strategic community plan › our role in regional groupings and their strategic direction ›...

Bruce Rock -Leads the Way

PHONE (08) 9061 1377

FAX (08) 9061 1340

EMAIL [email protected]

SHIRE ADDRESS 54 Johnson Street, Bruce Rock WA 6418

POSTAL ADDRESS PO Box 113, Bruce Rock WA 6418

WEBSITE www.brucerock.wa.gov.au

Shire of Bruce Rock

STRATEGIC COMMUNITY PLAN2017 – 2027

SHIRE OF BRUCE ROCK STRATEGIC COMMUNITY PLAN 2017 - 20272

Welcome

The Shire of Bruce Rock has recognised the importance in identifying progress made since its first Strategic Community Plan in 2012, to provide a point of measurement for Council and to review growth and challenges encountered which can be learnings for the future.

Due to work completed in the past, the Shire is fortunate to have a solid infrastructure base, created with vision and emphasis on our road network. The challenge going forward is balancing our infrastructure needs with our service delivery whilst maintaining rates at an affordable level.

Key projects completed since the previous plan include the synthetic hockey turf, residential subdivision, industrial subdivision, caravan park accommodation and new tourism facilities at Kwolyin.

The hockey turf project has been added to our first class recreation centre precinct. The industrial and residential subdivisions are adding to our economic capability by reducing barriers for new residents and businesses to come to Bruce Rock. The new caravan park accommodation and tourism facilities at Kwolyin and Kokerbin were designed to highlight our natural geographic assets and attract tourists.

To be able to build these new facilities was a great achievement. We are able to build on our success in the past which ensured the Shire was well established with a solid infrastructure base. In particular, our quality roads network continues to be a strength. The Shire has continued to advocate for and maintain a safe road network. This includes continuing road

maintenance and construction, and advocating against funding cuts by State and Federal Governments.

During this time the Shire has also worked closely with other local governments and state agencies to progress other projects. This included being a part of the Central East Aged Care Alliance (“CEACA”) with the aim of improving aged housing stocks within Bruce Rock, Water Corporation who have started to build the Sewerage Treatment Effluent Dispoal (“STED” scheme) and the Department of Primary Industries and Telstra to build a mobile tower at Ardath.

Other projects the Shire has worked on since the last plan include the centenary mosaics, a space for the CRC Youth Booth, improved footpath and pedestrian network, supporting community health services, improving our water catchments, and supporting locally run events.

The Shire is constantly challenged to maintain a high level of service and provide new infrastructure while also keeping rates low. This remains a challenge with the priorities identified in this new Strategic Community Plan. The Shire will be guided by this Strategic Community Plan in delivering facilities and services that the community wants to aspire to through to 2027. The Shire will aim to improve the amenities provided by Council, building on past achievements to provide a lifestyle for residents that “Leads the Way”.

Cr Stephen Strange SHIRE PRESIDENT


Strategic Plan Purpose

The Strategic Community Plan was developed using input from the community, staff and Councillors of the Shire of Bruce Rock. It has a key place in the Shire’s delivery and management of services and infrastructure, and it is important to our community because it:

› Provides short term and medium term strategies with a long term vision in mind

› Includes core drivers to use as a decision making criteria in the future - developed by Council

› Identifies our strengths, the risks and opportunities for Council

› Encourages greater civic leadership and participation by the community, with a partnership approach by Council

› Identifies who the plan is for (community – electors, ratepayers, permanent residents and temporary visitors) and who the Shire needs to work with to achieve its goals

› Provides points of measurement which can be linked to Council and staff key performance indicators

Under the Local Government (Administration) Regulations 1996, state government legislated an integrated framework for corporate planning and reporting. This framework requires all local governments in Western Australia to have two key documents: a Strategic Community Plan and a Corporate Business Plan, which are supported by informing strategies including the Workforce Plan, Asset Management Plan and Long Term Financial Plan.

The Strategic Community Plan identifies what the Shire is seeking to achieve and the Corporate Business Plan outlines how it will achieve this.

