Shire of NorthamStrategic Community Plan

2012-2022

heritage

co

mmerce

lifestyle

The Strategic Community Plan is the principal planning document

for the Shire of Northam and will provide the basis for its actions and project

development over the next ten years.....

TABLE OF CONTENTS

MESSAGE FROM THE PRESIDENT 1

INTRODUCTION 3

INTEGRATED PLANNING FRAMEWORK 4

HOW THE STRATEGIC PLAN WAS DEVELOPED 5

EMERGENT THEMES 7

AN OVERVIEW OF THE SHIRE OF NORTHAM COMMUNITY 9

HOW THE STRATEGIC COMMUNITY PLAN WAS DECIDED 10

OUR MISSION 11

OUR COMMITMENT 11

OUR VISION 12

HOW WE WILL ACHIEVE OUR VISION 13

GOVERNANCE 13

SOCIAL 15

ECONOMIC 17

NATURAL ENVIRONMENT 19

MEASURING OUR SUCCESS 21

MESSAGE FROM THE PRESIDENT

Following the announcement of the 2011 Regional Centres Development Plan (SuperTown) initiative by the State Government, the future for the Shire of Northam is being planned to accommodate a significant increase in population.

It is indisputable that the Shire of Northam will continue to experience substantial growth over the next ten years, and the Strategic Community Plan is a welcome tool to assist Council and its administration in ensuring this growth meets the expectations of current and future residents.

The Strategic Community Plan reflects the community’s needs and aspirations, gathered through an extensive consultation process, and will be the framework for determining the Shire of Northam’s activities and services over the next ten years.

The Strategic Community Plan will set the Shire of Northam on a journey to transform it from a typical rural local government area with a small service centre, to one which offers its residents a wider range of quality services, akin to a regional city.

Whilst the majority of growth resulting from the SuperTown initiatives will occur in the Northam townsite, the Shire of Northam is committed to providing quality services in all its localities.

The Strategic Community Plan is based on the key themes that emerged during its development, and has taken into consideration all feedback received from the community. The Plan considers the undertakings required to ensure optimum social, economic and environmental development under an effective governance platform.

We will continue to work with the community on the ongoing development and implementation of plans and strategies.

I look forward to the general community, the public and private sectors, as well as State and Federal government, working collaboratively with us on this very exciting journey into a bright future for the Shire of Northam and the wider region.

Steven PollardPresident

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INTRODUCTION

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The purpose of developing a Strategic Community Plan is to better enable the Shire of Northam to plan, manage and deliver services that will enhance the social, environmental and economic sustainability of our community.

A Strategic Community Plan is an essential tool for the capacity of local governments to deliver more efficient and effective services. It enables the implementation of best practice processes to improve community outcomes and maximise regional development opportunities.

A Strategic Community Plan encourages the utilisation of existing plans and ongoing consultation with the community. It is an informing strategy, which together with an Asset Management Plan, Long Term Financial Plan and Corporate Business Plan will provide integrated strategies on which to base future decision making.

It is a legislative requirement for local governments to develop a Strategic

Community Plan. In developing this plan consideration has been given to the financial, asset and workforce constraints that the Shire of Northam operates within, to ensure that what is being planned will be achievable.

This Plan has been developed recognising the diverse and unique qualities of all of its settlement areas, aiming to meet the needs and aspirations of their respective residents.

The objectives and strategies within the Strategic Community Plan are aligned to the Shire’s vision in terms of governance, social, economic and environmental outcomes.

Building organisational capability through ongoing asset, financial and workforce planning will result in improved customer service delivery and greater capacity to deliver the community’s plans for the future. This Strategic Community Plan is to provide clear long term direction by identifying key strategies and setting the vision for the Shire of Northam.

INTEGRATED PLANNING FRAMEWORK

A carefully considered integrated business plan will ensure that the Shire of Northam remains sustainable as it moves into the future. This requires an understanding of external influences and community aspirations, as well as an awareness of resource capacity.

With the Strategic Community Plan reflecting the aspirations of the community to assist the Shire to plan for the future, the Shire of Northam will utilise a range of supporting documents to ensure that it remains sustainable as it moves into the future.

The Corporate Business Plan details the actions, services, operations and projects that the Shire will deliver. This is a living document that will be regularly reviewed to ensure services remain relevant, appropriate and attainable within the financial, physical and human constraints in which Council operates.

