanding of customer service principles across the organisation. • Integration and support of customer service at the Mullewa District Office. • Impacts upon tourism and related industries and businesses in Geraldton as a result

of recent changes within Cruise Ship numbers destined for Geraldton. • Investigate potential future site of the Geraldton Visitors Centre.


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Department of Organisational Performance – Director Cheryl Wood

Responsibilities: Management of HR, ICT and Governance and Risk activities

Budget Summary:

2012-13 $ ’000 Budget

Operating Income 0 Operating Expenditure 696 Capital Expenditure 1,020 Net amount appropriated to fund services

1,716




Outcome

2012-13 ‘000 Budget

5.1.3 Implementing business, governance legislative compliance

Audit Committee

Development of new committee

Open and transparent governance


Internal Audit Projects for 12-13

Improvements to processes

$50


Major Policy Initiatives: Integrated planning and reporting framework Outcomes, Products or Services: Best practice Governance and Compliance Key Performance Indicators:

1. Implement Integrated Planning & Reporting by 30 June 2013 2. Development of Audit Committee by 30 September 2012

Significant Issues for 2012-13: Nil


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Department of Organisational Performance – Cheryl Wood Human Resources & Organisational Development – Delwen Granville

Responsibilities: • Recruitment and Selection • Performance Management • Injury Management and Workers Compensation • HR Statutory Compliance • Industrial Relations • Inductions • Learning and Development • Annual Reporting • Corporate Strategic Planning • Employee Engagement & Reviews • Workforce Planning

Budget Summary:

2012-13 $ ’000 Budget


1,318




Outcome

2012-13 ‘000 Budget


Strategic Plan Development of the Strategic Plan

Compliance with Legislation

$30


Inductions Implementation of organisational wide inductions to all staff

Induction Program


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Workforce Development Plan

Workforce development plan

Compliance with legislation

$30



• Development of the long term strategic plan to be completed an adopted by Council by June 2013

• Implementation of mechanisms to monitor key organisational data • Implementation of an employee induction program by 30 September 2012 • Implementation and training to all managers and supervisors in respect of the

changes to the negotiated Enterprise Agreement • Facilitation of Employee Opinion Survey Focus Groups to continue to work towards

developing a more engaged workforce • Development of a workforce development plan • Completion of the employee opinion survey and subsequent action plan


1. Implement integrated planning and reporting framework 2. Completion of a workforce development plan by 31 December 2012. 3. Implementation of a quality induction program for all new employees by September

2012.

Significant Issues for 2012-13: • Implementation of a New Enterprise Agreement


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Department of Organisational Performance – Cheryl Wood Governance and Risk – Towela Mutale

Responsibilities: • Compliance to legislation • Tendering, contract management and purchasing • FOI (Freedom of Information) • Implement best practice governance • OH&S culture and framework • Risk management

Budget Summary:

2012-13 $ ’000 Budget


1,546




Outcome

2012-13 ‘000 Budget


Advent Manager Risk and Compliance

Risk and Compliance software

Compliance with legal requirements

$50

5.4.2 Provide effective and systematic financial management and risk management practices

Organisational Risk Management

Risk identification process review and treatment provision

Effective risk management policies

$25


Major Policy Initiatives: Ni Outcomes, Products or Services:


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• Purchasing, tendering and contract management processes • Development of and enhance the OHS culture and framework • Development of a risk management culture within the city’s operations • Development of and enhance best practice governance culture


1. Achieve statutory compliance for all auditing procedures 2. Finalise procurement review and implement recommendations 3. Implement compliance software 4. Develop Business Continuity Plan for main administration building



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Department of Organisational Performance – Cheryl Wood Information Services

Responsibilities: ICT • Information, Communication and Technology • Information Management • Mobile and Telecommunications


$ ’000 Budget


2,913




Outcome

2012-13 ‘000 Budget

4.2.2 Efficient delivery of external and internal services

Digital Local Government

United communications and video conferencing

Smart City Digital economy

4.2.2 Efficient delivery of external and internal services

Program of Hardware

Development program for efficient software replacement

High quality ICT operations

$105


Major Policy Initiatives: Outcomes, Products or Services:

• Speed and enhanced communications • Video conferencing and united communications


1. Mullewa optical fibre rolled out 2. Program of hardware and software replacement


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