STRATEGIC PLAN

ANNUAL BUDGET

CORPORATE BUSINESS PLAN

INFORMING STRATEGIES

› Finance

› Assets

› Workforce

› Services

› Issues specific strategies

Community Profile

Shire of Bruce Rock Profile

ORGANISATION: › Sealed roads 501.1km, unsealed roads 757.6km

› Rates levied $1.3m, turnover $6.7m

› Number of employees: 44

LOCATION:The Shire of Bruce Rock covers an area of 2,722km2 in the Wheatbelt of Western Australia.

The Shire comprises of five town sites, those being Ardath, Babakin, Bruce Rock, Kwolyin and Shackleton.

PEOPLE: › WAEC Electorate Roll (Oct 2017) – 640

people registered in Bruce Rock LG (2015/16 financial year was approximately 642)

› Population under ABS for the Shire of Bruce Rock – 930 (ABS Census 2016), 974 (ABS Census 2011), 950 (ABS Census 2006)

› Median age: 47 years (ABS, Census 2016)

› Indigenous proportion of the population has decreased in the Shire from 5.2% to 2.9% from 2006 – 2016 (currently 27 persons in the Shire) (ABS, Census 2016)

› 88.6% of people only spoke English at home (815 people). Other languages spoken at home (23 people) included Malayalam 1.1%, Tagalog 0.4%, German 0.3%, Afrikaans 0.3% and Danish 0.3%.

› Proportion of people in volunteer roles – 35.4% of community (19% state average)


BIRTH RATE FOR THE SHIRE OF BRUCE ROCK

2013 12

2014 11

2015 8

2016 8

2017 (incomplete)

8

Source WA Country Health Service October 2017

COMMUNITY:Ardath – located 20km from the town site of Bruce Rock. Ardath has a historic hotel (c1925) as well as a tennis club and golf course nearby. Ardath has a grain receival site for Co-operative Bulk Handling (CBH). One of Australia’s rarest plants, Symonanthus bancroftii is located near the town site.

Babakin – was a pastoral lease from 1873 to 1914, first taken up by C. Heal (Jnr). The name stems from a Noongar term for the dingo. Babakin has a Primary School and hall. Babakin is also home to the very rare underground orchid (Rhizanthella gardneri) and is 36kms from the Bruce Rock town site.

Bruce Rock – located 254kms east of Perth. The town itself has a supermarket, butcher, post office, newsagency, café, hardware store, farm supplies, Community Resource Centre, District Club, hotel, hairdresser, bank, police station, Volunteer Emergency Services, 24 hour fuel facility, pharmacy, crafts, restaurant, caravan park, amphitheatre, industrial area with transport, engineering and agriculture related businesses, mechanic, plumber and electrician. The Shire has mobile phone coverage with ADSL internet available.

Bruce Rock boasts great recreation facilities catering for football, hockey (new synthetic turf 2017), cricket, (synthetic) bowls, indoor tennis, indoor netball, indoor basketball, squash, volleyball, badminton and equestrian. Bruce Rock has a rifle club, skate park, an 18 hole golf course and an aquatic centre which hosts vocational swimming lessons, an equipped gymnasium, water slide, basketball, indoor cricket, mini golf, new shaded playground with softfall, and family recreation bbq facilities.

Bruce Rock has an excellent District High School, with approximately 150 students. There is also a licenced, 15 place, long child care centre and play group in Bruce Rock.

Bruce Rock has a hospital with permanent care facilities (Acacia House – 8 permanent beds and Memorial House semi-permanent aged care wing), a resident doctor and surgery as well as emergency staff.

Visiting services include a speech therapist, occupational therapist, physiotherapist and podiatrist. There is also a Medical Centre in the town site which hosts the general practitioner, dentist, child health clinic, dietician, female general practitioner and family counsellor.

There are also 17 self-contained aged independent living units in Bruce Rock. Settlers Court has a hydrotherapy pool. Meals on Wheels is available and there is a Senior Citizens group. The town also has 10 units specifically for young people and three community houses managed by the Shire. The Shire has also built nine factory units, with five available for rent, to encourage development of business and industry in the Shire.

Social groups are a very important part of the Shire; they include the Agricultural Show Committee, emergency services, crafts, book clubs, museum committee, scrap booking, Men’s Shed, sport, recreation and tourism, Youth group, Church groups and a Contact Club with monthly dinner and guest speaker for women.

