operational plan 2013-2014 quarterly report · new access and inclusion policy. was endorsed by...

Operational Plan 2013-2014

Quarterly Report – June 2014

Natural Connected Prosperous

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Natural Connected Prosperous

Our Vision

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Highlights Surfers Point Completion of amenities, civil works,

boardwalks and stairs, landscaping and public art installations.

Completed Main Street upgrade on the eastern

side (between Higgins Street and Churchill Avenue).

The Community Waste Survey received over 700

responses and provided valuable input to Council in June on future directions for waste services in the Shire.

Sustainable Development and Planning finalised

the review of the Shires transfer stations and other improvements to Waste services.

Renewable Energy Workshop attracted over 60

community members The workshop provided an opportunity for the public to identify solutions to reduce the Shire’s carbon emissions and energy costs in accordance with the Local Energy Action Plan. Outcomes from the workshop will contribute towards the final preparation of LEAP.

Adoption of the Public Open Space Strategy is

setting a framework for POS in the Shire. Community Emergency Preparedness “Get

Ready!” Project concluded in May 2014. The project involved a multi-agency steering committee, recruitment and training of local volunteer facilitators and implementing targeted preparedness strategies to build the resilience of our community to future emergencies. The Project Evaluation shows significant improvement in awareness and understanding of risks, an increase in knowledge and actual preparedness action, increased social capital and stronger community networks.

The Fuel Hazard Reduction and Firebreak

Inspection season concluded in May with a total of 4409 properties inspected. 152 warnings and 76 infringements were issued, a decrease on the previous year. Contractors performed section 33 works to ten properties. The Shire was successful in its prosecution under the Bushfire Act 1954 for the lighting of a fire during the prohibited period, resulting in penalties and costs being awarded to the value of $7,291.

New Margaret River Perimeter Road Contribution

Policy was adopted in May. It sets the framework for land and money collection from future development to assist the Margaret River Perimeter Road.

Community Development Grants provided 9 local

community organisations with grants from the 2013 - 2014 round of Community Development Grants Program. $8,946 was awarded towards a wide range of initiatives with a combined total project value of $26,560.

National Youth Week Beach Festival. 200 young

people attended Meelup Foreshore in Dunsborough on 12 April. The Shire of Augusta Margaret River, City of Busselton and Shire of Nannup collaborated to create one event to celebrate the Youth of the South West. The day was a filled with local youth bands and free activities including water slides, water trampolines, kayaking, survival bush walks, sandcastle competitions and more!

Margaret River Pro Tour – Youth Visitation The

youth of Margaret River were given the opportunity to meet the pros at the Margaret River Pro. Signing opportunities, backstage tours, photo opportunities and free morning tea was provided. A free bus transported the group from the Margaret River Recreational Centre to the Pro.

Youth Mural above the White Elephant In efforts to

extend the public art trail and educate young people about the impacts of graffiti, the Youth Advisory Council worked with local artist Holly Emmerson, produced a mural at the old water tank above the White Elephant.

Tree planting with John and the Leo Lions In

partnership with the Shire’s Environment officer and the Leo Lions, YAC spent an afternoon revegetating the banks of the Margaret River.

Above the Influence: Why not to do drugs Over

150 people attended the premiere of youth produced film: Above the Influence – Why not to do drugs at the Cultural Centre in June. Staring our very own Emma Godridge, the film aims to open young people’s eyes to the consequences of illicit drug and excessive alcohol use.

https://www.youtube.com/watch?v=PByU6p9Ui28 Completion of the Count Me In Inclusive

Recreation Grant program was one of the best examples of inclusion practices for service in WA. A celebration event at Watershed Winery on 22 May 2014 was attended by 50 participants, family members, carers and support workers. Guest speaker, the Honourable Barry House congratulated the Shire on its success!

Disability Access and Inclusion Plan 2014-2016

endorsed by Council 25 June after a 28 day public consultation period.

https://www.youtube.com/watch?v=PByU6p9Ui28%20

New Access and Inclusion Policy was endorsed by Council. This is the Shire’s first policy in relation to access and inclusion.

Caravan Parks Tender awarded. Work commenced

on the Flinders Bay Caravan Park Office and Reception and construction of BBQ shelter and new toilets at Alexandra Bridge campground.

