shire of ashburton corporate business plan

Prepared with the assistance of

LIVING LIFE - MAKING IT HAPPEN

2013 - 2017 CORPORATE BUSINESS PLAN

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CONTENTS

Message from the Shire President and Acting Chief Executive Officer 2

Introduction 3

Key points of the plan 3

Western Australia Local Government Integrated Planning and Reporting Framework 5

Strategic DIrection 6

Vision 6

Community Goals 6

How we contribute to the Strategic Community Plan 7

Shire’s roles 7

Council decision-making criteria 8

Assumptions 9

Our services at a glance 10

Funded strategic capital projects 11

“Active pursuit” strategic capital projects 12

“Opportunistic” strategic capital projects 13

“Advocacy” strategic capital projects 13

Council’s Focus Areas 14

Financial Profile 18

Shire of Ashburton organisational structure 35

Roles and Priorities Overview 36

Summary of our Department Service Plans 37

How We Test Our Efficiency and Effectiveness 101

Summary of our Workforce Plan 102

Summary of our Asset Management Plans 105

Strategic Risk Management 110

How Will We Know if the Plan is Succeeding 112

Living Life - Making it Happen

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MESSAGE FROM THE SHIRE PRESIDENT AND ACTING CHIEF EXECUTIVE OFFICER

We are pleased to present the Shire of Ashburton’s first Corporate Business Plan under Western Australia’s new Integrated Planning and Reporting Framework. It is the culmination of a significant effort to create a realistic four year work program that

meets the aspirations of Living Life, our Strategic Community Plan.

In developing this Plan, we have been mindful of the needs across the Shire and have taken care to take a fair and balanced approach to meeting those needs. We have also taken a long term view to ensure we are establishing a legacy for the ongoing prosperity of Ashburton which will endure beyond the current high levels of resource sector activity.

We have a number of key partners in this, especially within the resources sector and State Government. These partnerships and our relationships with the community are acknowledged in the Plan. We will be continuing to

strengthen our ability to achieve more for the community by joining forces with others for common goals.

The Plan highlights the uncertainties we are facing over the coming years, particularly in regard to our capital program. We have clearly distinguished between what is funded; what is being “actively pursued”; the opportunities we are open to; and what we are advocating for (within the primary responsibility of other parties).

There are a number of areas where we wish to undertake further analysis and consideration. For this reason, and to align the planning cycle with the electoral cycle, we will begin our first strategic review after the election in October 2013. This will enable us to improve the robustness of the Plan at an early stage as we set the compass for successful delivery of Living Life.

Kerry White Frank Ludovico Shire President Acting Chief Executive Officer


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INTRODUCTION

Welcome to the Shire of Ashburton Corporate Business Plan. The plan was adopted at an ordinary meeting of the Council on 21st August 2013. It will be updated on an annual basis and reviewed in conjunction with the strategic review of the IPR every two years, with every second review being a major review (see planning cycle diagram on page 5). On a one off basis, the first strategic review will be undertaken in 2013/14. This will enable further work on the informing strategies to be incorporated at the earliest opportunity and alignment with the electoral cycle.

Key points of the plan

The Corporate Business Plan shows the first four years of implementing Living Life, the Strategic Community Plan. The theme of the next four years is “community building – now and for the future”. This reflects the challenges and opportunities facing the Shire over the medium term. In the context of both temporary and permanent growth associated particularly with the resources sector, it is critical to build a legacy for the future, while addressing today’s pressing needs.

The Corporate Business Plan has developed priorities in six theme areas as shown below. The Plan shows how these priorities will be progressed in the context of a comprehensive approach to service delivery and asset management.

COMMUNITY INCLUSION AND PARTICIPATION

Developing the “whole of Shire” community in all its diversity – geographic, age, culture, employment arrangements etc – in a challenging context of rapid and fluctuating growth, uncertainty and risk

Community capacity building (eg strengthening community groups and clubs) Improved ways of engaging the community around meaningful options Supporting volunteerism

PROVISION OF INFRASTRUCTURE THAT ENABLES ECONOMIC AND SOCIAL VITALITY

Community assets (direct provision and/or facilitating provision by others) in priority areas including sport and recreation, aged care and medical services; and childcare

Complete Town Centre Revitalisations Drainage investigations and upgrading drainage in Paraburdoo and Tom Price Implementing bike plan


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ECONOMIC STRENGTH AND DEVELOPMENT

Land development - industrial and residential Accommodation/housing (visitor, service worker, and residential expansion) Tourism development Improved support for local business community

STAYING AHEAD OF THE GAME

Quality of communication from Elected Members to community Setting clear direction through integrated planning and reporting Reflecting on regional issues and collaborating with our neighbouring Shires for the benefit of the regional community

GOVERNANCE

Productive relationship between elected Council and Administration Stakeholder relationships (government and business) and advocacy Customer service

ORGANISATION STABILITY

Staff housing Policies and procedures and records management

The Plan is open about the uncertainties in the capital program over the coming years. In order to deal with this, while all high priority projects are included in the Plan, the four year budget (and Long Term Financial Plan) only includes capital projects where the funding is secure, whether committed from Shire funds, funding agencies, the resources sector or any combination of those sources.


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Western Australia Local Government Integrated Planning and Reporting Framework

The Integrated Planning and Reporting Framework is shown in the diagram below. The Strategic Community Plan is a ten year plan and serves as the foundation document for the whole Framework, from which all other plans and strategies must take direction. Detailed implementation for the next four years is covered in the Corporate Business Plan. The Informing Strategies set out how the plans will be managed and resourced. The Strategic Community Plan is not fixed for ten years; rather it is a “rolling” plan which is reviewed every two years as shown in the right hand diagram. The two yearly strategic reviews alternate between a mini review (updating as needed) and a major review (going through the steps again). As noted in the introduction, on a one off basis, the first strategic review will be undertaken in 2013/14. The plan is continuously looking ahead, so each review keeps a ten year horizon. This is to ensure that the best decisions are made in the short to medium term. The Corporate Business Plan is reviewed annually.

The Western Australia Integrated Planning and Reporting Framework

Annual Budget

Annual Report

Vision

Strategic Community

Plan

1-4 years

Review

Corporate Business

Plan

Long Term Financial PlanAsset Management PlansWorkforce Plan

10+ years

2, 4 yrs


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STRATEGIC DIRECTION

Vision

“The Shire of Ashburton will be a vibrant and prosperous place for work, leisure and living”

Community Goals

These are the goals and objectives that the community has identified to meet the vision for Ashburton

Vibrant and Active Communities

Connected, caring and engaged communities

Active people, clubs and associations

Quality education, healthcare, childcare, aged care and youth services

A rich cultural life

Economic Prosperity

Strong local economies Enduring partnerships

with industry and government

Well-managed tourism

Unique Heritage and Environment

Flourishing natural environments

Leading regional sustainability

Celebration of history and heritage

Distinctive and Well-serviced Places

Quality public infrastructure

Accessible and safe towns

Well-planned towns

Inspiring Governance

Custodianship Community ownership Council leadership Exemplary team and work environment


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HOW WE CONTRIBUTE TO THE STRATEGIC COMMUNITY PLAN

Shire’s roles

Local governments operate under Statute but also with some discretion. The five primary roles the Council has are:

Delivery of facilities and services This includes delivery of facilities such as parks and gardens, roads, footpaths, drainage, waste management, recreation and cultural facilities, events and social services such as childcare. Some services are based on infrastructure, such as parks and playgrounds, roads and buildings. Maintenance and renewal of infrastructure assets is a vital part of the Shire’s service delivery role. Some services are non-asset based, such as provision of events.

Regulation Local governments have specific regulatory responsibilities that are vital for community wellbeing. For example, they have a regulatory and enforcement role in public health (e.g. licensing and monitoring food premises), the appropriateness and safety of new buildings, and the use of land. These areas are subject to regulation to ensure a minimum standard is adhered to, as well as to minimise the potential to impose costs or adverse effects on others (e.g. food poisoning, injuries or hazardous activities too close to population). In many cases the rights of those wishing to operate and the rights of those who may be affected or consider themselves to be affected is a delicate balancing act. That is why local democracy is involved in deciding such matters.

Enabling/Facilitation In some cases, the Shire enables or facilitates services to be provided by others or in partnership with the Shire rather than directly provide or fund the service. This includes support for community care efforts (for example through grants programs and volunteer support programs).

Education The Shire has a role in providing information and educational campaigns that assist the community identify the healthiest, sustainable and more economical choices. Cyclone preparedness is a good example of this.

Civic Leadership and Advocacy The Council performs civic leadership with a broad and deep view of relevant trends and issues. It engages with and leads the community in its development, and undertakes wise stewardship of community assets. Influencing the decisions of others who affect community wellbeing in Ashburton is an important role. Advocacy to State Government for recognition, funding, or policy support is a good example of this role.


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Council decision-making criteria

The following table sets out the criteria Council takes into account when considering significant issues. They reflect the decision-making approach applied to developing this plan and will continue to be applied as it is implemented.

Category Criteria

Impact on Long Term

Financial Plan

Whole of Life costs to Shire of Ashburton (as applicable): construction, operations (including workforce implications), maintenance, renewal; non-rates revenue

Impacts on community goals

Vibrant and active communities

Economic prosperity

Unique heritage and environment

Distinctive and well-serviced places

Inspiring governance

How we will monitor and report the impact

Balancing needs Distribution of costs and/or benefits across the community/population now and over time (including

permanent versus temporary; community members outside main towns)

Regional impact Impact on wider regional outcomes

Community views Community feedback

Risks Assessments of risks against risk tolerance

Assessing our service delivery methods

Efficiency and effectiveness


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Assumptions

The following table shows the assumptions Council have made in developing this Plan and the strategic directions, priorities and actions set out within it. These will be reviewed on a periodic basis to ensure Council is working from up-to-date and relevant assumptions.

Item Assumption

Population Growth

Currently approx. 12,000

Projected increase of approx. 5% pa over next 10 years (note that population changes are likely to vary considerably from town to town, with the highest percentage change anticipated to be increasing population in Onslow)

Land availability will enable population growth

Full demographic spectrum in Aboriginal communities and Onslow. Other towns tend towards working age/families.

Financial Assumptions

Pilbara Local Government Cost Index average, 5% per annum

Payroll growth rate (excluding impact of workforce increase), 5% per annum

Utilities cost factor, 5% per annum

Industry The resources sector will continue to be the mainstay of the local economy, with unpredictable

fluctuations

Other Dramatic climate events will continue

Accommodation and service pressures will continue


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Our services at a glance

The Council provides a range of services that contribute towards the achievement of the vision and goals, which are outlined below. Many of the services contribute to more than one goal; indeed the goals themselves are inter-related. The Council is very mindful of this and actively seeks to achieve multiple goals where possible.

CEO

CE1 Office of CEO

CE2 Organisational Development

CE3 Business Improvement

CE4 Media and Communications

Technical Services Strategic and Economic

Development Operations Corporate Services Community Development

TS1 TS2 TS3 TS4 TS5 TS6 TS7 TS8 TS9

Engineering Services Project Management Asset Management Ranger Services Emergency Management Building Services Environmental Health Services Aboriginal Health Services Planning

SE1 SE2 SE3 SE4 SE5 SE6 SE7 SE8 SE9

Economic Development Direction Local Business Stimulation Commercial Management Heritage Strategic Direction and Planning Revitalisation Partnerships Project Governance Office Tourism Land Development

OP1 OP2 OP3 OP4 OP5 OP6 OP7 OP8

Capital Works Road Maintenance Building Maintenance Waste Operations Private Works Fleet Camps Towns, Parks and Gardens

CS1 CS2 CS3

Finance Services Information and Communication Technology Administration

CD1 CD2 CD3 CD4 CD5

Community Development Facilities Community Services (East and West) Library Services Club Development


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Funded strategic capital projects

These projects are included in this Corporate Business Plan. Funding has been confirmed for these projects and they are therefore also included in the four year budget. Capital budget references are given in brackets for ease of reference.

Paraburdoo Childcare Centre (228)

Paraburdoo Town Centre Revitalisation (260)

Paraburdoo shaded playground for under 8’s (026)

Paraburdoo library renewal (number tba)

Tom Price Area W Revitalisation (076)

Onslow basketball courts and skate park (224)

Tom Price completion of sports Pavilion (AA)

Onslow Ian Blair Memorial Boardwalk upgrade (079)

Onslow Four Mile Creek upgrade (222)

Paraburdoo paths (REBGT)

Paraburdoo and Onslow landfill rehabilitation (see 236, 237, 238, 239, 241, 252 for all capital expenditure related to Paraburdoo and Onslow waste management facilities)

Paraburdoo, Tom Price and Onslow drainage investigations and improvement program (240, 261)

Staff housing as determined (194)

All towns improved street lighting (250)

All towns playground safety upgrade (003)

Tom Price residential and industrial land development (number for residential tba, 231)

Onslow aerodrome construction (220)

Onslow ring road scope and design (243)

Onslow upgrade Ocean View Caravan Park (225)

Banjima Drive seal (259)

Onslow administration building (number tba)

Knowledge management system (AIMS) (081)


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“Active pursuit” strategic capital projects These projects are included in this Corporate Business Plan. They are under active pursuit which means that there is a firm intention to make them happen. Effort is being applied to develop the project and secure funding. They are not yet in the budget as the associated external funding is not yet secured. As soon as funding is secured, an active pursuit project will be entered into the financial forecasts. Council will then consider any consequential adjustments required to the Corporate Business Plan, Four Year Budget and Long Term Financial Plan.

Paraburdoo Additional Hub Facilities (neighbourhood centre, club rooms and storage, indoor sports court, upgrades to Ashburton Hall)

Paraburdoo ANZAC Memorial

Onslow Recreational Precinct - Swimming Pool

Onslow Town Centre Revitalisation and Foreshore Development

Onslow Commercial Centre including Shire Office/Visitors Center and Library

Onslow Business Incubators

Onslow Caravan Park Upgrade

Onslow Industrial Land Development

Onslow Waste Site

Tom Price Residential Land Development Golf Club - South/East Subdivision

Tom Price Industrial Land Development

Tom Price Peace Park (ANZAC and Memorial to the Elders)

Tom Price RFDS Airstrip

Tom Price Nintirri Childcare redevelopment

Tom Price town centre revitalisation completion (library, village green, amphitheatre, Shire office, new visitors’ centre)

Affordable Housing

Entry Statements for Tom Price, Paraburdoo and Onslow


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“Opportunistic” strategic capital projects These projects would only happen if the funding was offered and undertaking the work would not affect a higher priority. Effort is not being applied to develop the project or secure funding.

Tom Price Business Incubator Centre

Paraburdoo Waste Transfer Station

Tom Price second caravan park

Tom Price toilets on eastern side of Clem Thompson Oval

Tom Price Karratha Road (30kms)

Tom Price RV Dump facilities (Tom Price)

Aging in Place Housing

Old Onslow Revitalisation and Restoration

Onslow St Nicolas Church Restoration and Heritage Listing

Paraburdoo Camp road solar lighting

“Advocacy” strategic capital projects These projects fall within the responsibility of other parties and are not in the Corporate Business Plan. They would only happen if the relevant agency undertook them. Effort is being applied to advocate to the relevant agency.

Remainder of Tom Price Karratha Road

Onslow Wharf/Marina and boat ramp upgrade

Tom Price aged care facility

Tom Price hostel for aboriginal students (adjacent to Tom Price High School)

Pannawonica safe house for victims of domestic violence and family breakups


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Council’s Focus Areas

The Council has identified six Focus Areas for prioritisation over the four year duration of this Corporate Business Plan. The strategic priorities and key actions that will contribute to delivering these six Focus Areas are outlined below.