Kwolyin – a town site located 40km west of Bruce Rock. In 1864, Charles Cooke Hunt was the first European visitor to the area. By 1908, the area had been established as a farming settlement. A Catholic Church is the only remaining building however a new camping space has been constructed.

Shackleton – located 32km west of the town site of Bruce Rock. The town site of Shackleton was privately surveyed by Dr Jermyn in 1913 and was not gazetted as a proper town site until 1951. Shackleton has Australia’s smallest bank, measuring 3m by 4m that operated until 1997, a District Club, Bowling Club and a town hall.

ECONOMY: › Median weekly income has increased

from $725 in 2006 to $1090 in 2016 (ABS, Census 2016)

› Key industries include cereal, livestock, transport, engineering, government services and organisations, as well as retail



INTERNAL RISKS: › Strong Council and Staff leadership

(succession planning and reliance upon the Shire to undertake projects)

› Rate increases to invest in a positive financial position in light of rising business costs and less government funding

› Increasing compliance on local governments

› Asset management and preservation

› Reliance on external government funding

EXTERNAL RISKS: › Government policy changes constantly

and quickly

› Integrity of the local government sector

› Proximity to the regional centre of Merredin

› Decreasing population trend

› Some level of apathy within the community and an increasing reliance and compliance on volunteers, so too lower energy and engagement levels than in the past, loss of key people (succession planning)

› Most community organisations have Shire representation

› Increasing competitive nature of government funds

› Physical location of the Bruce Rock town site, multiple town sites and ‘sub communities’

› Tourist and visitor expenditure in the Shire is hard to measure (cost benefit analysis)

› Our role in regional groupings and their strategic direction

› Support for local businesses

› Less than 50 farmers in the Shire (rapid decrease)

› Geographical spread of our sporting facilities

Considered Risks

Throughout the Strategic Planning process a number of internal and external risks have been discussed and presented to Council for consideration, additionally Council conducted a SWOT analysis on the organisation. The risks identified and being considered in the development of this Strategic Community Plan include:

Going forward we will manage our risks by:

› Adhering to our risk management policies

› Conducting an annual audit and implementing the recommendations

› Adhering to the IPR guidelines

› Annually review our risk management processes

› Continually monitor risk at a Council level

INTERNAL › Strength in our history and past

performance

› Leadership by Council

› Long term staff, skills and experience

› Positive financial management (completing projects in house)

› High standard of sport and recreation facilities across the Shire

› Facilitating sport and user management at the Recreation Centre

› Western area of the Shire has great tourist attractions

› Shire representation on most community organisations

› Medical Centre

EXTERNAL › Strong key organisations such as Bruce

Rock District High School, Hospital, Police

INTERNAL › Our people

› Our innovation

EXTERNAL › Proximity to regional centre of Merredin

› Role of the Community Resource Centre

› Transient population has arrived in the Shire, liked it and stayed

› Sport and recreation events e.g. new hockey turf

Our Strengths Our Opportunities



INFORM › Project Plan publicised for the Strategic

Community Plan Community Engagement Plan publicised for the process

› Media releases regarding the process – online and print

› Council introductory workshop

› Summary of all community feedback publicised online and in print

CONSULT › Online and hard copy survey

› One on one Councillor interviews

› One on one phone interviews (random and structured with community leaders)

› One on one conversations with business owners

› One on one conversations with advisors to the district

› One on one conversations with key service organisations in the Shire e.g. Police, Hospital

› Community conversations at the Bruce Rock Show and one Listening Post

INVOLVE › Administration and Works staff workshop

› Councillor workshop

COLLABORATE › Strategic planning session with the CRC

› Strategic Community Plan feedback period

Creating Our Strategic Community Plan

48 survey respondents

21 Random phone calls to ratepayers across all parts of the Shire answering a series of set questions

19 Community members that have been approached or have approached consultant informally to discuss forward planning (in person and phone) separate to all other groups e.g. Bruce Rock Show

17 Community leaders of local clubs, associations, government organisations separate to random phone calls and survey

14 Outside Works Crew toolbox meeting

13 Business owners in town sites separate to any other consultation

6 Administration Staff

4 Shire Councillors one on one meetings

4 Advisors to the district – outside of the Shire of Bruce Rock

RESPONSES


TOTAL ENGAGEMENT TO DATE: 146

(15.6% of total population residing in the Shire of Bruce Rock)