Preparation of annual rates, fees and charges and

annual budget progressed with briefings provided to Council and items accepted and adopted.

Family History Talks by SLWA: Margaret River

Library hosted the State Library WA to workshop family history research. Five sessions over two days with 50 people per session covered getting started, where to go and how to use key resources. The library subscribes to Ancestry.com and all patrons have free access in the library. 99% of attendees were satisfied. An ongoing partnership has been formed with U3A and a group meets weekly to pursue genealogy research.

Book Launch: The Library hosted a launch of the

new Montessori Cookbook. 40 people attended and were treated to food made from recipes featured in the book. Local chef Dany Angove, Leeuwin Estate, officially launched and signed the book. The library has two signed copies available to borrow.

As part of the Readers & Writers Festival in May

the library hosted two sessions, on travel photography and alternative publishing such as online and self-publishing. 20 people attended each session. Fantastic feedback was received.

Upgraded Library Management system. OCLC is a

cloud based library management system replacing the 20 year old system in May. Staff configured, tested and learnt the ‘public side’ of the new system to show library users all the new features now available to them.

Children’s Programs held at both Margaret River

and Augusta libraries included a gardening workshop where children painted a terracotta pot, then planted a seedling into the pot that they took home to care for. Over 30 children attended the workshops and had a great time!

The April school holiday programs launched the

new Lego Club sessions which were booked out with over 50 children attending both sessions! Children were put into teams and given challenges to win a prize. The end results were outstanding!

Storytime guest appearance by interstate author:

Chad Kolcze, author of several children’s picture books visited Margaret River Library in May. Chad entertained children and parents with a reading of his book Skate Session.

Scitech’s Early Childhood Inclusions roadshow program at the Margaret River Library in June was booked out with 30 children and 16 adults. The location enabled families with home-schooled children to attend.

New Pool blanket was fitted in June to provide cost

and energy savings for Aquatic centre. Recreation Foyer and Front Counter full

redevelopment is complete, including new reception and carpet, additions to café area and retrofitting of LED lights to pool and foyer in accordance with LEAP.

The Margaret River Industrial Area scheme

amendment was adopted in May. This provides an area for medium to long term industrial land area requirements in the Shire.

Successful defence of a number of appeals against

Council decision during the quarter.

Grants CCTV for Cowaramup Skate Park The Strategic

Crime Prevention unit of the WA Police awarded the Shire with $16,000 to install CCTV in Cowaramup Skate Park as a way of addressing graffiti and anti-social behaviour.

Workforce Planning Project. The Department of

Local Government and Communities awarded the Shire $25,000 to fund a workforce planning project to include online job applications, productivity data collection and training needs analysis.

Climate Change Response Plan. $50,000 was

granted from the Department of Planning to undertake a sea level change assessment study. to determine potential impacts from sea level rise to Shire assets, recreational uses and development along the Shire’s coastline, and identify solutions to reduce these risks. The coastal study is only one component of the Climate Change Response Plan. Other components include assessing climate change impacts upon fire and biodiversity, waterways, fauna wildlife and local culture and society.

Awards Skeg Bite – a film educating young people about

learning to surf, etiquette, equipment and technique was a finalist in the Injury Council of WA (ICWA) Injury Prevention Awards.

Staff Recognition for Works drainage crew, foyer

developments and Count me in Program.

Recreation Centre Redevelopments

Staff Recognition – WORKS drainage crew

Flinders Bay Caravan Park redevelopment

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Book Launch at Margaret River Library

Family History Talks School holiday programs

Storytime guest appearance

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Progress on Operational Plan Actions

Valuing the natural environment

Welcoming and inclusive communities

Managing growth sustainably

Vibrant and diverse economy

Effective leadership and governance

Completed

Future Action

In Progress

Ongoing

No Action

Completed

Future action

In progress

Ongoing

No action

Completed

Future action

In progress

Ongoing

No action

Completed

Future action

In progress

Ongoing

No action

Completed

Future action

In progress

Ongoing

No action

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Chief Executive Office

Chief Executive Office

Service Team Chief Executive’s Office

Responsibility Chief Executive Officer

Services Lead the management and administration of the Shire of Augusta-Margaret River,

delivering a positive and values based organisation

Facilitate the decision making and leadership of Council

Create and support productive and strategic relationships with the community and key

stakeholder groups

Manage the resources of the Shire to ensure sustainable performance and service

delivery

Provide confidential secretarial and administrative support to the Chief Executive