Strategic Community

Plan10 YRS

Corporate Business

Plan4 YRS

Annual Budget

1 YR

Asset Management

Plan

Long Term Financial

Plan

Workforce Plan

Other Local Plans

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HOW THE STRATEGIC COMMUNITY PLAN WAS DEVELOPED

Council is committed to ensuring its planning is appropriate for the community

and takes into consideration all relevant information.....

In 2010 the Minister for Local Government introduced the Integrated Planning and Reporting Framework and Guidelines for Western Australian local governments.

The Shire of Northam Strategic Community Plan has been developed in accordance with those guidelines and integrates the community’s aspirations in its development, review and implementation.

The plan also takes into consideration previous research and planning documents, including the Shire of Northam Plan for the Future, the Northam Regional Centre Growth Plan, Northam Strategic Waste Minimisation Plan, and most importantly the Looking to 2022 Shire of Northam Engagement Report.

The process used to engage the community to inform the Shire of Northam Strategic Community Plan is summarised on the following page.

Draft Stakeholder Engagement Plan and communications material

Internal review of community feedback to develop response, confirm

responsibility and timing

Analysis of stakeholder feedback

Futures workshop to validate, explore and prioritise community feedback

Advertising and engagement with stakeholders

Preliminary analysis of stakeholders feedback to inform the futures workshop

Drafting and presentation of stakeholder feedback

Annual meeting of residents

Endorsement by Council of the Strategic Community Plan

Consultation on draft Strategic Community Plan

Drafting of the Strategic Community Plan

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Engagement Methodology

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The Shire of Northam undertook an intensive and varied community engagement program between December 2011 and April 2012. Members of the public were encouraged to put forward their views, expectations and aspirations for their community heading toward 2022.

During the first stage of the engagement process 483 residents (67% from Northam townsite and 33% out of town) responded to a questionnaire seeking opinions of and aspirations for the Shire of Northam. 120 residents from across the Shire participated in the following workshops to validate and refine the emergent themes:

• Futures Workshop• Northam Townsite Annual Meeting

of Residents• Southern Brook and Grass Valley

Annual Meeting of Residents• Bakers Hill Meeting of Residents• Wundowie Meeting of Residents

EMERGENT THEMES

Through the strategic community planning process a number of emergent themes and community aspirations were identified. These emergent themes have guided the development of the objectives and strategies that will be delivered over the life of the Plan.

how will we generate wealth

building prosperity

managing population growth

building a regional service centre

what will make us happy

staying active

being entertained

enhancing the main streets

how do we want to be governed

leadership for the realisation of community aspirations

enhanced communication with residents

an improved customer service experience

for residents

how we want to feel about where we live

enhancing aesthetic appeal

strengthening community spirit

maintaining a country lifestyle

living in a safe community

caring for the environment

“Northam feels like a country town & we are surrounded by beautiful countryside”

“To foster the small community and its special lifestyle - without being forgotten or swallowed into a town environment ”

“Getting along with each other - making the place safer for all old and young.”

“The river running through the middle is a great feature and we should clean it up.”

“People are not always prepared to shop locally if they think they can get a better deal elsewhere. We need to promote shopping locally from a different angle”

“Northam has a great opportunity to grow and develop, therefore the residents need to be behind that growth for it to succeed”

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“I like the community mindedness of many of the residents.” “It ’s a good community to raise a family”

HOW THE STRATEGIC COMMUNITY PLAN WAS DECIDED

AN OVERVIEW OF THE SHIRE OF NORTHAM COMMUNITY

Community aspirations as identified through the Northam Looking to 2022 engagement process has been given major consideration in the development of the Shire of Northam Strategic Community Plan.

Council has also given consideration to anticipated population growth and the associated demands this will place on its services, as well as key economic and environmental drivers.

Similarly, State and Federal policy and planning has played its role, particularly in relation to the aspirations of Northam as a sub regional centre, with the Northam townsite’s population anticipated to grow significantly as a result of the SuperTown initiatives.

Most significantly, the plan aspires to recognise the needs of all of the Shire’s settlement areas and to enable the development of infrastructure and services to meet the needs of each locality.

This Strategic Community Plan reflects the collaborative approach where people in each township and rural locality in the Shire, elected members and shire staff have come together to discuss what people value, what they are looking for in the future and what needs to be done to achieve that.