HIGH PRIORITY › Maintenance and improvement of

road infrastructure

› Appropriate financial management to keep rate increases as low as possible

› Taking advantage of the close proximity to a regional centre and conversely minimising its impact (social, economic)

› Improving the business culture of businesses in the Shire

› Encouraging and supporting civic leadership, supporting the cohesion of a geographically dispersed population in the Shire

› Taking advantage of our existing events and increasing them

MEDIUM PRIORITY › Leveraging off the success of the

independent status of the Bruce Rock District High School and key businesses

› Improving the connection between the two sides of the main street in Bruce Rock

› Improving the main street of Shackleton

› Streamlined tourism product

› Working with neighbouring Shires

› Succession planning Council and community leaders

The key priorities (based upon survey results and number of discussions in which these arose) that the community identified during the process included:

These priorities have all been reflected in the goals and strategies of our plan.

Respondents

Total population of the Shire of Bruce Rock

Goals and Strategies to Achieve Our Outcomes

Our Vision:The Shire of Bruce Rock “Leads the Way” by maintaining and enhancing the lifestyle of residents, and increasing business and employment opportunities in an environmentally sustainable way.

Our Values: › Be appreciative of the aspirations

of the community

› Be receptive, proactive and responsive as an organisation

› Encourage the community to build its own capacity

› Maintain a ‘whole of Shire’ outlook, but recognise that each community in our Shire is unique and likely to have variations on their needs

› Provide services for a variety of ages and needs

› Be open to feedback

› Ensure appropriate, accessible information will be made available to the community

COUNCIL PRIORITIES1. Improving the economic and financial

return on Shire owned or managed infrastructure, services and ultimately the Shire’s financial position

2. Improving the economic return of Shire led projects to businesses within the Shire

3. Improving the level of community commitment and leadership in local projects and therefore investing into the capacity of our people

4. Ensuring our investments return a social, economic and environmental benefit/s

MONITORING, REPORTING AND TIMEFRAMEThe Shire of Bruce Rock will conduct a Strategic Review every two years, alternating between a Minor Strategic Review and a Major Strategic Review.

A timeframe is proposed for implementing each of the strategies identified to achieve the strategic goals. The timeframes are defined as:

Short term: 2017 - 2019 Medium term: 2019 - 2021



GOAL 1: Roads are a key economic driver across the Shire

SHORT TERM STRATEGY (1-2YRS) MEDIUM TERM STRATEGY POINT OF MEASUREMENT 10 YR OUTCOME

1.1 Annual review of performance and structure of Shire owned roads

1.2 Articulated Winter and Summer grading schedules

1.3 Plant and equipment maintenance and replacement

1.4 Plant and equipment return on investment

1.5 Identification of the freight task at hand (changes in flow etc.)

1.6 Engagement of neighbouring Shires and key stakeholders in the Secondary Freight Route Project

1.7 Investigate sub contracting to Main Roads

› RAV ratings

› No of positive and negative complaints received

› Traffic count data reflects usage and investment required

› Number of accidents attributed to road condition

› Retention of works staff is higher than industry average

› Roads can handle the change in grain routes

› Level of funding secured and % spent in the Shire of Bruce Rock under the Secondary Freight Route Project

› Financial gain in sub contracting for roads

Road infrastructure meets the freight task and is sustainable in the long term

Infrastructure


GOAL 2: Maintain Shire owned facilities in a strategic manner and also to meet community needs


2.1 Asset Management Plan is developed and adopted

2.2 Encourage greater usage of current Shire owned facilities

2.3 Asset Management Plan is reviewed

2.4 Support the improvement and maintenance of assets in a strategic manner

2.5 Thorough needs and financial analysis to be conducted prior to further infrastructure developments

2.6 When finalised, communicate our sporting facility standards to sporting clubs

› Level of facility usage is maintained and increases

› Number of significant sporting events are attracted to Bruce Rock

› Level of community investment into facilities and equipment

Asset maintenance and preservation is in line with community needs and Shire financial resources