Officer and Shire President

Prepare for Australian Citizenship Ceremonies

Workforce 2 FTEs

Challenges Meeting the community’s expectations with available resources

Increasing visibility of Shire and demand on CEO and Shire President

Indicators Number of direct approaches to CEO and Shire President

Bi-annual Community Satisfaction Report

Community Outcome Shire Strategic Response

Activities and Priorities Key 1 Q 2Q 3 Q 4 Q Comment

1. Sense of identity and belonging 1.1 Foster participation in cultural events and activities that

encourage a sense of identity and belonging

1.1.1 Call for expressions of interest for

management of the Cultural Centre and enter

into a licence agreement for the centre for the

next five years

x x Completed

2. Liveable and well designed places

2.2 Develop and implement master plans for Shire facilities and

projects so they are well designed, have aesthetic appeal and

accessible by all

2.2.1 Seek sponsorship and develop a funding

application for funding for Stage 1 & 2 of the

Margaret River Cultural Centre

Redevelopment in accordance with Council

resolution of 28 August 2013

ST

x x x

Completed. Funding source

identified from R4R Regional Arts

Centres budget allocation of $24

million in 2014/15, Arts Margaret

River to establish tax deductable

gifts recipient status

1. Strong agriculture and viticulture sectors 1.1 Ensure Shire processes support the development of strong

agricultural and viticultural sectors

1.1.4 Convene regular meetings of the Industry

Leaders Group ST x x x x Ongoing

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2. Sustainable tourism industry 2.3 Provide family friendly quality caravan and camping

grounds to encourage visitors to extend their stay

2.3.1 Finalise the Turner Caravan Park

Business Plan and plan for the construction of

chalets to commence in 2014-15 using Caravan

Park Reserve Funds

x x x Completed

3. Infrastructure for economic growth 3.3 Facilitate access to affordable, high speed communication

networks for all residents and businesses

3.3.1 Lobby the Federal Government for priority

connection to the National Broadband Network x

Shire approval issued for NBN

towers in all settlements

4. Sustainable economic development 4.2 Retain commercial and retail activities through support

programs for year-round stability

4.2.1 Support continued operation of the Small

Business Centre ST x

Support as required and meeting

facilities provided

4.2.2 Provide facilities to hold regular events with

partners to act as a convenor of local businesses ST x x x x Ongoing

4.4 Foster sustainable economic growth which provides local

employment

4.4.1 Implement actions from the Economic

Development Unit ST x x x x

4.4.3 Work collaboratively with the South West

Development Commission (SWDC), other tiers of

government and the community sector to

maximise sustainable economic development

x x x x Completed

4.4.4 Attend Regional Airport Steering

Committee meetings convened by the City of

Busselton and support funding applications x x Ongoing

4.4.6 Foster sister city relationships with Haining

and develop promotional materials in appropriate

formats ST x x Ongoing

4.4.10 Sponsor initiatives in collaboration with

the City of Busselton through the Capes Regional

Organisation of Councils (CAPEROC)

governance structure

ST x x x x Ongoing

4.4.11 Review progress of sister city relationship

in conjunction with the South West Development

Commission (SWDC)

x x Completed

4.4.12 Participate in CAPEROC meetings and

convene meetings and provide secretariat services

in 2014

x x x x Ongoing

5. Improved educational infrastructure 5.1 Work collaboratively with other agencies to provide

enhanced tertiary education facilities

5.1.1 Work with Margaret River Education

Campus to investigate opportunities and

coordinate strategies to improve the vitality and

long term viability of the campus

ST x x Ongoing

1. Effective governance and corporate

leadership

1.1 Attract and develop high quality Councillors that are able

to lead and articulate the community’s aspirations

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1.1.2 Conduct prospective Councillor information

sessions prior to the opening of nominations for

the 2013 elections

x Completed. Briefing session held on

27 August 2013

1.1.3 Conduct comprehensive Councillor

induction program for incoming and returning

Councillors and coordinate ongoing Councillor

training

x

Completed. Councillor Induction

manual developed and distributed.

Induction day held 28 October.

Finance induction held and site visits

carried out 4 November. Media

training held in September.