Strategic Priorities Key Actions 2013/14 – 2016/17

1 Community inclusion and participation

1.1

Developing the “whole of Shire” community in all its diversity – geographic, age, culture, employment arrangements etc. – in a challenging context of rapid and fluctuating growth, uncertainty and risk

Disability Access and Inclusion Multi-purpose community complexes in Tom Price, Paraburdoo, Onslow Leased premises for groups and clubs Community gardens in Onslow (existing), Tom Price (proposed support) and Paraburdoo (proposed

support) Events and cultural activities Youth services and programs; family services and programs; general programs Leaping Lizards (expanded to broader community participation) Community Sustainability (new)

1.2 Community capacity building (e.g. strengthening community groups and clubs)

Club development (new) Leased premises for groups and clubs Community Sustainability (new)

1.3 Improved ways of engaging the community around meaningful options

Community engagement in strategy development; integrated planning and reporting External communication and public relations (incl. social media strategy)

1.4 Supporting volunteerism Volunteer Hubs in Paraburdoo, Onslow and Tom Price Club development


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2 Provision of Infrastructure that enables economic and social vitality

2.1

Community assets (direct provision and/or facilitating provision by others):

Sport and recreation

Aged care and medical services

Childcare

Swimming Pools Tom Price, Paraburdoo (+ new playground) and Onslow (active pursuit) Water spray park Paraburdoo (new) Courts (netball, basketball, tennis) Tom Price, Paraburdoo and Onslow Useable cricket pitch and nets in Paraburdoo (new) Outdoor basketball courts in Onslow (new) Skate parks Paraburdoo (upgrade), Tom Price and Onslow (upgrade) Recreation/multi-purpose centres in Tom Price, Onslow and Paraburdoo (new) Ovals in Paraburdoo (upgrade), Tom Price (upgrade) and Onslow Playgrounds (progressive upgrades) Leased premises Aged care services Onslow (expanded) Childcare Paraburdoo (new), Tom Price (expanded) Early Years Program Onslow (new)

2.2 Complete Town Centre Revitalisations Paraburdoo, Onslow, Tom Price

2.3 Drainage investigations and upgrading drainage in Paraburdoo and Tom Price

Drainage investigations Paraburdoo, Tom Price, Onslow Drainage upgrades Paraburdoo (highest priority) and Tom Price

2.4 Implementing bike plan Progressive implementation of bike path program

3 Economic strength and development

3.1 Land development - industrial and residential

Land development plan (new) and identification of available land Deconstraining of available land Onslow: Industrial Subdivision – 55 lots of serviced industrial land at lot 16 Onslow Rd Tom Price: Stage 2 Boonderoo Rd Industrial Subdivision – 10 lots of serviced industrial land at

Southern end of Boonderoo Rd Further residential land development Tom Price and industrial land development Onslow and Tom

Price (active pursuit)


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3.2 Accommodation/housing (visitor, service worker, and residential expansion)

Affordable housing (active pursuit) Housing strategy (new) Caravan park Onslow (improve) and Tom Price

3.3 Tourism development

Caravan park Onslow (improve) and Tom Price Tourist Centre Tom Price (enhance) Review and refresh a clear vision for Tourism (facilitation of enhanced tourism offering and

promotion) Facilitate partnerships with tourism industry and business professionals (more targeted approach) Heritage Tourism (enhance)

3.4 Improved support for local business community

Marketing strategy – place to live, work and do business; “buy local” Relationship building (improved understanding of business issues and needs) Business showcase (minimum of 2 forums/expos per year in Tom Price and Onslow and 1 per year

in Paraburdoo) Support business sustainability (enhance support and advocacy to address issues) Facilitate access to land (enhance support to navigate requirements) Business incubators (four factory units in Onslow as an initial priority) – active pursuit

4 Staying ahead of the game

4.1 Quality of communication from Elected Members to community

Revitalisation Plans Community engagement in strategy development; integrated planning and reporting Media, external communication and public relations (incl. social media strategy)

4.2 Setting clear direction through integrated planning and reporting

Integrated Planning and Reporting (Council on a continuous improvement path) Integrated strategic projects reporting

4.3 Reflecting on regional issues and collaborating with our neighbouring Shires for the benefit of the regional community (PRC)

Economic development strategy Strategy development and implementation Consideration of regional impact in decision-making criteria Harness local and regional resources and opportunities to stimulate tourism activity


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5 Governance

5.1 Productive relationship between elected Council and Administration

Effective communication between CEO and Shire President and Councillors Induction Professional development Councillor support Policies and procedures

5.2 Stakeholder relationships (government and business) and advocacy

Partnership development – resources sector Facilitate partnerships with tourism industry and business professionals Advocacy for strategic capital projects and to address barriers to land release

5.3 Customer service Customer service – reception, phone, bookings, enquiries etc. Customer action requests Customer service charter (for investigation)

6 Organisational Stability

6.1 Staff housing Staff housing (additional accommodation provided)

6.2 Policies and procedures and records management

Knowledge management (complete set up and maintain a fully integrated workflow and knowledge management system)

Maintain accessible, up to date human resources and financial policies and procedures


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Financial Profile

The following table sets out the base year and forecast budget for the four year period of this Corporate Business Plan.

Description 2012/13 Budget

2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

10 – OFFICE OF CEO 6,109,894 6,224,771 4,841,080 5,210,119 6,148,757 8,784,328

100 - Office of CEO -87,710 449,798 561,152 618,151 648,975 681,341

1000 + Office of CEO -87,710 449,798 561,152 618,151 648,975 681,341

Operating Expenditure 517,290 449,798 561,152 618,151 648,975 681,341

Operating Income -605,000 0 0 0 0 0

105 - Councillor Support 1,889,461 2,732,102 2,736,819 2,743,062 2,886,672 2,993,041

1051 + Members Of Council 731,023 880,269 1,057,501 1,061,540 1,126,628 1,152,877

Operating Expenditure 731,023 880,269 1,057,501 1,061,540 1,126,628 1,152,877

1052 + Other Governance 1,158,438 1,851,833 1,679,318 1,681,523 1,760,044 1,840,164

Operating Expenditure 1,438,438 1,901,240 1,693,252 1,696,153 1,775,406 1,856,294

Operating Income -280,000 -49,408 -13,934 -14,630 -15,362 -16,130

110 - Organisational Development & Human Resources 3,904,983 2,621,469 881,258 1,156,923 2,201,665 4,678,011

1101 + Human Resources -5,320 113,475 -2,760 -2,840 -3,240 -2,430



1102 + Staff Housing 3,910,303 2,507,994 884,018 1,159,763 2,204,906 4,680,441



Capital Expenditure 1,746,913 1,846,913 811,674 277,316 766,977 765,344

Capital Income -300,000 0 -2,100,000 0 0 0

Asset Renewal 480,500 361,942 300,500 644,232 1,204,471 1,189,970

Asset New 1,640,000 27,037 2,100,000 0 0 2,500,000


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2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

115 - Business Improvement 181,190 213,324 464,577 484,880 194,125 203,831

1151 + Business Improvement 181,190 213,324 464,577 484,880 194,125 203,831


Asset New 0 0 288,500 300,000 0 0

120 - Media 221,970 208,079 197,274 207,102 217,321 228,105

1201 + Media 221,970 208,079 197,274 207,102 217,321 228,105



20 – COMMUNITY DEVELOPMENT 10,186,967 9,871,896 9,595,334 9,401,871 9,861,084 10,039,188

200 - Community Development 819,381 448,103 590,077 602,511 630,376 644,638

2000 + Office of EM of Community Development 744,471 390,668 567,873 579,197 605,896 618,934



2052 + Care Of Families And Children 74,910 57,434 22,204 23,314 24,480 25,704


Operating Income 0 0 -1,500,000 -2,969,702 0 0

Asset New 0 0 1,500,000 2,969,702 0 0

205 - Community Services (East) 124,050 369,689 627,970 662,549 689,689 717,852

2053 + Cultural Activities (East) 137,660 284,349 536,700 567,999 590,674 614,376

Operating Expenditure 1,060,840 398,510 753,875 767,982 791,506 816,100


Asset New 20,000 19,224 17,000 35,000 35,000 35,000

2101 + Youth Services (East) -13,610 85,340 91,270 94,550 99,015 103,476




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2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

210 - Community Services (West) 519,571 545,716 560,396 649,349 616,690 712,408

2102 + Youth Services (West) -190,219 225,617 99,312 104,530 109,498 114,540



Asset New 0 63,864 0 0 0 0

2103 + Maternal And Infant Health 53,210 52,124 0 0 0 0

Operating Expenditure 53,210 52,124 0 0 0 0

2104 + Cultural Activities (West) 656,580 267,974 461,085 544,819 507,192 597,869



215 - Community Facilities 5,178,235 5,702,075 4,807,504 4,333,876 4,621,877 5,060,532

2151 + Public Halls - Civic Centres, Pavilions 469,277 547,850 611,238 501,946 469,544 504,183



Capital Income -31,000 -31,000 0 0 0 0

Asset Renewal 142,000 149,520 221,355 97,000 22,000 22,000

2152 + Swimming Pool – Tom Price 592,161 540,976 555,733 542,854 614,728 597,841



Asset Renewal 80,000 74,843 37,369 200 200 200

Asset New 80,000 81,160 0 0 45,000 0

2153 + Foreshore Areas - Onslow 111,104 -164,085 141,552 126,913 133,092 139,542


Operating Income -500,000 -467,170 -704,800 0 0 0

Asset Renewal 2,100 2,637 500,000 0 0 0

Asset New 500,000 211,104 204,800 0 0 0


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2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

2154 + Swimming Pool - Paraburdoo 490,247 526,542 471,302 691,152 516,471 541,908



Asset Renewal 18,000 13,500 2,305 0 0 0

Asset Expansion/Upgrade 55,000 32,119 0 200,000 0 0

2155 + Rec Centre Tom Price 93,070 58,471 88,914 89,265 91,391 93,583



Capital Expenditure 28,481 28,481 30,162 31,944 33,830 35,827

2156 + Onslow MPC 178,669 134,758 181,771 188,935 209,716 207,921



2157 + Other Recreation & Sport 2,842,274 4,805,388 275,061 1,750,622 2,170,054 2,538,036


Operating Income -4,789,032 -15,803 -4,006,292 -6,606 -6,937 -7,283

Capital Expenditure 1,511,158 1,511,158 0 0 0 0

Capital Income -4,288,000 -4,776,493 -972,538 0 0 0

Asset Renewal 173,842 108,348 224,080 130,001 585,000 875,000

Asset Expansion/Upgrade 3,618,000 116,644 99,775 109,999 0 0

Asset New 5,145,000 6,575,257 3,447,500 -1 0 0

2158 + Public Toilets 87,804 83,941 85,004 134,255 93,717 98,403


Asset Renewal 0 0 0 45,000 0 0

Asset Expansion/Upgrade 12,000 8,541 0 0 0 0


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2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

2159 + Malls 131,199 -907,581 2,234,203 268,671 282,104 296,207


Operating Income -1,137,100 -1,856,428 -285,000 0 0 0

Capital Expenditure 0 0 684,000 0 0 0

Capital Income -2,100,000 -228,593 -30,000 0 0 0

Asset Expansion/Upgrade 2,850,000 923,945 1,589,326 1 1 -1

Asset New 300,000 0 50,000 31,500 33,075 34,729

2160 + Other Community Amenities 182,430 75,816 162,726 39,263 41,059 42,907



Asset Expansion/Upgrade 40,000 0 20,000 0 -1 0

Asset New 107,000 40,428 103,500 0 0 0

220 - Parks & Ovals 2,537,505 2,040,669 2,163,662 2,231,666 2,369,524 1,847,045

2201 + Parks 1,836,699 1,433,165 1,487,914 1,553,395 1,465,503 1,039,650


Operating Income -600,000 -536,145 -100,000 -2,000,000 -1,350,000 0

Asset Renewal 394,000 393,507 55,000 0 1 0

Asset Expansion/Upgrade 154,000 19,904 252,500 205,124 247,882 160,774

Asset New 1,288,500 833,331 530,000 2,560,000 1,739,999 10,000

2202 + Ovals 700,806 607,505 675,748 678,271 904,021 807,395



Asset Renewal 15,000 16,003 30,000 0 12,000 0

Asset Expansion/Upgrade 106,500 39,483 0 0 180,000 60,000


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2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

225 - Libraries 696,179 526,580 675,403 700,648 722,787 836,376

2251 + Library - Tom Price 167,632 133,186 176,663 188,788 192,131 190,848



Asset Renewal 19,000 11,176 7,850 0 10,000 0

2252 + Library - Onslow 162,187 65,663 115,182 117,475 123,003 128,763


Operating Income -300 -188 -205 -215 -225 -237

Asset Renewal 14,000 0 0 0 0 0

2253 + Library - Paraburdoo 242,884 216,417 239,964 247,057 253,313 355,089


Operating Income -1,250 -1,996 -964 -1,012 -1,063 -1,116

Asset Renewal 16,000 12,702 24,123 8,529 18,955 109,403

2254 + Library - Pannawonica 123,476 111,314 143,595 147,329 154,338 161,675


Operating Income -550 -261 -108 -114 -119 -125

235 - Aged Care 84,215 52,195 63,700 90,911 94,489 99,235

2351 + Other Housing 84,215 52,195 63,700 90,911 94,489 99,235



Asset Renewal 36,000 16,809 0 25,000 25,000 25,000

240 - Community Liaison 81,500 59,031 0 0 0 0

2401 + Community Liaison 81,500 59,031 0 0 0 0

Operating Expenditure 81,500 59,031 0 0 0 0

Operating Expenditure 0 0 200,000 0 0 0

Operating Income 0 0 -200,000 0 0 0


Page 24 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

520 - Visitor Centre 146,331 127,839 106,621 130,362 115,651 121,101

5201 + Visitors Centre – Tom Price 146,331 127,839 106,621 130,362 115,651 121,101



Asset Expansion/Upgrade 35,000 29,834 0 20,000 0 0

30 – CORPORATE SERVICES -30,796,190 -22,059,203 -30,044,435 -30,732,394 -30,823,930 -32,375,990

300 - Corporate Services 319,935 273,984 257,032 267,146 278,403 289,992

3000 + Office of EM of Corporate Services 319,935 273,984 257,032 267,146 278,403 289,992


305 - Financial -11,553,075 -13,452,739 -18,033,232 -19,005,670 -20,173,048 -21,527,709

3051 + Rate Revenue -13,352,915 -12,778,342 -15,649,466 -16,995,514 -18,064,136 -19,315,415

Operating Income -13,352,915 -12,778,342 -15,649,466 -16,995,514 -18,064,136 -19,315,415

3052 + Other General Purpose Funding 1,799,840 -665,020 -2,383,766 -2,010,155 -2,108,912 -2,212,293



Capital Expenditure 4,250,000 3,901,072 200,000 243,056 255,209 267,969

3053 + Salaries And Wages 0 -31,970 0 0 0 0

Operating Expenditure 0 -510 23,319 23,532 23,873 24,942

Operating Income 0 -31,459 -23,319 -23,533 -23,874 -24,942

3054 + Materials In Store 0 22,593 0 0 0 0

Operating Expenditure 0 22,593 0 0 0 0

310 - Administration -87,276 -426,838 -660,092 -724,634 -760,350 -790,784

3101 + Admin General - Tom Price and Paraburdoo -173,793 -654,905 -762,922 -832,971 -874,104 -910,226

Operating Expenditure -207,093 -611,611 -728,326 -798,897 -839,627 -875,325


Asset Renewal 10,000 2,367 3,000 3,000 3,000 3,000


Page 25 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

Asset Expansion/Upgrade 6,000 0 0 0 0 0

Asset New 112,000 31,154 37,500 39,075 40,729 42,465

3102 + Western Operations Administration 15,550 143,445 74,784 78,888 82,833 86,975

Operating Expenditure -3,550 40,116 74,111 79,224 83,177 87,328

Operating Income -5,000 -282,294 -360,562 -335 -344 -353

Asset Renewal 3,500 373,870 361,235 0 0 0

Asset Expansion/Upgrade 6,600 0 0 0 0 0

Asset New 14,000 11,752 0 0 0 0

3103 + Cemeteries 70,967 84,622 28,047 29,449 30,921 32,467



Asset Expansion/Upgrade 40,000 55,921 0 0 0 0

315 - ICT 588,960 281,085 47,240 47,159 46,560 47,780

3151 + Information Technology 588,960 281,085 47,240 47,159 46,560 47,780

Operating Expenditure 43,960 -10,750 -2,760 -2,840 -3,440 -2,220

Asset New 545,000 291,835 50,000 50,000 50,000 50,000

900 - Balance Sheet -20,064,734 -8,734,695 -11,655,383 -11,316,396 -10,215,495 -10,395,269

9001 + Current Assets 0 7,538,844 0 0 0 0

Assets 0 7,538,844 0 0 0 0

9002 + Current Liabilities 0 -7,509,173 0 0 0 0

Liabilities 0 -7,509,173 0 0 0 0

9003 + Non-Current Assets 0 -7,857,440 0 0 0 0

Assets 0 -7,857,440 0 0 0 0

9004 + Non-Current Liabilities 0 974,218 0 0 0 0

Liabilities 0 974,218 0 0 0 0


Page 26 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

9006 + Reserve Accumulation Account 0 -1,881,144 0 0 0 0

Capital Expenditure 0 5,531,086 0 0 0 0

Capital Income 0 -7,412,230 0 0 0 0

9050 + Chameleon Budget Balancing -20,064,734 0 -11,655,383 -11,316,396 -10,215,495 -10,395,269

Assets -20,064,734 0 -11,655,383 -11,316,396 -10,215,495 -10,395,269

9101 + Trust Function 0 -0 0 0 0 0

Liabilities 0 34,480 0 0 0 0

Assets 0 1,463 0 0 0 0

Capital Expenditure 0 -35,944 0 0 0 0

40 - OPERATIONS 2,308,296 -3,284,227 1,302,720 2,750,498 296,990 -1,500,683

405 - Depots 515,044 404,386 259,082 228,625 240,056 252,058

4051 + Depots 515,044 404,386 259,082 228,625 240,056 252,058


Asset Expansion/Upgrade 261,040 193,562 41,345 0 0 0

410 - Road Plant 3,307,280 2,251,195 1,571,575 2,464,559 1,826,617 1,148,440

4101 + Road Plant Purchases 3,307,280 2,251,195 1,571,575 2,464,559 1,826,617 1,148,440


Operating Income 0 -103,232 -60,564 0 0 0

Capital Expenditure 400,000 400,000 0 0 473,080 453,877

Capital Income -480,000 -480,000 0 0 0 0

Asset Renewal 2,053,880 1,208,845 1,385,479 2,444,999 1,333,000 673,000

Asset New 1,318,900 1,163,052 175,000 0 -1 -1

420 - Private Works -1,104,671 -3,743,229 -1,081,972 -1,039,929 -1,733,205 -2,432,009

4201 + Private Works -1,104,671 -3,743,229 -1,081,972 -1,039,929 -1,733,205 -2,432,009