The Shire of Northam is located within the picturesque Avon Valley and comprises some 1,400 square kilometres. The western Shire boundary commences 60 kilometres east of Perth, with the townsite of Northam situated a further 35 kilometres to the east.

The Shire has six townsites and a population of 10,557 (Australian Bureau of Statistics 2011). Of these, the majority (65%) reside in the townsite of Northam, with Wundowie and Bakers Hill also being significant population centres.

The Shire has a diverse cultural history which is valued by its community. The Avon River is strongly linked to the Aboriginal heritage and this continues to be acknowledged. European settlement commenced in the mid 1830s, and a diverse migration over time has resulted in a vibrant community base.

Whilst the Shire of Northam has historically been considered to have a mono economy based on agriculture, its economic base has been diversifying to include tourism, retail, manufacturing, light industrial and mineral resources, as well as an expanding service industry.

The Shire of Northam maintains a significant local road network, which link to the Great Eastern Highway that joins Perth with the eastern states. The town of Northam is serviced by both freight and passenger train services, as well as a bus service link to Perth.

In 2011 the Government of Western Australia declared Northam as a SuperTown, with the aim of assisting the region in providing affordable, quality housing and a growing and diverse range of job opportunities, as well as improved services.

It is anticipated that the SuperTown initiative will add to the significant population growth that is already occurring within the Shire of Northam, particularly in the western portion. The State Government predicts that the population within the Northam townsite will grow from its current 7,000 to over 20,000 in the coming 20 years.

The Shire of Northam is privileged to have residents with a strong sense of community. There are six Community Progress Associations that each work together with the local residents and the Shire to progress the unique requirements of their community.

The challenge now lies ahead to meet the expectations of this diverse community as it moves to accommodate a significant growth in population.

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OUR VISION

Shire of Northam is a vibrant growing community, that is safe, caring and inclusive. We are recognised as a community that values our heritage, preserves our environment and promotes our commerce.

OUR MISSION

To deliver responsive, sustainable services in a manner that preserves and enhances our environment and lifestyle whilst respecting our heritage and facilitating economic growth.

LEADERSHIP to recognise the community’s

expectations to provide leadership

RESPECT to respect differences in age, culture, values and opinion

TEAMWORK to achieve through the efforts of the team

EXCELLENCE to aspire to one standard

OPENNESS to engender trust through openness

OUR COMMITMENT

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OBJECTIVEG1 Provide accountable and transparent leadership

STRATEGY TimeframeG1.1 Continue to develop Council’s policy framework to guide decision

makingONGOING

G1.2 Integrate planning, resources and reporting ONGOING

G1.3 Enhance open and interactive communication between Council and the community

ONGOING

G1.4 Promote and support community members’ participation in the Shire’s governance

ONGOING

OBJECTIVEG2 Improve organisational capability and capacity

STRATEGY TimeframeG2.1 Receptive to local government structural reform opportunities

to enhance the capacity of Northam as a regional sub centreONGOING

G2.2 Increase capacity through the application of the integrated strategic planning processes

ONGOING

G2.3 Operate / manage organisation in a financially sustainable manner ONGOING

GOVERNANCE

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OBJECTIVE

G3 Provide efficient and effective corporate management

STRATEGY TimeframeG3.1 Provide responsive high level customer service ONGOING

G3.2 Provide flexible and attractive work conditions in a supportive work environment

ONGOING

HOW WE WILL ACHIEVE OUR VISION

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TIMEFRAMESONGOING Continuous

SHORT 0 - 2 years

MEDIUM 3 - 6 years

LONG 7+ years

OBJECTIVE

C2 Provide services and processes to enhance public safety

STRATEGY TimeframeC2.1 Provide community services to uphold public safety standards ONGOING

C2.2 Support provision of emergency services ONGOING

C2.3 Provide, monitor and improve adequate bush fire protection provisions

ONGOING

OBJECTIVE

C1 Create an environment that provides for a caring and healthy community

STRATEGY TimeframeC1.1 Provide quality regulatory services ONGOING

C1.2 Advocate for provision of greater choice of educational services within the community

LONG

C1.3 Advocate for appropriate and accessible health services LONG

C1.4 Facilitate provision of appropriate child care facilities MEDIUM

C1.5 Facilitate provision of services for aged persons and people with disabilities

MEDIUM

C1.6 Provide an environment that enhances the growth, development and retention of youth

MEDIUM

C1.7 Provide an environment that enhances and builds on the liveability of the Shire.