1.1.4 Coordinate a comprehensive Councillor

development and capacity building program using

WALGA modules and other identified courses x x

Online training facilitated by EA

CEO on an ongoing basis.

1.2 Develop staff leadership through the organisation to assist

with accountable decision making

1.2.1 Develop the Shire as a values based and

driven organisation x x x x Ongoing

1.2.3 Promote and support Women in Leadership

program to foster greater participation of female

Councillors and staff into leadership positions x x

1.2.5 Facilitate staff participation in the LGMA

2014 Aspiring Leaders and Mentors Conference

in Margaret River

x Completed

1.3 Ensure Councillors and employees demonstrate the

importance of ethical behaviour and compliance with codes of

conduct

1.3.2 Provide Code of Conduct training for

Councillors x Completed

1.4 Provide Councillors with high quality and current

information for effective decision making

1.4.1 Conduct information workshops for

Councillors x x x x

Open Agenda Briefings and Concept

Forums being conducted

1.4.3 Conduct strategic planning days with new

Council in November/December 2013 following

the October elections with a follow up in February

2014

x x Completed

2. Effective strategy, planning and asset

management

2.5 Ensure the Shire's financial performance is well managed

and leads to a strong financial position

2.5.14 Review the Long Term Financial Plan

through the CEO appointed internal Expenditure

Review Committee and present options to Council

for increasing revenue and reducing operational

costs

x x x x

Completed. Updated Long Term

Financial Plan for the period 2014 to

2024 adopted by Council 9 April

2014 (ref Council minute

OM2014/59)

4. Highly skilled and motivated people 4.4 Ensure staff are consulted and are informed of key

decisions and issues within the organisation

4.4.1 Conduct regular staff meetings x x x x Ongoing

6. A culture of innovation, quality and

continuous improvement 6.1 Foster a culture of innovation and continuous improvement

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6.1.1 Implement a continuous improvement

program across the organisation x x Ongoing

6.2 Ensure Shire services and processes meet or exceed

customer needs and recognised industry standards

6.2.8 Complete review of policies by Council

adopting new policies in Economic Development,

Community Development and Recreation

x

90% completed. Economic

development policies adopted.

Physically Active Communities

Policy presented to Council at

Ordinary meeting 14 May 2014.

Access and Inclusion Policy out for

consultation end of May 2014. Youth

Policy and Community Safety

proposed for consultation end of

June 2014.

7. Measure and report on success and

sustainability

7.1 Effectively measure our success and progress to a

sustainable future

7.1.7 Convene tri-annual meetings of the Audit

and Risk Management Committee x x x

66% completed. Second meeting for

the year was on 12/2/14 and dealt

with the Compliance Audit return.

Third meeting planned to be held in

May/June to consider interim audit

results. However, at this stage no

formal feedback has been received

from the Auditors for the Committee

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Governance

Service Team Governance


Services Provide governance support services to the Chief Executive Officer and Council

Prepare agendas and record and distribute minutes relating to Council and Committee

meetings

Liaise with members of the community and other government agencies relating to

Council meeting matters

Coordinate compliance process and maintain and review governance registers in

accordance with relevant legislation

Provision of commercial trading permits

Workforce 1 FTE

Challenges Responding to increasing requirement for electronic reporting

Ensuring systems and procedures are developed for compliance

Responding to growing demand for permits for commercial trading

Indicators Number of direct approaches to CEO and Shire President

Annual Statutory Compliance Return


Activities and Priorities

Key

1 Q 2Q 3 Q 4 Q Comment


leadership

1.1 Attract and develop high quality Councillors that are able

to lead and articulate the community’s aspirations

1.1.1 Conduct biennial election program by postal

voting aimed at attracting a competitive field of

high quality candidates

x Complete



conduct

1.3.3 Complete and submit Statutory Compliance

Return and remediate any errors in a timely

manner

x

Completed (the CAR was adopted by

the ARMC and the Council on Feb

12 2014 Decision No:OM2014/17)

1.4 Provide Councillors with high quality and current

information for effective decision making

1.4.2 Hold meetings of Council x x x x Completed as per advertised

schedule


continuous improvement

6.1 Ensure Shire services and processes meet or exceed

customer needs and recognised industry standards

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6.2.1 Conduct a comprehensive rolling review of

Shire policies over a three year period.