Page 27 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

Capital Expenditure 0 582,698 1,165,396 1,165,396 582,698 0

Capital Income 0 -3,496,184 0 0 0 0

430 - Public Works Over head 12,000 -839,600 0 16,636 24,638 25,754

4301 + Public Works Over Head 12,000 -839,600 0 16,636 24,638 25,754

Operating Expenditure 0 -842,363 0 16,636 24,639 25,753

Asset Renewal 12,000 2,763 0 0 0 0

435 - Plant Operations Cost -106,243 -134,595 -294,000 94,926 99,574 104,395

4351 + Plant Operation Costs -106,243 -134,595 -294,000 94,926 99,574 104,395

Operating Expenditure -21,243 400,697 72,987 480,262 504,177 529,228


640 - Sanitation -315,114 -1,222,385 848,034 985,681 -160,691 -599,321

6401 + Sanitation General Refuse -275,722 -1,199,928 865,856 1,010,927 -133,919 -570,722



Asset Renewal 6,000 3,950 8,750 0 0 0


Asset New 250,000 23,931 160,000 400,000 100,000 0

6402 + Sanitation Commercial -39,392 -22,456 -17,822 -25,246 -26,772 -28,599



50 – STRATEGIC AND ECONOMIC DEVELOPMENT 1,771,777 -1,695,478 2,506,645 1,001,719 822,004 1,038,603

230 - Heritage 0 0 0 100,000 -50,000 0

2301 + Heritage 0 0 0 100,000 -50,000 0

Operating Expenditure 10,000 0 120,000 200,000 50,000 100,000

Operating Income -10,000 0 -120,000 -100,000 -100,000 -100,000


Page 28 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

500 - Strategic Services 514,160 447,466 512,011 532,994 547,610 573,446

5000 + Office of EM Strategic & Econ. Development 514,160 447,466 512,011 532,994 547,610 573,446


505 - Area Promotion 693,525 -92,930 322,099 210,420 281,225 -170,792

5051 + Tourism & Area Promotion Eastern 152,249 28,980 171,255 46,655 48,488 49,512



Asset New 105,000 9,443 120,000 0 0 0

5052 + Tourism & Area Promotion - Onslow 16,779 73,246 29,663 84,874 46,687 63,834



Asset Renewal 7,000 9,304 0 20,000 0 0

5053 + Tourism & Area Promotion - Pannawonica 3,600 846 1,098 1,303 1,508 1,713



5054 + Museums 9,995 21,241 7,376 7,746 8,133 8,540


Operating Income -20,000 0 -100,000 0 0 0

Asset Renewal 5,000 5,552 100,000 0 0 1

5055 + Old Onslow 0 -11,605 0 0 0 0



5056 + Area Promotion - General 47,060 6,481 28,138 22,503 28,209 23,925




Page 29 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

5057 + Ocean View Caravan Park 463,842 -212,119 84,569 47,338 148,200 -318,316


Operating Income -792,000 -1,044,860 -957,886 -1,005,780 -1,056,069 -1,108,873

Asset Expansion/Upgrade 605,000 181,039 243,450 220,500 400,000 0

510 - Land Development 161,090 -5,335,965 695,094 587,885 422,898 243,314

5101 + Tom Price Industrial Land Development 132,910 -2,370,706 222,002 204,516 177,410 185,693


Capital Income -1,150,000 -2,611,395 -931,500 0 0 0

Asset New 1,150,000 138,433 931,500 0 0 0

5102 + Onslow Residential Development 0 -3,846 0 0 0 0

Operating Income 0 -3,846 0 0 0 0

5103 + Tom Price Residential Land Development 28,180 -3,078,392 41,370 233,370 235,489 47,621


Operating Income 0 -3,160,071 0 0 -1 1

Capital Income -650,000 0 -650,000 0 0 0

Asset New 650,000 45,794 650,000 160,000 160,001 0

5104 + Onslow Industrial Development 0 116,979 77,000 150,000 10,000 10,000

Operating Expenditure 0 0 30,000 10,000 10,000 10,000

Capital Income -240,000 0 -240,000 0 0 0

Asset New 240,000 116,979 287,000 140,000 -1 -1

5105 + Land Sales Other 0 0 354,722 0 0 0


Operating Income 0 0 -4,158,628 0 0 0

Capital Expenditure 0 0 4,500,000 0 0 0


Page 30 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

515 - Economic Development 65,530 149,631 49,712 46,197 52,758 49,395

5152 + Television & Radio Rebroadcasting 40,530 139,968 23,347 24,515 25,740 27,027



Capital Income -118,000 0 0 0 0 0

Asset Renewal 118,000 107,887 0 0 0 0

5153 + Economic Development - General 25,000 9,664 26,365 21,683 27,018 22,368


525 - Airports -943,668 2,586,238 280,985 -1,125,690 -1,103,326 -359,966

5251 + Onslow Airport -943,668 2,586,238 280,985 -1,125,690 -1,103,326 -359,966

Operating Expenditure 616,977 572,740 1,356,125 1,024,373 904,380 935,340


Capital Expenditure 57,490 57,490 61,457 65,699 70,234 75,081

Asset New 33,470,506 26,549,433 15,226,121 1,500,000 1 0

530 - Rural Services 11,030 7,877 -1,225 -1,265 -1,339 -1,400

5301 + Rural Services 11,030 7,877 -1,225 -1,265 -1,339 -1,400



535 - Major Projects 1,026,610 363,425 537,042 560,953 577,444 605,135

5351 + Major Projects 421,610 419,415 558,122 584,675 602,583 631,862


5352 + Town Site Revitalisation - Eastern 605,000 -55,990 -21,080 -23,722 -25,139 -26,727


Operating Income 0 -302,500 -552,419 -555,291 -584,555 -613,706

Asset New 99,000 92,838 35,000 5,250 5,513 5,788


Page 31 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

540 - Strategic Planning 223,500 167,008 90,177 68,435 71,857 75,451

5401 + Strategic Planning 223,500 167,008 90,177 68,435 71,857 75,451


545 - Risk Management 20,000 11,771 20,750 21,788 22,877 24,021

5451 + Risk Management 20,000 11,771 20,750 21,788 22,877 24,021


60 – TECHNICAL SERVICES 10,664,263 10,942,241 11,798,656 12,368,188 13,695,096 14,014,553

415 - Parking Facilities 62,300 67,412 70,949 74,496 78,221 82,132

4151 + Parking Facilities 62,300 67,412 70,949 74,496 78,221 82,132


600 - Technical Services 333,085 339,073 502,214 525,434 551,848 579,540

6000 + Office of EM Technical Services 333,085 339,073 502,214 525,434 551,848 579,540


605 - Emergencies Services 146,343 130,935 155,709 156,173 163,710 171,415

6051 + Fire Prevention 144,090 127,770 146,312 146,308 153,360 160,538


Operating Income -4,000 0 -105 -110 -116 -122

Asset New 10,500 0 0 0 0 0

6052 + Fire Brigades -2,312 -4,413 2,777 2,915 3,061 3,214



6053 + State Emergency Services 4,565 7,578 6,620 6,951 7,290 7,662




Page 32 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

610 - Ranger Services 708,797 698,430 805,165 684,631 717,498 751,727

6101 + Animal Control Eastern 243,404 187,082 107,418 111,982 117,348 122,894




6102 + Animal Control Western 195,788 180,963 316,029 214,486 224,138 234,189


Operating Income -2,500 -458 -2,025 -2,205 -2,315 -2,431

Asset Expansion/Upgrade 0 0 110,000 0 0 0

6103 + Other Law, Order, Public Safety 269,605 330,384 381,718 358,163 376,012 394,644


Operating Income -6,000 -650 -1,785 -1,874 -1,968 -2,066

Capital Expenditure 36,008 36,546 38,226 0 0 0

615 - Statutory Services -175,208 444,558 -244,798 -246,819 -262,015 -279,660

6151 + Health Inspection & Administration 457,167 390,621 470,455 506,288 531,160 557,147



Asset Renewal 2,000 0 0 0 0 0

6152 + Health - Aboriginal Health 13,772 135,946 54,391 55,399 57,812 60,253



Capital Income 0 -15,000 0 0 0 0

Asset Renewal 0 47,465 0 0 0 0

6153 + Health - Pest Control 61,987 21,231 34,554 36,282 38,096 40,000



Page 33 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

6154 + Building Control -568,128 -530,271 -1,082,751 -1,140,224 -1,198,350 -1,259,513



Asset Renewal 4,000 401 0 -1 0 -1

6155 + Town Planning / Regional Development -140,006 427,031 278,553 295,437 309,267 322,452

Operating Expenditure 762,094 920,584 981,144 1,023,157 863,374 904,263


620 - Drainage 1,134,849 504,053 963,601 1,447,374 1,762,242 1,777,853

6201 + Urban Stormwater Drainage 1,134,849 504,053 963,601 1,447,374 1,762,242 1,777,853



Asset Renewal 600,000 199,149 670,000 1,150,000 1,450,000 1,450,000

Asset New 260,000 52,662 0 0 -1 -1

625 - Roads 7,486,705 8,045,368 8,623,889 8,727,282 9,647,959 9,858,427

6251 + Construction Streets, Roads, Bridges, Depots 7,991,960 7,928,506 9,021,329 9,088,605 10,051,332 10,267,625


Operating Income 0 0 -500,000 -15,000 -20,000 0

Capital Expenditure 0 0 0 0 473,080 453,877

Asset Renewal 414,500 80,654 470,000 489,999 673,000 600,000

Asset Expansion/Upgrade 2,500,000 2,518,724 2,787,592 2,552,865 2,571,699 2,552,865

Asset New 200,000 40,506 680,000 199,999 199,999 199,999

6252 + Maintenance Streets, Roads, Bridges, Depots -505,255 116,863 -397,439 -361,323 -403,373 -409,197



Asset Renewal 0 0 10,000 0 0 0


Page 34 of 114


2012/13 Actuals

13/14 Forecast

14/15 Forecast

15/16 Forecast

16/17 Forecast

630 - Boat Ramps 47,800 53,687 56,270 59,083 62,037 65,139

6301 + Water Transport Facilities 47,800 53,687 56,270 59,083 62,037 65,139


645 - Protection of Environment 0 -50,000 0 0 0 0

6451 + Protection of Environment 0 -50,000 0 0 0 0


Operating Income 0 -50,000 -150,000 0 0 0

650 - Footpaths 298,582 211,936 324,584 384,097 390,802 397,845

6501 + Footpaths 298,582 211,936 324,584 384,097 390,802 397,845


Operating Income -1,029,580 0 -1,029,580 -31,500 -33,075 -34,729

Asset New 1,162,770 0 1,162,770 249,999 249,999 250,002

655 - Asset Management 621,010 496,789 541,074 556,438 582,794 610,136

6551 + Asset Management 621,010 496,789 541,074 556,438 582,794 610,136



Page 35 of 114

Shire of Ashburton organisational structure

Note that the structure is in transition and subject to review upon commencement of the new permanent CEO


Page 36 of 114

Roles and Priorities Overview


Page 37 of 114

Summary of our Department Service Plans

STRATEGIC AND ECONOMIC DEVELOPMENT

Economic Development Direction Local Business Stimulation Commercial Management Heritage Strategic Direction and Planning Revitalisation Partnerships Project Governance Office Tourism Land Development

4 Year Strategic Priorities

No. Service Description Current Level of Service

(2012/13)

Service Level Change - 4 Yrs

Level of Service Change

over 4 years

(2013/14 - 2016/17)

SE1 Economic Development Direction

SE 1.1

Analysis of local economy

To undertake analysis of the local economy.

This is a new service (encompassing some existing activities) to provide a robust knowledge base to underpin the economic development strategy and its implementation.

Increase

Analysis of the local economy of sufficient quality to support economic development strategy and its implementation.

1.3

3.2

4.1

4.3

SE 1.2

Economic Development Strategy

To support Council to develop an Economic Development Strategy, including land development plan and affordable housing strategy.

This is a new service to support Council to set the course for its economic development efforts in partnership with relevant stakeholders.

Increase

Economic development strategy being implemented and regularly reviewed and refreshed.


Page 38 of 114



(2012/13)



over 4 years

(2013/14 - 2016/17)

SE 1.3

Legacy development

To support Council to establish an environment for legacy development over short term transportable, interim investment measures.

Work with a host of public and private partners to encourage large scale redevelopment projects that transform our neighbourhoods, create jobs for local residents, and stimulate economic activity that benefits the State of WA.

Increase All large-scale development is legacy development.

3.4 SE 1.4

Marketing Strategy

To support Council to develop a strategy to market the Shire as a positive place to live and do business.

This is a new service to market the Shire more effectively as positive place to live and develop a business and to encourage "buy local".

Increase

High quality marketing collateral and a "buy local" strategy in conjunction with business groups/ Chamber.

SE 2 Local Business Stimulation

3.4 SE 2.1

Relationship Building

To listen and understand needs of local businesses.

Establish lines of communication and two-way feedback to be able to hear the needs of the business community.

Increase Strong alliance with local business groups and Chamber of Commerce.

3.4 SE 2.2

Business Showcase

To facilitate Industry Forums/ business expo's to help local business showcase their ability and resources.

Facilitate Industry Forums / business expo's to help local business showcase their ability and resources.

Increase

A minimum of 2 forums/ Expos a year in Tom Price, Onslow and 1 a year in Paraburdoo.

3.4 SE 2.3

Support Business Sustainability

To support and lobby for businesses to overcome challenges and issues.

Ad hoc support. Increase

Business community receive valued support from the Shire to address issues and challenges that are within the scope of its influence.

3.4 SE 2.4

Facilitate access to land

To support / help businesses to navigate approvals, community consultation, access land to be able to invest in region.

Ad hoc support. Increase

Potential investors receive valued support from the Shire to navigate requirements.


Page 39 of 114



(2012/13)



over 4 years

(2013/14 - 2016/17)

3.4 SE 2.5

Business incubators

To support small business to access premises at an affordable rate to establish themselves (given the current land environment in Pilbara).

This is a new service to provide business incubators. Increase

Development of four factory units in Onslow to support local small business (initial priority).

SE 3 Commercial Management

SE 3.1

Aerodrome Operations

To manage the Onslow Aerodrome to meet the needs of the community and provide a return to Council.

Charter service to meet resource sector and RFDS needs. RPT Terminal facilities, low level general aviation area and hangerage. Aircraft type restrictions due to airport classification Undergoing $32 million development to allow Jet Services and community RPT access. Business planning to be able to operate a regional aerodrome that can process 100 passenger seat Jet Services.

Increase

Code 3C aerodrome - servicing minimum 7 planes a week. RPT capable airport with passenger screening equipment and departure baggage conveyor system. General aviation area accommodating light to medium aircraft includes sealed/ unsealed apron, aviation support facilities and hangerage.

SE 3.2

Commercial Leases

To ensure statutory compliance and appropriate returns to Council whilst stimulating development in the Shire.

Assist in the provision of commercial opportunities for local business. Provide an industry standard commercial service to local business. Manage commercial leases:

- Sun Chalets

- Tom Price Caravan Park

- Paraburdoo offices.

Increase Improved social and financial return on commercial leases.


Page 40 of 114



(2012/13)



over 4 years

(2013/14 - 2016/17)

3.3 SE 3.3

Caravan Park

To manage the Ocean View Caravan Park to support local tourism, meet the needs of the community and provide a return to Council.

Maintain tourism services for the peak winter tourist season. Support the community and affordable housing in the community by maintaining 40 permanent bays. Provide clean and tidy services.

Increase

Council operates a 4 Star Caravan park that has a high standard of amenity, is compliant with the caravan and camping act and maintains 73% occupancy.

3.3 SE 3.4

Tourist Centre

To manage the Tom Price Tourism Centre to support local tourism and provide a return to council.

The Community Development team currently run the Tourist Centre. It is planned during 2014 to incorporate the business into the Tourism Strategy area under the Strategic and Economic development department.

Increase

Centralised booking agent, comprehensive and interactive tourist centre. Facilitates product development and works with local tourism providers to market products and Shire’s Tourism strategy.

SE 4 Heritage

1.3 SE 4.1

Heritage Strategy

To support Council to develop a Heritage Strategy for the preservation and appropriate use/re-use of buildings and areas of heritage significance throughout the Shire of Ashburton.

This is a new service to support Council to set the course for its heritage efforts in partnership with relevant stakeholders.

Increase Heritage strategy being implemented and regularly reviewed and refreshed.

3.3 SE 4.2

Education, promotion and access

To promote the Shire's Aboriginal and European heritage and facilitate increased access for the local community and tourism.

This is a new service to increase the value and appreciation of heritage in conjunction with key stakeholders in accordance with the new strategy, once developed.

Increase Effective education, promotion and access to heritage.


Page 41 of 114



(2012/13)



over 4 years

(2013/14 - 2016/17)

SE 4.3

Old Onslow Listed Heritage Site

To manage the site to meet the needs of the community, ensure appropriate conservation and interpretation in conjunction with Key stakeholders.

Limited service currently Increase Expanded service that maximises funding opportunities.

SE 5 Strategic Direction and Planning

1.3

4.3

SE 5.1

Strategy development and implementation

To support Council to develop key strategies and policy to articulate direction and determine priorities.

Limited service currently – schedule to be agreed with Council

Increase

Council able to work through a program of strategic policy development to set direction and priorities.