ONGOING

COMMUNITY

OBJECTIVE

C3 Provide active and passive recreation facilities and services

STRATEGY TimeframeC3.1 Develop, maintain and support appropriate recreation facilities

throughout the ShireLONG

C3.2 Partner with stakeholders to achieve greater community participation in recreational facilities and services

ONGOING

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OBJECTIVE

C4 Protect and promote the Shire’s diverse culture and heritage

STRATEGY TimeframeC4.1 Facilitate the preservation of heritage buildings and significant

sitesONGOING

C4.2 Encourage development sympathetic to heritage sites and values ONGOING

C4.3 Understand and acknowledge Aboriginal and European heritage through the provision of interpretive venues, materials and activities

LONG

C4.4 Facilitate the promotion of the community’s heritage assets ONGOING

C4.5 Support provision of facilities and services for arts and cultural programs

MEDIUM

OBJECTIVE

E1 Support business and investment opportunities

STRATEGY TimeframeE1.1 Promote new commercial and industrial development through

appropriate zoning of land, provision of suitable infrastructure and efficient & effective business approval process

SHORT

E1.2 Support the identification, protection and control of the mineral resources industry through careful development and planning

LONG

E1.3 Support sustainable business and commerce initiatives MEDIUM

E1.4 Enhance the aesthetic environment to support business opportunities

MEDIUM

E1.5 Proactively market the region’s business opportunities and attractive lifestyle

MEDIUM

ECONOMIC

OBJECTIVE

E2 Facilitate further development of regional tourism

STRATEGY TimeframeE2.1 Provide relevant tourist information and marketing services ONGOING

E2.2 Support a coordinated approach for regional tourism promotion and management

ONGOING

E2.3 Provide and support local festivals and tourist events ONGOING

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OBJECTIVE

N1 Mitigate the Shire of Northam’s carbon footprint, reducing waste and green-house gas production

STRATEGY TimeframeN1.1 Manage waste disposal in an environmentally sensitive manner

that meets the needs of a growing populationSHORT

N1.2 Increase community awareness of the impact of waste issues on the environment

SHORT

N1.3 Encourage the use of recycled materials and create a Towards Zero Waste culture amongst the community

MEDIUM

N1.4 Providing community leadership and transition to energy efficient operational practices

MEDIUM

N1.5 Develop an understanding and position on climate change MEDIUM

NATURAL ENVIRONMENT

OBJECTIVE

N3 Management and protection of water resources

STRATEGY TimeframeN3.1 Pursue opportunities to use treated effluent water on public open

space & as an emergency water supplySHORT

N3.2 Promote and support initiatives to reduce water consumption MEDIUM

N3.3 Encourage property owners (residential and commercial) to install water recovery & recycling systems

SHORT

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OBJECTIVE

N2 Enhance the health and integrity of the natural environment

STRATEGY TimeframeN2.1 Identify vulnerable environments or areas in need of protection SHORT

N2.2 Protect the integrity of the ecosystems of our rivers and waterways ONGOING

N2.3 Employ risk management strategies and measures to protect natural assets from natural disasters, including fire and flood

SHORT

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OBJECTIVE

R1 Provide and support an effective and efficient transport network

STRATEGY TimeframeR1.1 Plan for the provision and delivery of transport services and

infrastructure in the Shire in close consultation with the State and Federal governments and the local community

ONGOING

R1.2 Maintain an efficient, safe and quality road network ONGOING

R1.3 Improve and encourage utilisation of existing airport facilities and associated air services

ONGOING

INFRASTRUCTURE AND RESOURCES PUBLIC REALM & BUILT ENVIRONMENT

OBJECTIVE

P1 Promote a diverse mix of development opportunities throughout the Shire

STRATEGY TimeframeP1.1 Ensure Council land use planning is in place and reflective of

established objectivesONGOING

P1.2 Provide a proactive and supportive service to (potential) land developers

ONGOING

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OBJECTIVE

P2 Accessible and legible communities

STRATEGY TimeframeP2.1 Enhance entries into the various town sites MEDIUM

P2.2 Undertake Urban & CBD renewal projects MEDIUM

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Resourcing our PlanThe Shire of Northam recognises that aspirational plans need to be grounded in community, financial and organisational capacity to deliver. To position the Council to deliver on its Strategic Community Plan aspirations it is important to understand the changing resources which available to the Council.