Infrastructure


GOAL 3: Assist the local economy to grow


3.1 Continue business improvement grants

3.2 Externally facilitated workshop to encourage community to help businesses have a reason to improve

3.3 Encourage the business units to be used in Swan Street

3.4 Advocate Main Roads to improve the entrances to the Bruce Rock main street (west and north ends)

3.5 Improve signage, infrastructure and aesthetics to link both sides of the Bruce Rock main street that encourages patronage and a reason to visit / stop

3.6 Help connect businesses across the Shire to external funding opportunities

3.7 Leverage economic opportunities and developments from successful local businesses

› Number of business closures across the Shire

› Level of community support of local businesses (data and anecdotal)

› Amount of investment by local businesses in their infrastructure and staff

› Number of new businesses opening across the Shire

› Town entrances are improved

› Physical connection between two sides of the Bruce Rock main street

Appealing and vibrant main street of Bruce Rock

Actively used main street in Bruce Rock

Occupied business units

Economy


GOAL 4: Workers and their families can work and reside in the Shire


4.1 Conduct a rental accommodation analysis across the Shire

4.2 Partnership approach to addressing rental accommodation for long term benefit of the Shire and local businesses

4.3 Promote existing residential land and plan for future commercial and residential land developments to meet current and future needs

› Number of quality rental units available and occupied

› Number of workers who drive in and out of the Shire

› Number of land sales

› Number of enquiries for residential and commercial land

Workers and their families reside in and contribute to the local economy

GOAL 5: Residents and visitors can access reliable telecommunication services

5.1 Investigate telecommunications solutions, coupled with thorough cost benefit analysis

5.2 Advocate for a reduction in blackspots across the Shire

› Reduction in mobile phone blackspots

› Level and type of feedback from the community

Reliable and extension of telecommunication coverage across the whole Shire

Economy


GOAL 6: Tourism helps to diversify our local economy


6.1 Promote our attractions, amenities and activities in a coordinated approach

6.2 With the community build upon our existing events and investigate new events unique to the Shire

6.3 Investigate incentives for increased / improved accommodation venues

› Number of significant events attracted to the Shire

› Establish current length of stay in the Shire and then record tourist numbers and aim to increase the length of overnight stays

› Establish the current level of tourism expenditure and build upon the daily spend within the Shire

Our tourism profile is increased in the region and state

Economy


GOAL 7: Our community are engaged and have a healthy lifestyle


7.1 Encourage and help facilitate the administration of the planned CEACA units and the current Retirement Village

7.2 Advocate for the retention and use of the Bruce Rock Hospital and existing services

7.3 Continue to work towards achieving strategies in the Age Friendly Community Plan

› Number of independent living units increases

› Number of seniors retained in the Shire

› Number of strategies achieved in the Age Friendly Community Plan

Residents can age in home

Bruce Rock Hospital is retained

7.4 Shire, together with the Community Resource Centre, facilitates governance training / workshops to reduce volunteer burnout and streamline committees

7.5 Investigate governance models for community groups that reduce volunteer fatigue and encourage greater participation

› Number of club development workshops held in partnership with the Community Resource Centre / other partners

› Number of clubs retained

› Membership numbers of clubs

› Degree of governance streamlined

Improved civic leadership within the community

Less reliance on the Shire to lead projects and change

Community


GOAL 7: Our community are engaged and have a healthy lifestyle


7.6 Positive mental health activities are delivered by community groups in partnership with the Shire e.g. Kids Sport, mental health sessions

7.7 Environmental Health services -Create a community health plan incorporating community life, local planning, parks and facilities, transport, social support and community participation to embed preventative health measures and health promotion locally.

› Number of objectives from the Health Plan met.