1.3

4.2

SE 5.2

Integrated Planning and Reporting

To support Council to progress its standard of Integrated Planning and Reporting (IPR) in accordance with the Department’s practice standards.

This is a new service to continue implementation of the new IPR framework

Increase

Council on a continuous improvement path for high quality planning and reporting.

SE 5.3

Strategic Risk Management

To lead the Shire in planning, monitoring and reporting strategic risks.

This is a new service to continually improve strategic risk management as part of implementation of the IPR framework

Increase Improved strategic risk identification and mitigation

SE 6 Revitalisation Partnership

5.2 SE 6.1

Partnership development

To work with the key resource companies partnering with the Shire to revitalise its communities to ensure consistent vision and a clear understanding of outcomes.

Establishment phase Increase Maturing partnerships


Page 42 of 114



(2012/13)



over 4 years

(2013/14 - 2016/17)

1.3

4.1

SE 6.2

Revitalisation plans

To lead the development of master plans and work with the communities to understand needs and vision.

Revitalisation plans in progress Increase

Developing plans, implementation mechanisms and communication

SE 6.3

Leverage funding for revitalisation projects

To establish funding sources, work with identified funders to secure funding for key strategic projects.

Significant focus on this Maintain n/a

SE 6.4

Project manage selected Revitalisation Projects

To manage and deliver selected projects through to operations

Support delivery of projects through sound project management

Increase Continuous improvement (see SE7)

SE 7 Project Governance Office

SE 7.1

Project methodology

To establish clear project processes, documentation and guidelines to standardise project delivery in the Shire. (Note this includes working with departments to ensure appropriate marketing, communication, recognition of funders and political platform are considered in all media/communications)

New service to establish business processes Increase

Document transparent and consistent business processes for high quality and trusted project delivery

SE 7.2

Allocate project responsibilities

To ensure clear responsibilities and well managed handovers etc through the life-cycle of major strategic projects

New service to establish a robust process for clear allocation of project responsibilities

Increase



Page 43 of 114



(2012/13)



over 4 years

(2013/14 - 2016/17)

SE 7.3

Establish and ongoing support governance committee

To facilitate the development of the committee, establish terms of reference and provide executive support

New service to establish appropriate internal governance oversight

Increase


4.2 SE 7.4

Integrated Strategic Projects Reporting

To establish the framework and linkages to IPR framework and report regularly to Council and the community, ensuring consistency across all projects.

New service to establish effective and transparent reporting

Increase


SE 8 Tourism

1.3

3.3

SE 8.1

Establish a clear vision for Tourism

To support the Council to review and refresh its vision and priorities for tourism development, working with business and State Government to align strategic priorities and opportunities for tourism

Current vision requiring review Increase Tourism vision being pursued and regularly reviewed and refreshed

3.3

3.4

5.2

SE 8.2

Facilitate partnerships with tourism industry and business professionals

To harness local and regional resources and opportunities to stimulate tourism activity.

Current approach ad-hoc Increase

Targeted approach to working with stakeholders to better use collective resources

1.3

3.3

SE 8.3

Tourism Marketing Strategy

Make the Shire of Ashburton a tourist destination using the accommodation, tour operators, islands, Karijini, aboriginal art etc (in conjunction with SE 1.4)

Current approach ad-hoc Increase

High quality tourism marketing approach followed by all concerned to maximise impact.


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(2012/13)



over 4 years

(2013/14 - 2016/17)

3.3 SE 8.4

Heritage Tourism

To work with Tourism operators to identify heritage products that enhances visitation and engages the local business, traditional owners and the community as a whole

Minimal Increase Facilitation of enhanced tourism offering and promotion

SE 9 Land Development

SE 9.1

Identification of available land

To work with State and local communities to understand and identify land development needs and opportunities.

Ongoing efforts to identify land development needs and opportunities and engage with the community and key stakeholders to realise those opportunities.

Maintain n/a

SE 9.2

Deconstraining of available land

To work to deconstrain land and unlock future opportunities in an effort to achieve affordable accommodation and have land delivered to the market.

Facilitate land release actively or through advocacy, encourage and lobby for adequate servicing to enable increased industrial and residential land availability.

Increase

Onslow: Onslow Industrial Subdivision – design, development, subdivision and sale of approx 55 lots of serviced industrial land at lot 16 Onslow Road

Tom Price: Stage 2 Boonderoo Road Industrial Subdivision – development and sale of 10 lots of serviced industrial land at Southern end of Boonderoo Road.

SE 9.3

Project management of in-house land development

To take responsibility where required to steer projects through to development.

Support delivery through sound project management Increase Continuous improvement (see SE7)


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(2012/13)



over 4 years

(2013/14 - 2016/17)

SE 9.4

Management of Shire Land

Management of Shire owned freehold land and Reserve Management Orders.

Effective management provided Maintain n/a


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COMMUNITY DEVELOPMENT

Community Development Facilities Community Services (East and West) Library Services Club Development


No. Service Description Current Level of Service (2012/13)


Level of Service Change over 4 years (2013/14 - 2016/17)

CD1 Community Development

CD 1.1

Public Art

To develop and maintain quality public art that reflects the culture, history and spirit of local communities and environments.

No service currently in place Increase

New entry statement signage that welcomes visitors and residents, and reflects the culture, history and spirit of local communities and surrounding environment.

1.1 CD 1.2

Disability Access and Inclusion

To ensure that the needs of people with disabilities, their families and carers, are addressed with respect to the facilities, functions and services provided by the Shire.

This Plan is required under the Disability Services Act. It is reported on annually and reviewed every 5 years. This Plan will be reviewed in 13/14. All new buildings and significant upgrades will have appropriate planning and/or modifications to ensure their accessibility and usability for those with disabilities.

Maintain n/a

CD2 Facilities

2.1 CD 2.1

Swimming Pools and Aquatic Facilities

To provide pool and facilities that are operated to high health and safety standards for use by patrons

Swimming Pool - Tom Price

The centre has a fully functional learn to swim area, beach walk in entry and water features in the babies pool. It also has a playground, park volleyball area and basketball hoop shooting space. The babies pool is completely covered by shade sails and the main pool is covered from the shallow end to the mid section.

Increase

Paraburdoo

Install a playground for children under 8 years of age, secured by a “child proof” fence with a “soft fall’ type surface, covered by a shade structure which


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Open from 1 October to 30 April, hours of operation are: 8am to 8pm

Swimming Pool - Paraburdoo

The centre has a six lane 50m pool ranging from 1.1m deep at the shallow end to 1.8m at the deep end and a substantial baby pool with a uniform depth of 150mm. A sunshade covers the baby pool and half the main pool. Open from 1 October to 30 April, hours of operation are: 8am to 8pm

blocks out at least 85% of the UV light floodlit by LED lights. It will allow children to run and play in safety as the playground will be of a “free range” type rather than a constrictive modular multi-purpose single unit of play equipment.

Onslow (Active Pursuit)

New Swimming Pool (2016)

CD 2.2

Public Halls, Civic Centres and Pavilions

To provide venues which are appropriately cleaned and maintained for each individual booking

Tom Price

Community Centre can fit 200 people into its hall and has a stage area

Sports Pavilion is currently being redeveloped and is scheduled for opening in September 2013

The Civic Centre can fit 262 people and has a soft floor suitable for playgroups, gymnastics, boxing etc

Paraburdoo

Ashburton Hall can fit a capacity of 300 people. It has a stage area and an outdoor area with BBQ facilities and toilets. Inside the hall there are also kitchen facilities that are available

Lesser Hall is situated inside the Ashburton Hall and has its own separate entrance and air conditioner. The room can hold 77 people and is used for smaller functions such as meetings and conferences

The Sports Pavilion can hold 73 people in the main hall area with a maximum capacity of 25 people in a meeting sized room.

Increase

Tom Price

Completion of Sports Pavilion which will include 4 club and 4 storage rooms.

Onslow

New Shire Hall/Function Centre at Onslow (part of commercial centre)

Paraburdoo

Upgrades will include new/replaced air-conditioning, new BBQ structure in rear courtyard, new seating and shade structures in rear courtyard and upgraded electrical wiring.


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2.1 CD 2.3

Courts and Other Playground Surfaces

To provide courts and other playground surfaces which are well maintained and clean in accordance with sporting requirements.

Tom Price

Netball/Basketball Courts contain 3 full size courts. The courts are lined for Netball and Basketball. The lights are on a timer system and will only be turned on for bookings made through the Shire Office.

Tennis Courts are operated by the Tom Price Tennis Association and keys can be obtained from the club. The lights are operated by a coin box.

Paraburdoo

The Courts can be used for basketball, netball and tennis. The basketball/netball lights are on a timer system and will only be turned on for bookings made through the Shire Office. Bookings need to be made 7 days in advance and during Shire Office hours. The Tennis Courts lights turn on using a coin operated system.

The Enclosed Cricket Pitch is currently unusable, however plans are underway to redevelop the area in the 2013/14 financial year.

Onslow

The Courts have interchangeable goals and are marked to accommodate both basketball and netball. There are adjacent change rooms and toilets. The change rooms/toilets are locked and a key can be obtained from the Shire Office upon hiring the courts. The lights will be turned on for bookings made through the Shire office

The Shire manages the tennis courts and keys can be obtained from there. The lights are operated by a coin box. One of the courts is synthetic and the other is paved.

Increase

Paraburdoo

Cricket pitch near the Oval Change Rooms with useable nets, suitable playing surface and lighting allowing for night training.

Onslow

Provision of 3 outdoor basketball courts and skate park (part of the Sporting Precinct Upgrade).


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CD 2.4

Onslow Foreshore Areas

To ensure beach front areas are clean and tidy to facilitate access by the community

Onslow "front" beach with BBQ and outdoor gym facilities

Onslow "back" beach with Boardwalk, BBQ facilities and public toilet

4 Mile Creek with fishing facilities

Increase

4 Mile Creek to have BBQ facilities, seating and shade structures, fish cleaning facilities and public toilets

Upgrade of Ian Blair Memorial Boardwalk; replacement of wooden boards, with integrated shade and interpretive panels highlighting native fauna in partnership with Thalanjyi-Onslow.

1.1

2.1

CD 2.5

Recreation and Sporting Venues

To provide venues which are appropriately cleaned and maintained for each individual booking

Tom Price Community Recreation Centre

Featuring a performing arts theatre, green room, meeting room, commercial kitchen, multipurpose sports hall and a crèche room

Onslow Multi Purpose Centre

Featuring an indoor multi-purpose sports hall, commercial kitchen, meeting rooms, gym and day care centre.

Increase

Paraburdoo

A multi-user community complex that offers a variety of sport, recreation, neighbourhood, meeting rooms, function centres, community support services to the community.

Onslow

Rock Climbing Wall (Active Pursuit).

CD 2.6

Malls, Town Centres and Surrounds

To ensure facilities are well maintained, clean and tidy (rubbish free)

Tom Price Town Centre

Newly developed walkways, water play area, seating and shade structures. A new Exeloo toilet is also situated at the end of the shopping area.

Increase

Tom Price

To include an amphitheatre, village green, new Library, Visitors Centre and Shire Office.


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Paraburdoo Town Centre

A small playground and some grassed areas. Extensive car parking with little or no landscaping and poor public amenity

Paraburdoo

Resurfacing of car parking and the introduction of shade structures and landscaping, dog exercise area, water play area and new skate park

2.1 CD 2.7

Ovals and Training Fields

To provide ovals and training fields that are serviced in accordance with sporting requirements

Tom Price

Clem Thompson Memorial Oval: A full sized football stadium, lights on a timer system booked through the Shire office. The oval includes a cricket pitch and cricket practice nets. The oval is often used for large scale events such as festivals.

Tjiluna Oval: A smaller size oval consisting of a diamond and a permanent safety fence around the diamond. These features make it particularly attractive for softball and baseball through the year. Lights are on a timer system booked through the Shire Office.

Lights at both ovals are only turned on for bookings made through the Council Office.

Minna Oval: The oval has a cement path around the outside and this path is classed as an off lead dog area for Tom Price residents. Dogs are not allowed to walk on the oval itself. As the oval has no lighting towers it is primarily used for sports which do not require evening games such as cricket, tee ball and soccer.

Increase

Tom Price

Clem Thompson Oval –

Oval substantially completed by September 2013. Upgraded amenities include new reticulation and turf, a practice field, new goal posts and cricket nets, fencing, car parking, lighting, seating and shade structures

Area W Oval -

Concept plan still to be finalised but likely to include a playground (suitable 12-15yrs), BBQ, shaded areas, chilled water unit, lighting around picnic area, walking paths, exercise areas. Improved aesthetics and flood prevention - a park-like area


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Paraburdoo

Peter Sutherland Oval: The oval is used by football and softball. There are four large light towers which allow night games. These are on a timer system, which is programmed to come on if bookings are made through the Customer Service Officer at the Shire Office.

Top Oval: The top oval is not a full size oval and is used by groups such as tee ball. This oval is used for day games, as there is no lighting available. Bookings must be made through the Shire Office.

Onslow

Thalanyji Oval: The oval is reticulated and includes light towers which are token operated. Tokens are purchased at the Shire Office. There are goalposts, a cricket pitch, children's playground and a BBQ area. The oval will include a cricket net practice area during 2014

Paraburdoo

Peter Sutherland Oval

Upgrade to be specified, community request for walking tracks and outdoor exercise equipment

CD 2.8

Parks and Public Amenities

To provide public amenities that are clean, safe and well maintained for public use

Tom Price

Doug Talbot Park includes a small playground and is situated across from the local hotel/motel. The area consists of a BBQ, tables and public toilets.

Lions Park is fully fences and includes are large playground, BBQ facilities and chilled water fountain. The playground, BBQ and seating area are under light during the evenings for night time use of the area. The playground is sheltered by a large metal roof with public toilets also available.

Dog Park is an enclosed off-leash dog exercise area. 40% of the area is reticulated and includes a small shade canopy, LED lighting, dog watering tap and bowl.

Anzac Park is a reticulated war memorial area.

Increase

Tom Price

Upgraded Anzac Memorial Park will include walkways, a memorial alter with a water feature and 15 meter memorial structures, Aboriginal medicine garden, entry gates and fencing


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Paraburdoo

Meeka Park is fully fenced, reticulated and includes a single unisex toilet, bbq facilities and playground. The playground has lights for evening use of the facility.

Lions Park is on the edge of Peter Sutherland Oval. It consists of a large playground with two playground areas suited for younger and older children.

Anzac Park is a beautiful, reticulated war memorial park.

Onslow

Onslow Foreshore is the beached area in the centre of Onslow. It includes a boat ramp, bbq facilities, exercise equipment and a beautiful sand beach.

Ian Blair Boardwalk connects Onslow Foreshore and Anzac Memorial to Sunset Beach.

Sunset Beach is a small park area with a beautiful sandy beach. It contains a bbq area and a unisex toilet. The area is used to water the Onslow Salt loading the larging ships for export.

4 Mile Creek is a bbq area located 16kms from Onslow town centre. The area is under redevelopment and will be open to the public during 2013/14 financial year.

Beadon Creek consists of a dirt car park, fish filleting bench and offal trap.

Other - All 3 towns

All dry parks, reserves and verges are included in this area.

Paraburdoo

Upgraded Anzac Memorial Park and public meeting space

Onslow

Passive family recreation area


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2.1 CD 2.9

Water Spray Park

To ensure water spray park is operated to high health and safety standards for use by patrons

Onslow

Onslow Water Spray Park is located on the edge of Thalanyji Oval. It is operational 24 hours per day all year round. The water spray park water fountains, water guns and other water play equipment.

Increase

Paraburdoo

Addition of water play area, timeframe, location and facilities yet to be decided

2.1 CD

2.10

Playgrounds

To provide playgrounds which are safe in accordance with the Australia Standards

Tom Price

Lions Park Playground is the largest of playgrounds in Tom Price and is fully fenced to increase the safety of the children.

Doug Talbot Park Playground is a smaller playground which is also utilised by families when hiring the Community Centre as the playground is located at the rear of the building

Tjiluna Oval Playground is located near the oval club rooms and toilets. It consists of a swing and rocker.

Vic Hayton Memorial Swimming Pool Playground is located within the swimming pool complex. It is heavily used by patrons using the babies pool and for children birthday parties.

Town Mall Playground is a small rope design to entertain young children whilst in the town centre. It is located next to the water play area.

Clem Thompson Oval Playground has recently been removed due to the redevelopment of the oval. In future years the Shire aims to install a new one.

Paraburdoo

Lions Park/Peter Sutherland Oval Playground is located on the edge of the oval. It is the largest playground in Paraburdoo and is used frequently by

Increase

Compliance with Australian Standards for playgrounds with regards to height of fall, choking points and hazards, compliant soft fall zones and distance away from hazards


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spectators and sporting events, birthday parties and general trips to the park.

Meeka Park Playground is located on the edge of the township of Paraburdoo and is covered by lovely Poinciana trees.

Town Centre Playground is at the entrance of Paraburdoo Shopping Centre. It is a small hut sized playground suitable for young children.

Onslow

Thalanyji Oval playground is used extensively by the youth of Onslow and is the largest play area in town. The Onslow Water Spray Park is also in the same area.

Foreshore Exercise Equipment is located on the main beach area in Onslow. It is used for those that wish to undertake a exercise in the form of a strength training circuit.