x x

Final adoption of Economic

Development, Tourism, Iconic

Events Sponsorship, Caravan Parks

& Camping and Community Use of

the Cultural Centre policies, 23 April

2014 Decision Number OM2014/62

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Marketing

Service Team Marketing


Services Administration of icon events funding and sponsorship packages

Establishment and maintenance of Shire branding

Management, production and monitoring of Shire media, promotions and advertising

Graphic design services

Community, Shire and stakeholder event organisation

Workforce 1 FTE

Challenges Responding to increasing media requests as a result of wider distribution

Creating media to appeal to highly varying demographics

Responding to social changes in consumption of news, media and advertising

Maintaining knowledge and awareness of policy and activities across Shire business

units

Indicators Number of approaches by media

Public feedback to Shire and through media



Key 1 Q 2Q 3 Q 4 Q Comment

1. Strong agriculture and viticulture sectors 1.1 Ensure Shire processes support the development of strong

agricultural and viticultural sectors

1.1.2 Maintain a positive collaborative

relationship with the Margaret River Wine

Industry Association and promote the Margaret

River Wine Region as Australia’s premiere wine

region

x x x x

Launch of promotional DVD,

AMRTA sponsorship of rates,

provision of input into App project,

consultation re: events sponsorship.


relationship with the dairy industry and other

agricultural sectors x x x x

Completion of regional producers

book

2. Sustainable tourism industry 2.1 Work collaboratively with the tourism sector to increase

visitor numbers and length of stay to the Shire

2.1.1 Produce the Capes Regional Organisation of

Councils (CAPEROC) Calendar of Events in

conjunction with the City of Busselton x x Calendar complete

2.1.2 Develop a CAPEROC events website in

conjunction with the City of Busselton

x x x Software installed and content

loading continuing

2.1.3 Participate in the Regional Branding project

in conjunction with the Geographe Bay Tourism

Association

x x x Complete. Committee dissolved.

2.2 Work collaboratively with the tourism sector to promote

and develop eco-tourism

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relationship with the Augusta Margaret River

Tourism Authority (AMARTA) to measure visitor

numbers and impacts and maximise visitor

benefits to the Shire

x x x x

Negotiated sponsorship regarding

rates prizes and vouchers,

continuation of App project.

2.4 Encourage tourism in the Shire through the development

and support of iconic events

2.4.1 Sponsor iconic events that showcase the

Shire to national and international audiences ST x x x x

Sponsorship of 2014 Open Studios

and MR Surf Pro. Funding approved

for four more events in 2014/15

(Tennis, Open Studios, Tour of MR,

Emergence)

4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local

employment

4.4.5 Develop and maintain a comprehensive

suite of marketing materials, including foreign

language, to attract business investment ST x x x x Initiation of brand audit project

5. Community and customer focus 5.2 Communicate effectively with the community and promote

the Shire’s positive image

5.2.2 Review the Shire’s Marketing Plan

x x

5.2.3 Implement the Shire’s Marketing Plan x x x x

Ongoing production of collateral

including emergency contact, fire

break notice. Negotiation of

sponsorship for rates brochure.

Appointment of Rec Centre

photographer.

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Human Resources

Service Team Human Resources

Responsibility Manager Human Resources

Services

Employment

Personnel

Workplace Relations

Occupational Safety, Health and Wellbeing

Workforce Planning

Workforce 5.4 FTEs

Challenges

Ability to meet growing service demands with limited resources

Continual increase in the level of workforce legislative and reporting requirements

Labour market skills shortage

Declining employee health associated with an ageing workforce

Lack of an efficient and effective Human Resources Information System

Increase in demand for flexible working arrangements and career growth

opportunities

Diminishing level of supervisory and leadership experience within the workforce

Indicators

Number employees (headcount)

Number employment vacancies

Number workers compensation claims

Business Excellence Audit Rating – People

Occupational Safety and Health Audit AS/NZS4801:2001 rating





leadership

1.2 Develop staff leadership through the organisation to assist

with accountable decision making

1.2.2 Promote and support Emerging Leadership

program to foster leadership x

Twenty staff participated in the

LGMA Mentors and Aspiring

Leaders conference held in Margaret

River on the 3rd-4th April.

1.2.4 Participate in suitable programs with a

wider community benefit that demonstrate good

corporate citizenship x x x x

The Shire currently has seven

employees enlisted as external

emergency services volunteers



conduct

1.3.1 Provide Code of Conduct training for staff x Deferred until full staff meeting that

is to be held in July.