AssetsCouncil manages a wide range of assets on behalf of the Northam community that enable the provision of infrastructure and services. These assets include roads, bridges, footpaths, public buildings, reserves, parks and playgrounds. The Council has developed an asset management plan which is aimed at ensuring the Council has a clear understanding of its financial requirements to manage these assets sustainably into the future.

Infrastructure priorities need to take into account an appropriate balance between service delivery, risk, reliability and cost. Individual asset management plans for each class of assets are currently being developed to support the development of a long-term funding strategy which will allow the infrastructure to continue to provide the service delivery necessary for community needs.

Financial The Shire of Northam has developed a long term financial plan which highlights the Councils financial requirements to achieve its strategic vision for the community of Northam.The long financial recognises that the financial resources of the Council are limited and therefore financial decisions made annually need to be in the context of the long term financial viability of the Council. The Council is projecting that local government rates will increase by 5% in 2012/15, after which time the increases will be limited to the Perth Consumer Price Index, plus 1%. Based on the current information available this will provide the Council with sufficient financial resources to meet its objectives.Debt will form an important component of the Councils capital structure and utilised to enable key projects to be delivered over the next 10 years. Debt raisings (current dollars) are required for the following projects –

• Northam Cultural Centre 2014/15 $685,000 • Wundowie Youth Space 2014/15 $216,700 • Northam Youth Space 2016/17 $266,640 • Wundowie Sports Pavilion 2017/18 $850,000 • Bakers Hill Pavilion upgrade 2018/19 $313,000 • Northam Recreation Centre Stage 2 2019/20 $1,000,000 2015/16 $ 95,000 2016/17 $162,000

WorkforceThe Shire of Northam has developed a long term workforce plan which highlights the resourcing requirements required to deliver on the Council objectives for the Northam Community. The Shire is a significant employer within the Local Government Area, employing 122 people in full time, part time and casual positions. The workforce plan highlights key workforce risks and challenges in the areas of current staff turnover, culture, an ageing workforce and the Councils ability to attract the necessary skilled staff. The workforce plan further recommends actions that can mitigate the risk of service delivery interruptions.

In addition to the current employment costs of $6.75m (2013/14), the Shire of Northam is projecting additional resources will be required in a range of areas including governance & compliance, community development, human resource management, corporate communications an project management. The financial implication of these additional required projected to be: 2014/15 $125,000 2015/16 $ 95,000 2016/17 $162,000

GeneralThe following general information is provided as a snapshot of the Shire of Northam community which have and will continue to influence the Councils ability and associated successes in delivering its Strategic Community Plan for Northam.

2006/07 2013/14 2019/2020 (projected)

Population 9,803 10,557 13,603Operating Revenue 11,715,849 20,787,608 32,084,763Rates 4,539,769 8,004,143 10,360,239Operating grants/subsidies/contributions 3,837,144 4,734,498 5,820,482Non-operating grants/contributions 1,087,746 4,056,104 10,964,864Capital Expenditure 2,082,235 9,676,799 16,776,934Operational Expenditure 12,188,919 18,101,525 23,193,302Value of Assets 52,741,236 90,334,252 216,007,262

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MEASURING OUR SUCCESS

The purpose of the Strategic Community Plan is to align the Shire of Northam’s objectives with the community’s vision and aspirations.

The objectives that have been set in the Plan will be measured by both quantifiable and non-quantifiable outcomes.

The methodology for measuring the progress toward achieving the objectives will be through the two following methods:

COMMUNITY SATISFACTION

The Shire of Northam will conduct a biannual Community Satisfaction Survey. The results of the survey will provide a measure of ongoing community satisfaction levels to guide the prioritisation of the delivery of the Plan’s objectives.

KEY PERFORMANCE MEASURES

Key performance measures will be monitored and reported. A range of measures will be developed with a base level and target level of each measure.

An example of some of the measures that may be used are provided below.