The Day Care Centre Playground at the Multi Purpose Centre has a small outside playground area for sole use by the day care.

2.1 CD

2.11

Skate Parks

To provide skate parks which are cleaned as required to meet user expectations

Tom Price

The facility is now regarded as one of the best Skate Parks in WA by Skateboarding Australia. It has a variety of ramps and skate areas to cater to different skill levels and has unrestricted access

Increase

Onslow

Various skill level skate ramps and jumps, seating with shade structures, and water fountain (possible lighting, softfall and bbq areas; this is dependent on overall funding obtained as to what final structure can include)


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Paraburdoo

The skate park is located next to the Enclosed Cricket Nets and the Netball/Basketball Courts. The skate park has a chilled water fountain located close by. The park has been earmarked for redevelopment over the next year.

Paraburdoo

Various skill level skate ramps and jumps, seating with shade structures, water fountain (Possible lighting, softfall and bbq areas; this is dependent on overall funding obtained as to what final structure can include).

1.1

1.2

2.1

CD 2.12

Leased Premises (bowling clubs, sports clubs, gyms, BMX etc.)

To ensure Shire leased facilities are maintained and cleaned to an appropriate standard

The Shire of Ashburton leases a number of buildings, facilities and reserves to community groups to increase community sustainability and connectedness. The groups are required to ensure that facility is appropriately cleaned and maintained and must be available for all residents and visitors to the Shire.

Increase

The Shire will support Men's Sheds through the provision of lease over a suitable parcel of land (if required)

Community Gardens in Paraburdoo and Tom Price, supply of leased land to enable Community to design, construct and build a community garden

2.1 CD

2.13

Aged Care Services (Onslow)

To ensure housing is maintained at a safe and reasonable standard, suitable for the elderly and those with disabilities

Onslow

Ten subsidised housing units available for rental by elderly community members with disabilities.

Increase

New housing units (as part of Aged Care Strategy) incorporating high and low care - combination of private and Shire run (final details to be developed)


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CD 3

Community Services (East and West)

1.1 1.2

CD 3.1

Events and Cultural Activities

To provide cultural opportunities that are accessible to all

The Shire manages, executes and forms partnerships to ensure a minimum of 7 cultural activities occur in each of its townships. These include, but are not limited to official national holidays and cultural days of recognition such as; Anzac Day, Australia Day, NAIDOC Week. In addition, the Shire also manages several large scale festivals and sporting events with annually or bi-annually and seeks external Grants to fund these events. All activities and events aim promote community relationships and economic prosperity and are inclusive of all members of the community including; residents, FIFO, Aboriginal, tourists and local business

Increase

New programs will be offered as external funding becomes available/ accessible for these and/or as community groups pick up and run some of the current program enabling the Shire to provide events that are not currently being offered. Events may change from year to year but overall seeking to develop more programs and events, and/or enlarge the events currently provided

1.2 CD 3.2

Youth services and programs

To provide youth specific programs that engage the young people across the Shire of Ashburton and connect them with the wider community

A variety of youth programs are offered across the Shire. They are tailored to meet specific needs in each town. School Holiday Activities are facilitated by professional external facilitators such as dancers, circus performers and athletes or sports professionals to ensure the programs are high quality and offer participants to opportunity to increase skills.

After school program in Onslow

Funded by the Department of Child Protection, available for all children, activities offered 1-2 days a week after school hours throughout the year, various hours of operation and number of children dependent on the facilitator.

Increase

Tom Price

Expanded childcare, youth centre and parent support facility with increased capacity, quality, services and programs

Onslow

Proposed after hours youth centre run by VSwans (the old "Powerhouse" building in Second Ave). The Shire is currently negotiating with VSwans to run an after-


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Note: the youth centre in Paraburdoo is provided by Rio Tinto

hours drop in centre until the new youth centre is built as part of recreation and aquatic centre)

Plans for a custom built youth centre as part of Onslow Aquatic and Recreational precinct (the operating model is yet to be finalised)

1.1 2.1

CD 3.3

Family Services and Programs

To provide family orientated programs that engage families contribute to a sense of community within the Shire of Ashburton

Onslow

Early Learning Centre - capacity for 19 children, 4 places for children under the age of 2 years - Monday to Friday 8am to 4.30pm. Delivered by a private provider (CSSU). The Shire provides the building on a lease basis. The Shire maintains close partnerships and relationships in other towns with organisations such as Nintirri, Karingal and local schools to promote and support programs for children's and families.

Increase

Paraburdoo

Purpose built Childcare Centre with 74 places including after-school care (the management model to be finalised i.e. Shire run or private organisation)

1.1 CD 3.4

General Programs

To provide an innovative and diverse range of one off and regular programs that engage the wider community, including FIFO and temporary workers, that enhance lifestyle and wellbeing

The Shire seeks to support local groups in their activities (not to compete against them), such activities as; Men's Health Week, Mothers’ Day, Fathers’ Day, Great Australian Clean Up, local triathlons, Movember etc.

Maintain n/a

1.1 CD 3.5

Leaping Lizards Program

To engage young people in Onslow through healthy eating and lifestyle programs to increase community and individual health outcomes

The Shire manages the Onslow Leaping Lizards program which is to improve the health and wellbeing of people within the community both physically and emotionally. The School Garden is a primary focus which brings children, teachers and families together to plant, grow, harvest and cook. The garden

Increase

Expanded beyond current major focus on the school and school garden - more community type activities and events e.g. adult cooking classes


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promotes good nutrition and healthy weight. The Leaping Lizards Program includes the school breakfast program ensuring that all students start the day with good nutrition; the Fish 2 Feed Program held every month. This includes children and families coming together to fish; clean and cook their catch. This program also leads into an end of year reward camp and students must have attended school for 80% of the time. All events and activities encourage active participation, sun smart messages, healthy eating and lifestyles and sustainability

3.3 CD 3.6

Visitor Centre - Tom Price

To provide a professional, courteous and accurate information service for the residents of and visitors to Tom Price

The Visitors Centre in Tom Price provides information, brochures and souvenirs for tourists and local residents about local attractions and tours. The visitors centre also offers a booking service for Karijini and Tom Price Mine Tours and provides education and passes for the Karratha-Tom Price Access Road.

Maintain n/a

1.4 CD 3.7

Volunteer Hubs

To increase community connectedness and sense of wellbeing through volunteerism


New service in 2013. Volunteer Hubs in each town to allow the Shire and local not-for-profit/ community organisations to recruit local volunteers. Likely to be based in local libraries. Groups will be able to upload current volunteer vacancies to allow those looking for volunteer week to have a central location to access volunteering opportunities in each town.


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2.1 CD 3.8

Early Years Program (from 2013 in Onslow)

To improve literacy, numeracy and lifestyle factors for (primarily but not exclusively) Aboriginal children and families in the Onslow area, through the use of structured and unstructured play and peer mentors.


The Early Years Program is to provide resources and information to help educate and build strong foundations for effective parenting/caring. To provide equal access to the above for all families and caregivers. Strategies are to provide some centre based activities but also outreach program (one single centre can exclude others) e.g.: workshops; playgroups; playgrounds; front lawns; Bindi Bindi Community; community garden etc. The program will include: Nutrition and health; drug and alcohol education; effective parenting skills; homemaker education; encouraging play; numeracy and literacy. Establish solid relationships with other key stakeholders and engage in program delivery

1.1 1.2

CD 3.9

Community Sustainability (2013/14)

To actively engage the local community and build their capacity and sustainability to create towns with long and prosperous lives


To allow sustainable community development practices to be integrated across the Shire and the community, the roles will


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undertake activates and events to integrate new and existing residents, including FIFO and tourists into the towns. They will be responsible for shaping and focusing the community culture in each town to create a forward thinking, solution focused culture of inclusivity and sustainability. They will work closely with the Club Development and Community Services Teams to achieve these outcomes.

CD4 Library Services

CD 4.1

Tom Price Library

To provide innovative and community orientated library programs, including books clubs, seniors programs, story time and book launches

Membership of the libraries is free.

6 items per person, includes 3 videos per household items are loaned for 2 weeks.

Inter-library loan service that is available to order from the State Library or other libraries in WA.

Foreign literature books are available.

All libraries have a collection of reference material

All donations from the community are welcome

Opening times are as follows:

Mon/Tues/Thurs/Fri 9.00am to 4.00pm

Saturday 9.00am to 12.00 noon

Weds/Sun/Public Hols Closed

Increase

Increase Indigenous sections of the libraries

Increase local history area of libraries

Review all programs annually and revise/develop 2 new programs per year


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In addition the following services are available:

Photocopying

Laminating

Internet Access - $3.00 0-15 mins/ $5.00 15-30min / $8.00 30- 1hr

DVD Cleaning

Council meeting minutes available on request

Story time session - Mon and Fri morning at 11.00am

Book Club meets once a month

CD 4.2

Paraburdoo Library









Mon/Tues/Thurs/Fri 9.00am to 4.00pm

Saturday 9.00am to 12.00 noon

Weds/Sun/Public Hols Closed

The library has a collection of approximately 6000 items, including adult and junior fiction and non-fiction books, audio cassettes language tapes, DVDS and videos.

The library also has internet access, photocopying, laminating and faxing facilities for a small charge.

Increase





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An area of the room provides the perfect nook and cranny for kids who want to colour in or watch a movie on the TV as parents browse the library shelves.

Story-time provides a great introduction to the library for young children. Come along.

Story time sessions – Tuesday at 9.00am and Thursday at 10.00am

Book Club meets once a month. The Paraburdoo Library has two book clubs


Photocopying

Laminating

Internet Access - $3.00 0-15 mins/ $5.00 15-30min / $8.00 30- 1hr

DVD Cleaning


CD 4.3

Onslow Library









Monday - Friday 9.00am to 4.00pm

Saturday and Sunday Closed

Increase





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Photocopying

Laminating

DVD Cleaning


CD 4.4

Pannawonica Library


Membership of the libraries is free. 6 items per person, includes 3 DVDs per household

items are loaned for 2 weeks.






Monday 10:00am to 4:00pm

Tuesday 10:00am to 4:00pm

6.30 pm – 8.30 pm

Wednesday/Thursday 1:00pm to 4:00pm

Friday 10:00am to 1:00pm

Weekends/Public Hols Closed

Story time – Tuesdays at 10.00am and 10.30am

Book club – meets once a month

In addition the following services are available: Photocopying Faxing Laminating Internet Access - $3.00 0-15 mins/ $5.00 15-30min

/ $8.00 30- 1hr

Increase





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Dog registrations Building applications Caravan park bookings Tourist information Council meeting minutes available on request Issuing of Pilbara Rail Permits for Rail Access

Roads Road condition reports

CD5 Club Development

1.2 1.4

CD 5.1

Club Development (2013/14)

To encourage community sustainability through the support of local clubs and associations


Contribution to development and sustainability of community groups and sporting clubs through professional advice and support such as professional services to assist with governance and other support functions. Develop, or assist clubs to develop and/or expand, the leisure, recreation and sporting activities available to meet community needs


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TECHNICAL SERVICES

Engineering Services Project Management Asset Management Rangers Emergency Management Building Services Environmental Health Services Aboriginal Health Services Planning





TS1 Engineering Services

TS 1.1

Roads

To assess the existing condition of Council's road network, plan the maintenance and upgrade work to improve the quality of roads and implement new road links as and when required.

Roads are safe, accessible and provide year round access and are maintained to provide a good reliable condition. CAR forms are responded to in a timely manner.

Increase

Construct Onslow Ring Road. Reseals are completed as per financial plan. 10 - 20SLK of Banjima drive is sealed. Rural roads maintained from a forward planning maintenance plan.

2.4 TS 1.2

Footpaths

To develop and provide an integrated path network designed to make travelling safer. To provide a quality path network that improves connectivity to town facilities.

The current footpath network is in fair to good condition to meet community needs and expectations, especially in high pedestrian areas.

Increase

Additional footpaths in all towns and improved maintenance and upgrade program will deliver improved standard of existing footpaths, including implementation of the Bike Plan path programme


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2.3 TS 1.3

Drainage

To install and maintain safe, efficient and purpose built effective drains that are designed to minimise flooding and flood damage, and the risk of water pollution.

Current condition of drainage is unsatisfactory and failing in many areas. Currently providing more of a reactive maintenance service. Though some new drainage has been implemented.

Increase

Undertake drainage investigations in all towns to establish capacity and condition of drainage system to enable prioritisation of maintenance/ replacement program to deliver a fully functional drainage providing sufficient capacity to prevent flooding.

TS 1.4

Bridges

To provide functional, safe, reliable bridges.

Maintained and inspected to provide safe and reliable bridge facilities to MRWA standards.

Maintain n/a

TS 1.5

Parking Facilities

To provide adequate parking facilities to service community amenities, town parking and tourist parking areas for safe and serviceable parking.

Currently maintained at a good serviceable level with sufficient parking for the town mall in Tom Price. Paraburdoo town centre parking is being upgraded and will offer an excellent facilities. Some facilities need more parking allocations.

Maintain n/a

TS 1.6

Crossovers

To process applications and make inspections of works to ensure they meet Council's approved standards.

Inspections are made during laydown and cement pours and on completion. Bond administration is completed on approval of final inspection.

Increase

Improved application/bond process and works assessment will enable faster processing of crossover applications. Online applications process and information to be available.

TS 1.7

Street Lighting

To maintain and improve existing lighting, public lighting and increase coverage where appropriate.

Street lighting is currently owned by Rio Tinto in Tom Price and Paraburdoo. Discussion of ownership has been initiated. There is demand for an increase of street lighting especially in high pedestrian areas.

Increase

Improved community safety and public amenity through additional lighting in black-spot areas and areas of high pedestrian activity.


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TS2 Project Management

TS 2.1

Tender/Contract Management/Consultancy

To manage the tendering and contract process and ensure compliance with legislative requirements and Council policy, and to act as a consultant for the Shire for tenders and contract administration.

Tenders are advertised and placed online. Contracts are written. Enquiries are addressed and relevant information is given as required. Other departmental queries are responded to.

Maintain n/a

TS 2.2

Construction Project Management/Consultancy

To manage projects owned by Technical Services to ensure they are completed on time and within budget to a desired standard, and monitor works undertaken by contractors to ensure compliance with specifications.

Projects are inspected through the works procedure until completion to ensure they are up to standard and tender contract obligations are met. Budgets are monitored and acquitted to ensure costs are kept within budget. Consultancy for other projects is offered when required.

Maintain n/a

TS3 Asset Management

TS 3.1

Asset Data Management

To manage and update the asset database to capture changes to the management and or value of assets to enable accurate and timely reporting into associated plans (eg Asset Management Plans and Long Term Financial Plan).

Asset register updated daily and within 6 monthly audits. Draft documents have been produced for the Asset Management Plans status. Asset Management Strategy is being developed in coordination with the Corporation Business Plan and Integrated Planning requirements.

Increase

Improved asset management processes to ensure capture of all works data, which in turn improves the reliability of the asset management data register


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TS 3.2

GIS

To provide integrated mapping system that link to Council's rating and asset data to deliver ready available, relevant and updated information.

Currently rolling out Council’s GIS mapping system, updating information and adding new data and photos

Increase

GIS used Shire-wide to improve knowledge and response times to queries and enquiries, specifically for development plans. Improve level of mapping providing.

TS 3.3

Coordination of implementation of asset management Shire-wide

To facilitate the internal Asset Management Working Group and work with the asset custodians to implement asset management.

This is a new service to develop asset management strategy and capability.

Increase

Improve asset data management processes and staff training to improve forward planning and understanding of assets

TS4 Rangers

TS 4.1

Animal Control

To serve as an authorised pound officer and perform pound keeping duties as required; including the day to day operations of the dog and cat pound, the release or destruction of impounded dogs and cats, and the collection of pound and registration fees where appropriate

On receipt of complaints, Ranger Services visit the dog's owners and explain the problem. The regulations have clear provisions for non-compliance and Rangers make judgment calls for imposing penalties on individual basis. Rangers can declare dogs as dangerous and give restrictions/regulations to owners. They can also impose further restrictions, such as requiring the dog be kept on a leash when in dog exercise areas or that it be excluded from specified areas. Patrols of all areas of the district are made on a regular basis and where appropriate impound dogs and cats, issue warning and infringement notices on offending dog and cat owners, investigate dog and cat attacks on persons and other animals, and any other matters under the Dog Act 1976 and Local Law relating to the control of cats.

Increase Administer and enforce the new Cat Act and proposed changes to the Dog Act


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Dog attacks are taken very seriously and are investigated as soon as possible after being reported. Town patrols are made on a daily basis. Impounded dogs/cat owners are contacted as soon as identification is made. The Ranger is an authorised officer under the Animal Welfare Act 2002 who is able to act on information received and can investigate reports of sick or injured and neglected animals and commence court action against the offender.

TS 4.2

Boarding Kennel (Dogs)

To provide a kennelling facility to the community

Ensure that the pound and kennels are kept in a clean and tidy state that all animals are provided for in a fit and healthy manner. Open from 9am-10am, 4pm to 5pm seven days a week and serviced twice daily. Bookings are made from Tom Price Shire main offices.

Increase

Onslow

6 new kennels with concrete floors, appropriate drainage, self-watering system and an exercise area. To be used for boarding purposes for the community and tourists. The kennel facility will include a storage shed for pound consumables and other ranger products like cat and dog traps.