› Number of events held contributing to social and physical wellbeing

Improved mental and physical health outcomes for local residents

7.8 Shire supports emergency services such as St Johns Ambulance

7.9 Emergency service planning is coordinated and articulated

7.10 Recruiting volunteers is a partnership approach between the Shire and emergency services

› Number of emergency service volunteers are retained and increase

› Number of LEMC meetings held annually

› Achievement of emergency service strategies

There are volunteers for Emergency services to be retained

Community


GOAL 8: The community can access multiple early childhood education and support services


8.1 Shire leaders communicate regularly with the Bruce Rock District High School Board, Babakin Primary School and Bruce Rock Daycare Committee

8.2 Continue to support the relationship between the Shire and early education providers in the community

› Bruce Rock District High School retained

› Babakin Primary School retained

› Bruce Rock Daycare Centre retained and patronage increases

Access to local early childhood programs and services is maintained

GOAL 9: Community safety is a valued feature of our lifestyle

9.1 Shire and Police cooperate on road safety awareness initiatives

9.2 The Liquor accord is promoted and accepted

› Reduction in drink driving offences

› No fatal road accidents in the Shire

Our community feels safe

Community


GOAL 10: Our organisation is well positioned and has capacity for the future


10.1 Improve interaction with the Bruce Rock Community Resource Centre and share services / resources

10.2 Train staff in various roles to minimise service disruption

10.3 Aim to upskill staff when opportunities arise

10.4 Encourage collaboration in ranger and NRM services

10.4 Inside and outside staff are multi-skilled to perform multiple roles

10.5 Bruce Rock Community Resource Centre service is co-operatively aligned with the Shire service delivery model

› Number of staff who can undertake different roles in the organisation

› Administration and works tasks are not impacted by loss of staff

› Number of formal social interactions with Administration and Works staff

› Number of formal interactions staff have with Councillors

› Customer survey data is overwhelmingly positive (annual)

Building upon our positive work culture

Collaboration amongst staff units

Improved understanding of each other’s role in the organisation (works and administration staff)

GOAL 11: We utilise technology to improve our efficiency and effectiveness

11.1 Automation of purchase orders 11.2 Automation of plant and equipment inventory, maintenance and replacement

11.3 We implement a solution to our records management processes

› Degree of technology adopted to streamline administration and working capital processes

Technology reduces delays and improves accuracy in organisational processes

Governance


GOAL 12: Council leads the organisation in a strategic and flexible manner


12.1 Continually review our role in regional groupings

12.2 Continue to build our voice and strategic projects within our regional groupings

› Our participation in regional organisations bring measured social, economic and environmental return

Be part of a strong regional group representing all members

12.3 Long Term Financial Plan is developed and adopted

12.4 Investigate opportunities to expand revenue from commercial operations, property portfolio and other income generating assets

› Targets are met in annual budget

› Amount of external funding attracted for infrastructure projects above our ‘business as usual’

We are financially viable whilst meeting all levels of compliance

GOAL 13: Core environmental services help protect our natural environment

13.1 Proactively manage reserves and natural bushland

13.2 Partner with external bodies to protect natural flora and fauna

13.3 Continue to provide a high standard waste management service

› Degree of strategies achieved in NRM Plan

› Number of pest and weed management activities annually

Sustainable resource, land and waste management

Governance


SHIRE SERVICESTRATEGIC COMMUNITY PLAN

Airport 2.1, 2.2

Caravan Park and Cabin accommodation 2.1, 2.2, 6.1, 6.3

Cemetery 2.1

Community development 7.4, 7.5, 7.6

Community facilities (halls, recreation etc.) 2.1, 2.2

Council leadership 12.2, 12.3, 12.4, 12.5, 12.6

Early years support 8.1, 8.2

Economic development 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 3.7, 4.1, 4.2, 5.1, 5.2, 6.1, 6.2, 6.3

Emergency Services 7.2, 7.8, 7.9, 7.10, 9.1, 9.2

Environmental Health 2.2, 7.5, 7.6, 7.7

Health Services 7.6

Library and services 2.1, 2.2

Natural Resource Management 10.4, 13.1, 13.2

Ranger services 10.4

Recreation and leisure 2.6

Regional participation 12.1

Road construction, maintenance and preservation 1.1, 1.2, 1.3, 1.4, 1.5

Seniors support and aged accommodation 7.1, 7.3

Town beautification, parks, gardens and reserves 3.5

Town planning / land development 4.3

Waste Management 13.3

Services and facilities provided by the Shire have been linked with the relevant strategies in the Strategic Community Plan in the following table. The table provides a connection between the services and facilities and the desired outcomes and community vision for the Shire of Bruce Rock.

strategic community plan › our role in regional groupings and their strategic direction ›...

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