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GOVERNANCEPerformance Area Key Performance Indicator Formula Target

Accountability & Leadership

Community Satisfaction with Council Communications

Biennial Community Survey (2014,2016,2018 etc) 75%

Corporate Management

Safety - Lost Time InjuryFrequency Rate

Number of lost time injuries x1,000,000 / Total hours worked

<15

Staff turnover rate Number of staff separations*/Total number of staff(less casual and Council instigated)

<20%

Organisational Capacity & Capability

Debt Servicing - This ratio is the measurement of a local government’s ability to repay its debt including lease payments. The higher the ratio is, the easier it is for a local government to obtaina loan

Annual Operating Surplus BEFOREInterest and Depreciation /Principal and Interest

>4

This is a modified commercial ratio designed to focus on the liquidity position ofa local government that has arisen from past year’s trans-actions

Current Assets MINUS Restricted AssetsCurrent Liabilities MINUS LiabilitiesAssociated with Restricted Assets

1:1 (100% or greater)

Percentage of elements identified within the annual Department of Local Govern-ment Audit Return identified as being complied with by the Shire of Northam

# of Audit elements complied with x 100 / Total number Audit elements Compliance audit for the period 1st January to 31st December against the requirements of the Compliance Audit Return

≥90%

COMMUNITYPerformance Area Key Performance Indicator Formula Target

Growing, Caring and Healthy

Estimated Residential Population (ERP) of 13,700 for Northam Town SLA

According to ABS 3218.0 (measured annually)

Northam Population to be 20,000 by 2031

Public Safety Reduction in Crime

Reduction in reported assaults (http://www.police.wa.gov.au)

<15<20%

Reduction in reported burglary (dwelling) (http://www.police.wa.gov.au)

To be determined

Reduction in reported burglary (other) (http://www.police.wa.gov.au)

To be determined

Reduction in reported graffiti (http://www.police.wa.gov.au)

To be determined

Reduction in reported robbery (http://www.police.wa.gov.au)

To be determined

Reduction in reported motor vehicle theft (http://www.police.wa.gov.au) To be

determinedRegular Local Emergency Management Meetings

Number of meetings held annually 4

Recreation Facilities

Community Satisfaction with Council provided recreational facilities

Biennial Community Survey (2014,2016,2018 etc)

TBD

Culture & Heritage

ECONOMICPerformance Area Key Performance Indicator Formula Target

Business & Investment

Unemployment Rate reduces tobelow WA State average

DEEWR provides statistics Reduction

Grow Labour Force Size DEEWR provides statistics above 2.5% pa

Growth in number of businesses employing 50 or more workers with registered address in Northam LGA

ABS 8165.0 provided statistics Growth

Increase in Gross Regional Product (GRP)

ABS provided statistics Growth

Regional Tourism Number of visitors to Visitor Centre

Annual visitation counts (through door)

Growth

INFRASTRUCTURE & RESOURCESPerformance Area Key Performance Indicator Formula Target

Effective and efficient transport network

Asset consumption ratio(ACR)

Depreciated replacement cost of assets (written down value) divided by current replacement costs of depreciable assets.

60%

Asset sustainability ratio(ASR)

Capital expenditure on replacement or renewal of assets divided by the depreciation expense

90%

Asset renewal funding ratio Net present value of planned capital expenditure based on current Departmental guidance on renewals over ten years divided by the net present value of the required capital expenditures on renewals over the same period

95%

NATURAL ENVIRONMENTPerformance Area Key Performance Indicator Formula Target

Waste Management Waste diverted from landfill Percentage of

Natural Environment

Decrease in nutrients and sediments within Town Pool

Water sampling (Dept of Water)

Having a healthy town poolHaving a full town pool

Water Resources Decrease in annual Council water consumption

Comparison of water used from June to June.

Reduction

PUBLIC REALM & BUILT ENVIRONMENTPerformance Area Key Performance Indicator Formula Target

Development Opportunities

Current local Planning Scheme in place

Age of Planning scheme Reviewed every 4 years or less

Current local Planning Strategy in place

Age of Planning strategy Reviewed every 4 years or less

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SHIRE OF NORTHAM395 FITZGERALD STREET(PO BOX 613 )NORTHAM WA 6401P (08) 9622 6100E records@northam.wa.gov.au

The Shire of Northam wishes to acknowledge the funding provided by the Department of Local Government and the Department of Regional Development and Lands through the Royalties for Regions to support this initiative.