Paraburdoo

Upgrade pound, erect shade

TS 4.3

Parking

To manage parking to maximise parking availability and maintain street amenity and safety. Initiate legal proceedings for breach of relevant laws and Local Laws under the direction of a supervisory officer. Give evidence in Court as required.

Regular town patrols are made and infringements are made for offences. Reported offences are investigated. Disputes are dealt with in a timely manner.

Maintain n/a


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TS 4.4

Off road vehicles

To serve as an authorised Officer to investigate any complaints relating to off-road vehicles and to take the necessary action (i.e. infringement notices, etc.) in accordance with the relevant Act.

Depending on what time/type of complaints are received immediately - 24 hrs.

Maintain n/a

TS 4.5

Caravan and Camping

To initiate legal proceedings for the breach of relevant laws and Local Laws under the direction of a supervisory officer and attend Court to give evidence as required.

Remove illegal campers upon notification. Maintain n/a

TS 4.6

Litter

To serve as an authorised Officer under the Litter Act 1979 and issue warnings and infringement notices to offending persons as and when the need arises.

Depending on what time/type of complaints are received immediately - 24 hours depending on priority and ranger availability

Maintain n/a

TS5 Emergency Management

TS 5.1

Emergency Management

To comply with legislation involving the Council’s role in emergency management. Initiate, prepare, implement and maintain emergency management documentation, with particular emphasis on tropical cyclones, wildfires and floods; Educate staff and the community on their roles in relation to emergency management. Represent Council at Local Emergency

Proactively organises Shire's activities associated with the prevention, preparedness, response and recovery of emergencies and natural disasters including but not exclusively cyclones, wildfires and floods. Manages Council's obligations with respect to community safety particularly having regard to the State and Local Laws. Promotes and develops Council Risk Management Plans.

Maintain n/a


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Management Advisory Committees (LEMAC’s) and District Emergency Management Advisory Committees (DEMC). Ensure where possible Council’s operations contribute towards emergency prevention, preparedness as well as emergency response and recovery. Assume a leadership role in emergencies to effect control of emergency situations unless control is legislated to another authority. Be the Chief Bush Fire Control Officer for the Shire of Ashburton.

TS 5.2

Firebreak Management

To liaise with the Volunteer Fire Brigades and Department of Conservation and Land Management in the control, suppression and extinguishing of bush fires.

Firebreaks and property inspections carried out from October to April. Sec 33 Notice issued. Grandfather Tom fire Prevention education Program. Send out to pastoralists and Camps Prepare Act Survive information and Bush fire Management Plan prior to Fire Season (Oct)

Maintain n/a

TS 5.3

Volunteer Bush Fire Brigade

To ensure equipment is adequately serviced and prepared for use and there is sufficient provisions for use.

To comply with legislation involving the Shire’s role in fire prevention.

To ensure the fire brigades area is well resourced and runs efficiently to provide a high level of service to the communities within the Shire.

To plan and review the Brigades ESL Operating budget which is used to purchase maintain equipment

The Shire of Ashburton has restricted burning all year round.

The community receives a well-trained, fully equipped bush fire brigade. Tom Price Volunteer Bush Fire Brigade is located in Tom Price at Boonderoo Rd and services the whole Shire

Maintain n/a


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TS 5.4

State Emergency Services (SES)

To make grant applications for SES, to plan and review budget for grant allocations Acquits SES grants for funding for emergency services, and to use the grant money to purchase and maintain/service equipment.

Community receives a skilled, well-equipped, funded and competent State Emergency Service

Maintain n/a

TS6 Building Services

TS 6.1

Building / Demolition Permits

To assess Building/Demolition Permit applications within regulatory and mandatory time frames - a certified application within ten (10) business days, an uncertified application within twenty five (25) business days

An average of forty-two (42) Building/Demolition Permit applications are received and processed a month while an average of thirty-seven (37) Building/Demolition Permits issued a month since the new Building Act commenced in April 2012.

Maintain n/a

TS 6.2

Issue of Certificates (CBC) BA18

To inspect existing buildings or unauthorised buildings (ADHOC) against the BCA and any related associated Australian Standards, with the aim of issuing a Certificate of Building Compliance, which accompanies an application for a Building Approval Certificate or an Occupancy Permit. The Certificate of Building Compliance confirms that there are no obvious departures from the original building approval, and that it is safe to occupy.

There is no mandatory time frame set by legislation, however the Shire endeavours to provide a CBC as quickly as our current resources will allow. Four (4) CBC's have been issued since the new Building Act commenced in April 2012.

Maintain n/a


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TS 6.3

Certificates of Construction Compliance (CCC) BA17

To inspect newly completed buildings against the BCA and any related associated Australian Standards, with the aim of issuing a Certificate of Construction Compliance, which accompanies an application for an Occupancy Permit for a Class 2 to 9 building but can can also accompany an application for a Building Approval Certificate for new Class 1 and 10 buildings. The CCC certifies that the building has been constructed in accordance with the Certificate of Design Compliance, the Building Permit, all associated plans, specifications and conditions and that the building is safe to occupy, and certifies that all tests and inspections have been undertaken.

There is no mandatory time frame set by legislation, however the Shire endeavours to provide a CCC as quickly as our current resources will allow

Maintain n/a

TS 6.4

Certificates of Design Compliance (CDC) BA3

The Shire provides applicants with a Certificate of Design Compliance after completing a Building Code of Australia (BCA) assessment of finalised plans and further documents that detail compliance with the Building Code of Australia. A Certificate of Design Compliance is required as part of the Building application approval process

An average of twenty-six (26) CDC's are issued a month since the new Building Act commenced in April 2012. There is no mandatory time frame set by legislation, however the Shire endeavours to provide a CDC as quickly as our resources will allow

Maintain n/a


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TS 6.5

Occupancy Permits

To assess Occupancy Permit applications with the aim of issuing permits in accordance with regulatory and mandatory time frames. An Occupancy Permit is required to be obtained by an owner of all Class 2 to 9 buildings as defined under the BCA, before occupancy can occur. The Shire has twenty five business days (25) to either issue or refuse an application for an Occupancy Permit of which we are meeting.

An average of three (3) Occupancy Permits applications are issued a month since the new Building Act commenced in April 2012.

Maintain n/a

TS 6.6

Private swimming pool and spa inspections

All private swimming pools, above ground pools and spas require a building permit before commencement of construction. Legislation requires that the pool be adequately fenced including self-closing and latching gates. Mandatory four yearly inspections are carried out on all private residential swimming pools/spa pools in compliance with Australian Standards

700 pools/spas in the Shire. Mandatory Inspections are carried out every four (4) years. Private swimming pool/spa owners are contacted to arrange inspections before due dates. Swimming pool/spa Information including regulatory requirements and inspections, is readily available on the shires website

Maintain n/a

TS7 Environmental Health Services

TS 7.1

Food safety

To undertake inspections of food premises to determine the compliance with the Health Act and relevant regulations and local laws, issues rectification notices when necessary

Food premises are inspected and there is a current lack of inspections for food stalls at events.

Increase Undertake inspections of food stalls at events


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To ensure that plans and building applications for food premises, public buildings, dwellings and other buildings comply with provisions of the Health Act and relevant regulations and local laws

TS 7.2

Public swimming pool inspections

To ensure all Shire swimming pool centres are regularly inspected. Councils environmental health officer rendomly tests pools to ensure water quality is in compliance with the prescribed levels providing a facility that is of a high standard, safe, hygienic and enjoyable for the users

Swimming pools inspected monthly when operational. Maintain n/a

TS 7.3

Environmental Pollution

To monitor and respond to activities which cause environmental pollution to minimise the impact on the environment

Regular inspections are undertaken. Quick response to complaints depending on their urgency.

Maintain n/a

TS 7.4

Asbestos

To ensure the safe removal and disposal of asbestos within the Shire to protect the health of the Community

Council has a stringent asbestos policy in place that establishes a framework for the safe removal and disposal of asbestos within the Shire area, in line with industry standards and community expectations. Advice is given in respect of asbestos removal.

Maintain n/a

TS 7.5

Mosquito Monitoring Control

To minimise mosquito breeding through monitoring and treatment program

Blood samples are obtained from the Shires flock of chickens fortnightly and analysed for the presence of Murray Valley Encephalitis and Kunjin Virus. Should any positive results occur, the Department of Health issues media releases warning both residents and visitors to the region of the presence of the disease and reminders to reduce exposure. The Shire's environmental health

Maintain


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service participates in the Sentinel Chicken Bleeding program which is part of a state wide program administered by the Department of Health and UWA. The Shire surveys and treats mosquito breeding areas on a regular basis. The Shire has a proactive mosquito control program which involves pre-treating areas which may become inundated during rainfall events. Where possible, the Shire applies target specific products which have minimal effect on the environment.

TS 7.6

Pest Control

To reduce and minimise the risk of pest outbreaks across the Shire, identify pest problem and notify public/agencies.

Environmental Health Officers provide prompt expert advice and experience.

Maintain n/a

TS 7.7

Effluent Disposal Applications and Regulations

To assess, approve and inspect effluent disposal systems and ensure waste management meets the relevant laws and is to health standards.

Tanks are inspected and approved at time of installation. A Hazardous Waste Disposal Permit must be issued for all hazardous waste which is available from the Shire. Sewerage systems are owned and operated by Rio Tinto. The Shire acts as an advisory and checking service and responds promptly to complaints ensuring proper measurements are taken.

Maintain n/a

TS 7.8

Issue health permits / approvals

- Stallholders / Traders

To ensure that premises have obtained all necessary local government planning and health approvals.

Permits are issued on application compliance and inspections are made when stalls/traders are in the Shire areas.

Maintain n/a

TS 7.9

Public Buildings and Events

To enable the recognition of health risks associated with, and reduce the risks to public health from Public Buildings.

Permits and inspections are given when applications are received.

Maintain n/a


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TS

7.10

Noise Regulation and Complaints

To investigate, regulate and manage noise Complaints are dealt with promptly and investigated. Maintain n/a

TS

7.11

Infectious Disease Notifications and Investigations

To work with other agencies as requested/ advised to minimise spread of reportable diseases.

Act as agency/contact in cases of reportable diseases and carry out investigations as required.

Maintain n/a

TS

7.12

Caravan and Camping Grounds Regulation

To cover approvals of all types of temporary accommodation, which includes back packers, caravan parks, hotel and motels, construction camps, and short stay apartments. These premises are routinely inspected and licensed annually by Environmental Health Services.

Annual inspections and licencing are undertaken. Maintain n/a

TS

7.13

Water Sampling

To ensure water efficiencies and quality is to health standards.

Samples of water from private sources are sometimes taken to determine suitability for human consumption. Non scheme water supplies used by the public are monitored to ensure they are safe for human consumption (includes roadhouses and National Parks).

Sewage effluent is sampled and tested to ensure that the effluent is in accordance with Health Department criteria for utilisation schemes. Samples may also be taken to establish origin and makeup of water source.

Water used in the Shires' public swimming pools, (including holiday accommodation such as motels and caravan parks), is tested on a regular basis for chemical, bacterial and amoebic levels.

Maintain n/a


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TS8 Aboriginal Health Services

TS 8.1

Water

To ensure water efficiencies and quality is to health standards.

Water quality and chemical survey testing is completed twice a year at each community. This service is provided as a backup to the water service provider. Responds to all complaints received within 24hours. Conduct tests and inspections on water supplies, include pump condition, seals around pipes, storage tanks condition, infrastructure security, water chemistry, microbial quality, palatability, treatment process and apparatus maintenance.

Maintain n/a

TS 8.2

Waste

To ensure waste management meets the relevant laws and is to health standards.

Waste is collected weekly at Bellary and Whakathuni. A garbage collection survey is completed at each community three times a year. There is a community clean up twice a year at each community. Solid waste pits are checked at each community monthly. Sewage and effluent surveys are completed three times a year at each community. Sewage inspections include septic tank conditions, leach of drains, grey water disposal. Garbage disposal inspections include condition of bins.

Maintain n/a

TS 8.3

Housing

To ensure housing facilites are to health and safety standards.

House maintenance survey is completed four times a year at each community. Minor maintenance to housing is completed three times a year to each community. House hygiene surveys are completed twice a year at each community. Housing inspections include structural maintenance, toilets, showers, hot water, kitchens, electrical, fire requirements, disability requirements, access and landings, single men's units

Maintain n/a


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TS 8.4

Community Safety

To ensure the safety of the communities to meet relevant legislative requirements.

Disease control investigations are conducted twice a year at each community and include investigations, referrals and contact control. Dust control surveys three times a year at each community. Health education programmes are delivered every month at each community plus a twice yearly radio broadcast health programme. Health education includes household education, group health education, public including radio and school education literature distributed. Food health and safety inspections at communities, including food preparation, storage, preservation, hygiene and nutrition. Other community areas that are inspected during visits are play areas, power generators, power security, emergency awareness and infrastructure planning.

Maintain n/a

TS 8.5

Dog Health

Ensure dog health meets the relevant laws and standards.

A dog health programme is delivered four times a year and a dog population count three times a year at each community. Animal management includes dog population, culling, euthanasia, rehoming, desexing and dog drenching/dosing with cydectine and covinan.

Maintain n/a

TS 8.6

Pests

Ensure pest control is to relevant laws and health standards.

Pest controls four times a year at each community and include dwellings treated, cockroach, fly, rodent, bed bugs, lice, ticks, ants and mosquito infection level control

Maintain n/a

TS9 Planning

TS 9.1

Development Application

To encourage the orderly economic development of the Shire in accordance with accepted town planning practices, the relevant Town Planning Schemes and the Council’s controls, policies and practices

Process up to 5% of planning applications within 20 days. Process 95% of planning applications within statutory time frames being 90 days for advertised planning applications and 60 days for planning applications not requiring advertising.

Increase Process more applications within the 20 day timeframe.


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TS 9.2

Statutory Planning

To ensure that the provision of a well-functioning, natural and built environment are compliant with statutory regulations.

Maintain Town Planning Scheme No. 7 as changes are approved. Progress the town planning scheme within the Shire. Review of policies and strategic planning is ongoing. Currently reactive response to state government initiatives. Subdivision processing within 42 days and Scheme Amendment applications within 42 days.

Increase Process applications faster

TS 9.3

Municipal Inventory of Historic Places

To protect heritage through relevant strategies and update of the Municipal Inventory.

Currently maintain a heritage inventory, which needs to be updated.

Increase Update Heritage inventory annually and review every two years thereafter

TS 9.4

Environment Protection Authority referrals

To maintain and enhance the Shire’s character through good planning and managed environmental protection services.

Currently delivering services in accordance with the Shire's standards.

Maintain n/a

TS 9.5

State Land Services Notifications

To manage current practices and procedures relating to Crown Land.

Currently delivering within the State Lands Acts and regulations. Planning applications are referred to SLS regularly.

Maintain n/a

TS 9.6

Assessment of Department of Mines and Petroleum Clearance Applications To promote environmental management practices by delivering environmental regulatory policies to maximise the development of the States' mineral and petroleum resources.

Environmental approvals are granted in accordance with the Mining Act 1978 (WA), Petroleum and Geothermal Energy Resources (Environment) Regulations 2012 (WA), Petroleum Pipelines (Environment) Regulations 2012 (WA) and Petroleum (Submerged Lands) (Environment) Regulations 2012 (WA).

Maintain n/a


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TS 9.7

Permanent road closures

To allow Council to practice its rights and obligations to close, and subsequently re-open any road under its responsibility in accordance with provisions of the Local Government Act 1995, and the Local Government (Functions and General) Regulations 1996.

Give local public notice in district and state newspapers. Give written notice to each land owner/occupier likely to be affected by the proposal to close such road. Invite public comment. Road closures are made effective by the Minister at the request of the Shire.

Maintain n/a


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OPERATIONS

Capital Works Road Maintenance Building Maintenance Waste Operations Private Works Fleet Camps Towns, Parks and Gardens





OP1 Capital Works

OP 1.1

Sealed Road Construction

To improve road conditions and lower the life cycle costs of maintenance

To construct to AusRoads rural roads standards (Tech services specification)

Maintain n/a

OP 1.2

Unsealed Road Construction

To improve road conditions and improve safety and rideability

Tech services specification Maintain n/a

2.4 OP 1.3

Footpath Construction

5 year capital footpath program Tech services specification Maintain n/a

OP 1.4

Kerb Construction

5 yr capital kerb program Tech services specification Maintain n/a

OP 1.5

Carpark Construction

Associated with projects such as town centre upgrades, sports facilities etc.

Tech services specification Maintain n/a


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OP 1.6

Oval Construction

Associated with projects e.g. town centre upgrades, sports facilities etc.

WAFL or External Consultant specifications adopted (Community Development specification)

Maintain n/a

OP 1.7

Special projects

Includes projects such as Onslow social infrastructure program, waste transfer stations, Private works Great Northern Highway, aerodrome construction, project management (contract supervision)

Determined on an individual basis Maintain n/a

OP2 Road Maintenance

OP 2.1

Sealed Roads

To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines

Roads are driveable, safe and provide continuous access, requests reported as a safety issue in urban areas will be inspected within 5 working hours (potholes, pavement surface, cracked edging, drainage/kerb cleaning, service pit covers, signage, guard rails, vegetation obscuring sight lines, and kerbing). Assessed high priority items will be made safe between 1 - 30 days

Maintain n/a

OP 2.2

Unsealed Roads


Roads are driveable, safe and provide access, reported potholes assessed as high priority (affecting vehicle rideability) made safe with 5 days and repaired within 10-40 days

Maintain n/a

2.4 OP 2.3

Footpaths


Footpaths are smooth, safe and accessible Maintain n/a


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OP 2.4

Kerbs


Kerbs are safe and well maintained Maintain n/a

OP 2.5

Carpark Maintenance


Car parks are safe and accessible with well-maintained surfaces

Maintain n/a

OP 2.6

Street Sweeping


Urban roads are well maintained and free of debris Maintain n/a

OP 2.7

Traffic Management


Roads maintained to an acceptable level of safety and accessibility in accordance Austroads traffic management guidelines

Maintain n/a

OP3 Building Maintenance

6.1 OP 3.1

Staff housing

To undertake upgrades, renewals and preventative maintenance works on all Shire buildings

To maintain staff houses to a suitable standard, including upgrading some facilities as required. Prompt response to any maintenance issues and CAR forms that arise.

Increase

Trailer mounted accommodation unit including fuel and water storage facilities for works in remote areas

2.1 OP 3.2

Community facilities (current and new)


To maintain community facilities to a suitable standard, including upgrading some facilities as required. Prompt response to any maintenance issues and CAR forms that arise.

Maintain n/a


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OP 3.3

Workshops, depots, offices


To maintain workshops, depots and offices to a suitable standard, including upgrading some facilities as required. Prompt response to any maintenance issues and CAR forms that arise.

Maintain n/a

OP4 Waste Operations

OP 4.1

Waste Site - Tom Price

To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.

Monday: Closed

Tues – Sat: 7.30am to 3.30pm

Sunday: 7.30am to 12.30pm

Closed Public Holidays

Maintain n/a

OP 4.2

Collections (Domestic, Commercial and Street) - Tom Price


Town, every Wednesday

North Rd, Every Thursday

Area W, Every Thursday

Maintain n/a

OP 4.3

Waste Site – Paraburdoo


Monday: Closed

Tues – Sat: 7.30am to 3.30pm

Sunday: 7.30am to 12.30pm

Closed Public Holidays

Maintain n/a

OP 4.4

Collections (Domestic, Commercial and Street) – Paraburdoo


All houses, every Tuesday Maintain n/a


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OP 4.5

Waste Site – Onslow


Monday – Saturday 8.00am to 3.00pm

Closed Sundays and Public Holidays Maintain n/a

OP 4.6

Collections (Domestic, Commercial and Street) – Onslow


All areas, every Tuesday Maintain n/a

OP 4.7

Waste Site – Pannawonica

To provide domestic, commercial and street waste collections. Recycling. Waste sites, waste transfer stations and liquid waste facilities operations.

All hours Maintain n/a

OP 4.8

Collections (Domestic, Commercial and Street) – Pannawonica


East – Every Monday

West – Every Tuesday Maintain n/a

OP 4.9

Recycling


Tom Price "E- Pod" - Willow Road (Collected Monday, Wednesday and Friday)

Paraburdoo "E-Pod" - Shopping Centre, Ashburton Ave (Collected Tuesday and Thursday)

These facilities can recycle cardboard and paper; plastics; aluminium and steel cans; glass

Maintain n/a


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OP5 Private Works

OP 5.1

Private works

To undertake private works on behalf of major commercial clients. Can be Shire assets funded by private clients or on client owned assets.

Limited automotive private works.

Undertaken to customers specifications Maintain

Upgrade of intersection Great Northern Highway / Coondewanna (BHP Billiton Iron Ore) - 2013

OP6 Fleet

OP 6.1

Maintenance

To manage and maintain plant, equipment and vehicles to meet operational needs

Scheduled maintenance of plant and equipment

Response maintenance Maintain n/a

OP 6.2

Repairs


Timeframe for repairs varies and is dependent on work schedules, operational requirements and part availability. Optimal timeframe for light vehicle repairs is 1-2 working days.

Maintain n/a

OP 6.3

Capital Renewal / Fleet Management


Light vehicles - 80k or 3 years

Heavy Plant 7,000 hours or maximum of 10 years Maintain n/a

OP7 Camps

OP 7.1

Bookings and Client Liaison

To manage worker and contractor accommodation including client liaison and enquiries, bookings, requisitions, purchase orders

A high level of service in terms of prompt and professional response to enquiries, emails and booking requests.

Maintain n/a


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OP 7.2

Cleaning and General Maintenance

To manage worker and contractor accommodation including cleaning and maintenance

A high level of service in terms of unit and camp cleanliness and standard of facilities. Prompt and professional check in service and response to customer requests or maintenance requests

Maintain n/a

OP8 Towns, Parks and Gardens

OP 8.1

Litter

To provide safe, well-maintained and useable Towns, parks and gardens and public spaces

Remove rubbish from parks and garden bins within the set schedule Monday-Friday and also reactively remove any rubbish that may be seen in any public spaces on a daily basis.

Maintain n/a

OP 8.2

Gardening

To provide safe, well-maintained and useable gardens areas in public spaces

Provide safe and weed free garden areas that are fit to be used by the public for recreational usage and provide a focal point for the community and visitors to utilise.

Maintain n/a

OP 8.3

Irrigation

To provide safe, well-maintained and useable Towns, parks, gardens and public spaces

Provide adequate and even water application to grassed and garden areas in public spaces to ensure safe and green public spaces.

Maintain n/a

OP 8.4

Turf management

To provide safe, well-maintained and useable grassed and garden areas in public spaces

Provide clean and safe well-manicured turfed areas for both open spaces and playing surfaces for general public and team sports to utilise.

Maintain n/a

OP 8.5

Weeds management

To provide safe, well-maintained and useable Towns, parks and gardens areas also manage remote areas including national parks

Proactively manage known weeds to public areas (especially parks and gardens) and also research weeds and set management procedures and controls for introduced weed species that may invade the shire boundaries.

Maintain n/a

OP 8.6

Pruning

To provide safe, well-maintained and useable Towns, parks, gardens and public spaces

Inspect trees annually pre-storm season and prune as required to maintain healthy structure and also remove dead or dying branches and limbs as required.

Maintain n/a


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OP 8.7

Verges

To provide safe, well-maintained and useable verges

Provide safe, clean and clear open areas. Maintain n/a

OP 8.8

Open drains

To provide safe, well-maintained and useable open drains through drainage corridors

Keep open drains clean, safe and clear of debris so that proper water flow can be maintained during rain and storm events to help prevent flooding or water surges.

Maintain n/a

OP 8.9

Emergency response

To provide safe, well-maintained public spaces

Provide labour and machinery for emergency responses as deemed required.

Maintain n/a


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OFFICE OF THE CEO

Office of the CEO Organisational Development Business Improvement Media and Communication





CE1 Office of the CEO

5.1 CE 1.1

Elected Members To maintain effective communication with Shire President and Councillors and serve as the principal point of contact between the elected members and organisation.

The CEO is the principal point of contact between the elected and the organisation, to ensure that elected members have the information they need to fulfill their governance role and that issues and questions are responded to in a timely way.

Increase

Election cycle will mean training and inducting new Councillors

Opportunities exist for Councillors to engage in professional development

CE 1.2

Organisation Leadership Engage with internal stakeholders; lead, influence and mentor staff to achieve the Shire's vision for the future; ensure business excellence, integrity, corporate governance and accountability.

1. The CEO is the Shire's principal negotiator with external stakeholder (Govt., resource industry, local business, and community groups including Aboriginal community) 2. The CEO provides leadership and mentorship to the whole organisation promoting the Shire's vision as set out in the Strategic Community Plan

3. The CEO ensures the highest level of business excellence, integrity, corporate governance and accountability, which is demonstrated within an environment of transparency, trust, openness, honesty and fairness for all.

Maintain n/a


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CE 1.3

Executive and Administration Support To provide co-ordination and executive support to CEO and liaison with business units

Ensures clear communications are maintained with external stakeholders and business units. Ensures CEO's activities are highly organised and that time frames are met.

Maintain n/a

5.1 CE 1.4

Councillor Support To support Councillors and Council Meeting process through accurate and timely management of agendas, minutes, workshops, forums and briefings

Advice / information provided accurately in a timely manner through agendas, minutes, workshops, forums, briefings. This includes administrative support of elected members as required. Councillors have been provided with up-to-date technology to assist communications in a geographically spread Shire.

Maintain n/a

CE 1.5

Special Projects Manages Wittenoom and other Legal Claims, Native Title Claims and Annual Audit

The CEO responds to legal and Native Title claims as they arise.

Increase The potential for legal claims is ever increasing.

CE2 Organisational Development

CE 2.1

Strategic Human Resources

To develop and maintain the HR framework that supports the organisation, including the workforce plan, organisation development practices and industrial relations

Developing the HR framework that supports the organisation and its employees; includes a strategic approach to recruitment and retention

Maintain n/a

CE 2.2

Operational Human Resources

To support the workforce in recruitment, induction, performance management, policy development, employee/industrial relationships and workforce training and development

Recruitment and Induction: Timely recruitment and induction supported by formal clear specification of jobs and formal handover processes

Performance Management: Formal online performance management system supported by dedicated training, coordination and

Maintain n/a


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reporting

Policy Development:

Annual review of all OD related policies and procedures

Ensuring legislative compliance and consistency with modern OD trends

Roll out and communication to ensure employee awareness

Employee / Industrial Relations: Ensure awards and agreements are kept up to date and undertake negotiations accordingly

Workforce Training and Development: Recognising training and development needs of the organisation and individuals in it, identify training opportunities to meet needs, developing individual training and development plans for employees linked to PDs and performance system

6.1 CE 2.3

Staff Housing

To manage Councils housing assets in line with the workforce needs of the organisation ensuring that suitable housing is provided to staff now and in the future, and includes planning for additional accommodation to meet needs.

Suitable housing is provided to staff

Advise on upgrade, renewal, expansion and disposal of housing stock

Houses are inspected biannually

Increase Additional accommodation provided


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CE 2.4

Safety and Wellbeing

To safeguard health and wellbeing of employees through the development and management of an effectively fully compliant health and safety system

Management of the Health and Safety system including OSH Committee and workers compensation program.

Employees receive annual skin checks, physicals and education regarding health and safety.

Safety month run annually

5% of OD budget allocated to safety training and initiatives

Maintain n/a

CE3 Business Improvement

CE 3.1

Business Improvement

To support the continuous process of identifying and implementing process and practice changes to improve our efficiency and effectiveness, including the identification, management and delivery of business improvement projects

To assist with the continuous improvement process, responsible for the identification and delivery of projects to improve business processes and knowledge management including workflow processes

Maintain n/a

6.2 CE 3.2

Knowledge Management

To capture and maintain knowledge and information across the organisation enabling sharing and collaboration

Beginning the process of identifying and capturing institutional knowledge of the organisation. Project managing the design, development and delivery of an integrated workflow and Knowledge Management system.

Completion of the AIMS project to provide a centralized single point of truth for Shire wide information, document and record management and enables all staff to collaborate and access accurate and current information in a timely way.

Increase

Captures, protects and makes available the institutional knowledge of the organisation.

Ongoing maintenance of a fully integrated workflow and Knowledge Management system.


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CE4 Media and Communication

4.1 CE 4.1

Media

To be the point of contact and liaison for press and media. Produce media releases and develop media strategies, consultation and support to departments where required. Production of Shire wide publications such as the 'Inside Ashburton', and oversee the quality control and function of the Shire's website.

Media communication, production and advice provided in a timely manner

Maintain n/a

1.3 CE 4.2

External Communication

Monitor and produce information and content on a regional level, to be distributed and communicated to the public. Using resources and digital media platforms such as the website, social media and print publications such as the 'Inside Ashburton'

Information and content checked and edited for appropriate media platform and distributed to the community in a professional manner.

Information and content checked and edited for appropriate media platform and distributed to the community in a professional manner.

Monitor the standards and provide support to the community officers in producing communication and marketing materials for the public including leaflets and posters.

Increase

Develop creative media content to communicate more effectively to the community.

Examples include developing video content, engaging and being more interactive with the community; utilising online and digital resources, including social media and mobile phone technologies.

Develop in-house design and marketing facilities to assist the community development staff in promoting the shire events and services.


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CE 4.3

Internal Communications

To provide timely and clear communication to all stakeholders and to identify communication needs and respond accordingly

Identifying the inter-departmental communication needs and develop internal communication strategies and facilitation to address the needs and requirements (under development).

Increase Improved internal communication

CE 4.4

Corporate Image and Brand Management

Ensure all official articles, media releases, marketing and advertising are checked to ensure consistency of corporate identity, adhere to professional standards and organisational stability.

Includes the usage of the Reef to Range logo and consistency of corporate identity.

Standardised and consistent corporate identity and communication material.

Decrease

Media department to only supply artwork and check the correct technical use of the Reef to Range logo.

CE 4.5

Marketing

To develop a marketing campaign in support of department needs and broaden positive coverage of the Shire of Ashburton

Marketing strategy and campaign to be developed Increase

Initiate and project manage the development of the Marketing Strategy and associated campaign(s)

1.3 4.1

CE 4.6

Public Relations

To develop, establish and maintain positive Public Relations (PR) with the community, local organisations, and to strengthen the channels of communication

In development:

1) Engaging media and communications intiatives and strategies. Includes Social Media Strategy, and digital media integration. Better Content Management so the public has easy access to information.

Not yet developed:

2) Statewide coverage and exposure to support and promote the community, major project initiatives and developments of the Shire of Ashburton e as one of WA's leading local government organisations.

Increase

Integrated media strategies in place, utilising digital media to strengthen the Shire's communication with the public; encourage participation in collective leadership and decision-making for the future, including the Community Strategic Plan.


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CORPORATE SERVICES

Finance Services Information Communication Technology Administration





CS1 Finance Services

CS 1.1

Internal Controls

To ensure financial processes are compliant, current and documented for all elected members and staff.

Finance Policies and procedures are regularly reviewed, updated when necessary and disseminated to elected members and staff

Increase

The Shire will have a stronger focus on compliance issues and a better platform to keep all elected members and staff informed (AIMS).

CS 1.2

Compliance and Statutory Reporting – Strategic

To ensure the appropriate staff fully understand and are accountable for the various areas that integrate into the Long Term Financial Plan and act as the co-ordinating department.

Finance staff assist the Executive Team in preparation and management of Strategic Reports

Increase

Develop a timetable for input and review to ensure processes in place to provide timely reporting

CS 1.3

Compliance and Statutory Reporting – Management

To ensure the appropriate staff fully understand and are accountable for the various areas that integrate into the Long Term Financial Plan and act as the co-ordinating department.

Finance staff assist the Executive Team in preparation and management of Management Reports

Increase

Develop a timetable for input and review to ensure processes in place to provide timely reporting


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CS 1.4

Budgeting

To co-ordinate and prepare the Annual Budget for incorporation in the CBP, including detailed statutory financial requirements

Provide high level support to the Executive Team and assist and coordinate Directorates input into budget. Review and workshop with EMT and Council for adoption of Budget in June each year in conjunction with CBP process

Maintain n/a

CS 1.5

Rating

To review and model rates on an annual basis and assist in making recommendations for rate setting.

Timely and accurate raising and collection of Rates for the whole Shire

Maintain n/a

CS 1.6

Payroll

To manage the timely and accurate payment of staff salaries

Salaries are paid to all staff fortnightly Maintain n/a

CS 1.7

Accounts

To co-ordinate the weekly payment of creditors and issue of invoices for debtors.

Finance staff work collaboratively with all sections to ensure creditors are paid and debtors invoices raised on a weekly basis.

Maintain n/a

CS 1.8

Grants Acquittals

To assist grants and acquittals process by providing account codes and reporting.

Finance staff assist staff involved in grants to ensure accurate information and reporting is provided to assist with the acquittal process.

Maintain n/a

CS 1.9

Financial Information and Assistance to Departments

To provide current financial information to relevant staff when requested.

Finance staff respond to requests for financial information. Staff are able to request financial information and reports as required.

Maintain n/a

CS

1.10

Asset Register

To maintain the Asset Register in consultation with Asset Managers to ensure correct depreciation costs can be calculated.

Finance staff will work collaboratively with Asset Manager to ensure the Asset Register is kept current at all times

Maintain n/a


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CS2 Information Communication Technology

CS 2.1

Planning and Consultancy

To assist departments with IT infrastructure planning and implementation for major projects

IT staff make themselves available for project planning meetings and research IT solutions whenever required

Maintain n/a

CS 2.2

Computer Hardware

To supply shire employees with the IT equipment necessary for their roles

IT staff maintain a list of hardware currently used and keep themselves up to date on current hardware trends for future use

Maintain n/a

CS 2.3

Software Licencing

To ensure necessary software is available and licensed properly

IT staff purchase software in accordance with user needs and also maintain current software licenses

Maintain n/a

CS 2.4

Network and IT Infrastructure

To develop and maintain the IT infrastructure necessary to allow all IT systems to perform at their peak

IT staff monitor the IT infrastructure and make changes/upgrades as necessary to maintain/improve proper functioning of equipment/network

Maintain n/a

Cs 2.5

Communications

To maintain communications between Shire sites and constantly look at ways to improve speed and reliability

IT staff stay abreast of changes in communications to take advantage of any possible improvements

Maintain n/a

CS 2.6

Helpdesk

To help Shire employees with any and all issues in regards to their use of the IT systems

IT staff utilise help desk software to stay informed of and track user's problems, ensuring that issues are given the proper priority levels an acted on accordingly

Maintain n/a


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CS3 Administration

5.3 CS 3.1

Customer Service

To provide front counter and telephone customer service to residents, ratepayers and other stakeholders

Reception Facilities operate Monday to Friday 9am to 4pm at all centres

Maintain n/a

5.3 CS 3.2

Complaints System

To enter all Customer Action Requests into Assetic system and provide regular monitoring reports to the Executive Manager Corporate Services

Administration staff are the primary contact points for internal and external Customer Action Requests and provide reporting to Executive Manager Corporate Services

Maintain n/a

CS 3.3

Cemeteries

To oversee the arrangement of funerals and management of cemeteries in Tom Price and Onslow

The current level of service responds to requests; in Onslow this is approximately 4 funerals per year and in Tom Price approximately 2 funerals per year.

Maintain n/a

5.1 CS 3.4

Policies and Procedures

To manage the underlying framework (policies and delegations) and ensure that all staff understand and respect the priority of compliance in all areas of operations

To ensure all staff understand and respect the priority of compliance in all areas of operations

Increase n/a

CS 3.5

Management of Administration Offices

To oversee the Administration Offices

Oversight of Administration Offices, including maintenance, office allocations to various departments, minor refurbishments and replacement/new office furniture and fittings.

Maintain n/a

CS 3.6

Travel Management

To arrange travel for Shire staff and contractors, and manage a system for cost effective business travel.

Current travel bookings are made on an ad hoc basis in each individual department, with no centralised system and few controls.

Increase n/a


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CS 3.7

Business Continuity Planning

To ensure the Shire has plans in place in the event of an emergency.

To develop plans in collaboration with the Executive Team to ensure the Shire

Increase n/a

CS 3.8

Records

To provide recordkeeping and mail processing to aid delivery of services, and provide assistance, training and advice to all staff on records management.

All incoming mail is processed into Records and distributed from Central Records in Tom Price. Records staff provide assistance, training, advice to all staff.

Increase n/a

CS 3.9

Insurance

To manage the Shire’s insurance schedules and insurance claims to ensure best outcomes

Annual review of the Shire's insurance schedules and day-to-day management of insurance claims

Maintain n/a

CS

3.10

Statutory Services

To manage the tenders registration process, contracts register and statutory management of delegations to ensure full compliance.

These services are vital to enable the Annual Compliance Audit Return to be completed.

Increase n/a


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HOW WE TEST OUR EFFICIENCY AND EFFECTIVENESS

RECENT IMPROVEMENTS

Significantly enhanced community services Improved responsiveness to customer complaints Enhanced customer service eg Corporate Services and Community Development worked together to streamline facility bookings into a

single point process (from a dual point process), improving the customer experience Information technology and communication investments to improve efficiency (cheaper telecommunications) and effectiveness (video

rather than telephone for remote communication) Improved workplace productivity eg optimising workstation layout, job sharing and flexible hours, opportunities for work review and staff input PLANNED IMPROVEMENTS

AIMS and smarter handovers when new staff come on board Asset management improvement plan Project and contract management

Improved practices and compliance as a local government Better information and support for Elected Members in their decision-making and communication with the community Utilise staff across boundaries within the organisation (eg utilise cleaning staff for activities and events)

AREAS FOR INVESTIGATION

Economic development Tourism Heritage

Customer service charter Methods of community engagement, including online engagement


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SUMMARY OF OUR WORKFORCE PLAN

The Shire of Ashburton had substantially completed its Workforce Plan (WFP) 2013-2017 at the time of adopting this Corporate Business Plan. The WFP outlines the current organisational structure, describes the profile of the organisation in terms of staff turnover and workforce diversity and outlines the Shire’s approach to training and development and data management. It has been developed in conjunction with the Shire’s Integrated Planning suite of plans.

The tables in the Corporate Business Plan detail the services delivered by the Shire, per Directorate, in support of the vision and goals set out in the Strategic Community Plan, along with the service level changes that will be delivered over the next four years. The proposed workforce changes to deliver the Plan are summarised at a Directorate level in the table below.

These changes have been costed and incorporated into the Long Term Financial Plan and the Four Year Budget that forms part of this Corporate Business Plan. Note that the focus for this Corporate Business Plan is on known changes beginning in 2013/14. Changes in the out-years are subject to uncertainty relating to external funding (for capital expenditure with workforce implications and/or staff costs for programs) and have therefore not been included in the four year budget at this stage.


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PROPOSED WORKFORCE CHANGES (2013-2017)

Department FTE

Security Officer 3

CEO DEPT Security Officer/Airport Reporting Officer 1

Media and Communications Officer 1 Airport Reporting Officer 2

Total 1 Ground Handing 1.5

CORPORATE Cleaner Aerodrome 1

Travel Coordinator 0.75 Administration Assistant 1

Governance and Policy Development Officer 0.75 Administration Assistant (Revitalisation West) 1

Total 1.5 Revitalisation Manager West 1

COMMUNITY DEVELOPMENT Cleaner Caravan Park 0.5

Activities Officer Paraburdoo 0.5 Total 14

Cleaner Onslow 0.75 TECHNICAL

Facilities Officer ( Tom Price) 0.5 Engineering Manager 1

Cleaner (Tom Price) 0.375 Compliance Officer 1

Pool Lifeguard (TP) 0.875 Cadet Building Surveyor 1

Pool Lifeguard (PARA) 0.875

Library Officer (Onslow) 0.5 Total 3

Community Development positions -0.5 OPERATIONS

Total 1.9 Town Maintenance Officer – Tom Price 1

STRATEGIC Aerodrome Camp Maintenance Groundsman 1

Economic Development and Tourism Manager 1 Total 2

Aerodrome Manager 1 OVERALL TOTAL 23.4


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The Shire will implement a number of strategies and activities to fill the gaps and further develop capability of the workforce to deliver the Corporate Business Plan programs as summarised below. Note: Some of these positions are dependent on external funding and will only go ahead if the funding is obtained.

Strategy Key Elements

Strategy 1 – Acquiring desired workforce Housing Strategy

Integrated Workforce Plan

Staff housing leases

Recruitment and Retention strategies

Strategy 2 – Engage the workforce Health and Wellbeing Program

Performance Management Project - Salmac 21

Induction process review and relaunch

EBA

Strategy 3 – Create a learning organisation Training and development

Strategy 4 – Facilitate cultural change Supervisor development

Review of current Safety System

Formal safety investigation procedure and training

Exit interviews

Annual Staff surveys

Organisational Health


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SUMMARY OF OUR ASSET MANAGEMENT PLANS

ASSET MANAGEMENT STATUS – POLICY, STRATEGY AND PLANS

Council adopted an Asset Management Policy on 17 August 2011, to guide the development of its asset management practices to a level that

would be recognised as contemporary ‘best practice’. This means supporting the provision, maintenance and renewal of its assets in an optimal, cost effective manner, that satisfies the service needs of the community. The Shire of Ashburton recognises asset management as a

core activity and accordingly every Department of the shire is either directly or indirectly involved in the managing of the Shire’s assets. The policy also ensures that when Council attains a new asset, it is taken into account the full cost of acquisition, operation, maintenance, renewals and disposal over the asset’s life cycle.

An Asset Management Strategy is currently under development in-house, which includes the Asset Management Improvement Plan. This gives a clear snapshot of the current position of Asset Management within the Shire of Ashburton and also clear direction on the way forward to implement and improve asset management processes shire wide (see below).

Asset Management Plans are being developed for the following categories:

Roads

Drainage

Footpaths

Buildings (including Publicly Accessed and Staff Housing)

Fleet

Public Open Space


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SUMMARY OF STATE OF ASSETS

The following table gives an outline of the current state of our assets and what they will be like at the end of 4 years.

Location Current State Future State (at planned

expenditure over next 4 yrs) Critical

Uncertainties/Comments

Roads - Sealed

Tom Price Sealed Roads in Tom Price have remained in reasonable condition for the past 2 years (since last lot of reseals). Majority of Tom Price sealed roads would rate approx. condition 2*. Recent modelling indicates that current expenditure will enable the roads to remain in the current state for the next 4 years.

Remain the same Heavy rainfall and extreme heat in summer period may affect the condition of roads more rapidly. 3 yearly revaluation/ condition audits are planned.

Paraburdoo Sealed Roads in Paraburdoo have remained in reasonable condition for the past 2 years (since the last lot of reseals). Majority of Paraburdoo sealed roads would rate approx. condition 2*. Recent modelling indicates that current expenditure will enable the roads to remain in the current state for the next 4 years.

Remain the same Heavy rainfall and extreme heat in summer period may affect the condition of roads more rapidly. 3 yearly revaluation/ condition audits are planned.

Onslow Sealed Roads in Onslow have remained in a reasonable condition for the past 2 years (since the last lot of reseals). Majority of Onslow sealed roads would rate approx. condition 2*. Recent modelling indicates that current expenditure will enable the roads to remain in the current state for the next 4 years.

Remain the same Heavy rainfall and extreme weather conditions during the cyclone season may affect the condition of the roads more rapidly. 3 yearly revaluation/ condition audits are planned.


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Roads - Unsealed

All Towns The average condition of the unsealed road network is fair. Modelling has indicated that if current funding is distributed slightly differently (increase % on renewals and slightly decrease % on maintenance) then it will be possible to achieve a small improvement in average condition. Reactive maintenance occurs following heavy rainfalls which cause flooding of some roads.

Slight increase in average condition

Heavy rainfalls and flood damage - increasing required maintenance. Increase in mine operations resulting in increasing vehicle access to mine sites.

Footpaths

All Towns Generally the condition of the footpaths across all towns are very good with over 75% of the footpath area being assessed as near new/good. Continuation of the current maintenance program will ensure the paths are kept at a similar state. The Bike Plan outlines future proposed footpaths to improve safety and accessibility to town amenities and promote the use of shared paths.

Condition of existing assets remain the same, with new paths to improve safety and accessibility

4 yearly condition audits and revaluations are planned.

Drainage

Tom Price The condition of the Tom Price stormwater drainage system is uncertain but given its age, is likely to be quite poor. Drainage investigations will be undertaken to determine capacity and condition of the network and plan renewal and maintenance programs.

Council has budgeted capital renewals on the drainage network for the next 4 years, therefore improving the state of its drainage assets dramatically. The results of the drainage investigations will also give Council a clearer picture on the renewals requirements for years 4-10.

The uncertainty of the actual condition of the Shire's drainage network is a concern.

Paraburdoo The Paraburdoo stormwater drainage system is understood to be in rather poor condition based on its age and recent failures in the network. Drainage investigations will be undertaken to determine capacity and condition of the network and plan renewal and maintenance programs.


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Onslow The current state of Onslow stormwater drainage system is also uncertain. Based on age and climatic conditions it is assumed the majority of this network would be in fair to poor condition. Drainage investigations will be undertaken to establish capacity and condition of the network and plan renewal and maintenance programs.

Buildings – publicly accessed

All Towns 160 publicly accessed buildings: Libraries, Council offices and depots, community halls and sporting pavilions. These were recently assessed at component level (e.g floors, walls, roof, floor coverings, air conditioning). 70% of were rated as new, near new or in good condition; 23% as fair; and a small percentage as requiring action. Recent modelling has shown that planned expenditure will maintain the current condition for the coming years.

Remain the same. Demand for facilities will fluctuate with population, which is highly dependent on the fortunes of the resources sector. 3-4 yearly condition audits and revaluations are planned.

Buildings – staff housing

All Towns 41 residences across all 3 towns, used to provide senior Staff members with housing as part of their renumeration to facilitate attraction and retention of locally based staff. Almost 40% have been rated as fair. The plan sees a significant portion of the housing portfolio upgraded over the next few years to ensure these buildings meet modern expectations and functionality.

Staff housing is expected to be at a very good standard as a result of the planned upgrades. It is also expected that maintenance costs will reduce as a result.

There is some uncertainty regarding the standard of housing that will be acceptable in the job market. 3-4 yearly condition audits and revaluations are planned.


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Public Open Space

Tom Price Fair to average facilities. Minna oval suffering short term adverse impacts due to current capital works upgrades at Clem Thompson Oval.

Rise to condition level 2 with current 4 year plan capital upgrades and renewals, including playground upgrades.

Seasonal and unseasonable weather condition play a constant variation to ground condition and maintenace requirements. Up-grading maintenance equipment with new technolegy will greatly lift the level of service and reduce labour cost.

Paraburdoo Fair to average condition faciltiies. Turf on both sports fields require renovations and a capital upgrade is also required to the netball/basketball courts.

Onslow Limited range of recreation facilities in a fair condition. Significant increase to services due to completion of foreshore and sports precinct, including playground upgrades.


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STRATEGIC RISK MANAGEMENT

Risk Category (where risk arises)

Risk Description Controls

Financial Increased capital costs above assumption LTFP and budget process Asset Management Plans Rigour of project management

Financial Employee cost rises above assumption LTFP Workforce Plan (WFP) Operational reviews

Financial Reduction in external funding – government and/or industry*

LTFP Budget process Advocacy and partnership development Evaluation / accreditation Integrated Planning and Reporting Communication Plan

Political Core changes to Local Government - rating powers

Long Term Financial Plan Advocacy Community Engagement Strategy

Human Resources Lack of available skilled staff Workforce Plan (including staff housing provision)

Human Resources Lack of available skilled contractors/suppliers Tender and Procurement Process Workforce Plan

Human Resources Lack of volunteers for key service delivery Workforce Plan Volunteer recruitment, support and recognition

Political / Management Interface

Breakdown in relationship between governance and management

Regular meetings CEO / Shire President CEO performance review process Code of Conduct and relevant policies Councilor training and induction


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Risk Category (where risk arises)

Risk Description Controls

Social Pandemic/flu outbreaks Local Emergency Management Arrangements Business Continuity Plan Local Health Plan

Property and Systems

Loss of Administration Centre functions

Business Continuity Plan Insurance Corporate Business Plan Asset Management Plan

Environment Natural/man-made disaster – cyclone (Coastal) and fire (Coastal or inland)

Local Emergency Management Arrangements Business Continuity Plan Local Health Plan

Economic Major economic downturn (*note potential link) Long Term Financial Plan


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HOW WILL WE KNOW IF THE PLAN IS SUCCEEDING

The following measures will be used to monitor the success of the Plan. Progress will be monitored in the Annual Report.

LIVING LIFE AND CORPORATE BUSINESS PLAN KEY PROGRAMME/ SERVICE INDICATORS

Success measures from Living Life

1. Conduct an annual community survey tracking progress of desired outcomes and community satisfaction (in services delivered)

2. Conduct stakeholder and community review workshops to evaluate and revise the ‘Living Life’ plan biannually

3. Track the delivery of operational projects, asset management projects and infrastructure projects

4. Tracking the level of delivery and costs for community services

5. Embed the community goals in the integrated plans and budgeting processes.

Performance Measures Baseline Desired Trend

Progress toward strategic outcomes

Annual community survey tracking progress of desired outcomes

TBC Increasing

Community satisfaction

Annual community survey tracking satisfaction with services delivered

TBC Increasing

Delivery of operational, asset management and infrastructure projects

Major operational projects completed on time and within budget TBC Target met

Major asset management projects completed on time and within budget TBC Target met

Major infrastructure projects completed on time and within budget TBC Target met

Delivery and costs of community services

% of community services delivered at agreed service levels

TBC

Target met


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Performance Measures Baseline Desired Trend

Cost of delivering community services is monitored and within budget TBC Target met

Drainage

% of drainage in a 'satisfactory' condition

TBC

Increasing

Footpaths and Cycleways

New pathways program implementation TBC Target met

Street Lighting

Additional street lighting installed

TBC

Target met

Land Development

Number of residential and industrial lots released meets annual target

TBC

Target met

FINANCIAL MANAGEMENT

Financial Management Indicators Desired Trend/Target

Operating Surplus Ratio

The extent to which revenues raised cover operational expense only or are available for capital funding purposes.

10% or greater

Current Ratio

The liquidity position of a local government that has arisen from the past years transactions.

1:1 or greater

Debt Service Cover Ratio

The ratio of cash available for debt servicing to interest, principal and lease payments.

2 or greater

Own Source Revenue Coverage Ratio

An indicator of a local government’s ability to cover its costs through its own revenue efforts.

Between 40% and 60%


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ASSET MANAGEMENT

Asset Management Indicators Desired Trend/Target

Asset Consumption Ratio

The ratio highlights the aged condition of the local government’s stock of physical assets.

50% or greater

Asset Sustainability Ratio

This measures the extent to which assets managed by the local government are being replaced as they reach the end of their useful lives.

90% or greater

Asset Renewal Funding Ratio

This indicates whether the local government has the financial capacity to fund asset renewal as required, and can continue to provide existing levels of services in future, without: - additional operating income; - reductions in operating expenses; or - increase in net financial liabilities above that currently projected.

Between 75% - 95%.

WORKFORCE MANAGEMENT

Workforce/ HR Management Indicators Desired Trend/Target

Length of service Increasing

Loss time incidents Reducing

Recruitment turnover times Reducing

Staff satisfaction Increasing

Take up staff wellbeing initiatives Target met

shire of ashburton corporate business plan

Documents

strategic community

workforce plan

corporate business plan

strategic direction

strategic review

strategic risk management

shire of ashburtons

aspirations of living