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2. Effective strategy, planning and asset 2.2 Develop long term Resourcing Strategy that is aligned to the

Community Strategic Plan

2.2.5 Undertake desktop review of Workforce

Plan x

Business Unit Workforce Plan

desktop review commenced

including updating position

descriptions, training requirements,

workforce risks and future action

plans.

4. Highly skilled and motivated people 4.1 Recruit, train and retain high achieving employees

4.1.1 Implement employee development and

growth program x x x x

LGMA Leadership Conference

attended by staff

4.1.3 Implement online training induction system x Deferred

4.1.4 Review induction program for new

employees

x

Review commenced with scoping

meeting being undertaken with key

stakeholders.

4.1.5 Review Shire training and development

plans x

Employee training plans submitted

within unit budgets

4.2 Recognise and reward high achieving employees

4.2.1 Facilitate employee recognition program x x x x

Peer nominations have been called

for and will be presented at the full

staff meeting that is to be held in

July

4.2.2 Negotiate a sustainable Enterprise

Bargaining Agreement in accordance with

Council's adopted budget for 2013-14

x x Finalised

4.3 Ensure the Shire provides a safe and fair workplace

4.3.1 Implement Occupational Safety and Health

Management Plan x x x x

There were 18 workplace inspections

undertaken. There was emergency

response training conducted for

wardens and six building drills

undertaken. The Shire undertook

expression of interest for expired

Safety Representatives of which the

Shire received four nominations.

4.3.2 Implement Equal Opportunity Plan x x x x

There was eight external and three

internal recruitment processes

undertaken this quarter.

4.3.3 Implement employee health program x x

Health Assessments were undertaken

with 32 staff participating. Flu

Vaccinations were conducted with

66 staff participating.

4.3.4 Review Occupational Safety Management

system

x x x x

Reviewed twenty standard operating

procedures

4.4 Ensure staff are consulted and are informed of key

decisions and issues within the organisation

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4.4.2 Coordinate the employee personnel

evaluation system x

The Performance Evaluation

Procedure has been reviewed and

submitted for Executive

Endorsement.

4.4.3 Develop an integrated performance

management system

x

A Department of Local Government

and Communities Workforce

Planning grant application has been

submitted to seek sponsorship to

undertake a full review of the Shire's

Integrated Performance Management

System


sustainability


sustainable future

7.1.5 Coordinate OSH Audit AS/NZS4801:2001

x Finalised

19

Directorate of Corporate and Community Services

Corporate and Community Services

Service Team Corporate and Community Services

Responsibility Director Corporate and Community Services

Services

Providing strategic direction, management and leadership for Financial Services,

Customer and Information Services, Community Development and Safety, Sport and

Recreation Services and Library Services

Providing corporate and administrative support

Undertaking Integrated Planning and Corporate reporting

Providing strategic input and advice as a member of the Executive Leadership Team

Delivering strategic projects and policy

Administering community contributions and donations

Managing the Light Fleet Program

Providing an interface between the Directorate, elected members, media and community

Workforce 3.5 FTEs

Challenges

Changing legislation in regards to corporate planning and reporting

Lack of efficient and integrated corporate software system

Competing demands of community groups

Indicators

Annual Report meets legislative requirements and timeframes

Integrated Planning and Reporting legislative requirements meet the basic standard

Dispersal of the annual round of Community Contributions and Donations requests

Availability of light fleet as required by the organisation in a cost effective manner



1. Sense of identity and belonging 1.2 Support community celebrations, events and local festivals

1.2.3 Develop and implement a Donations,

Sponsorships and Waiver of Fees and Charges

policy

x

Complete - Financial Assistance

Policy was adopted at the Ordinary

Council Meeting 11 September 2013

2. Liveable and well designed places


projects so they are well designed, have aesthetic appeal and accessible

by all

2.2.15 Undertake equipment upgrades to the

Margaret River Cultural Centre

x x

Successful Lotterywest grant

application advised 27 June 2014.

Project to proceed in 2014/15


leadership

1.5 Develop effective partnerships and strategic alliances to

maximise community benefits

20

1.5.1 Hold regular meetings with the Sport and

Recreation Advisory Committee x x x x Regular meetings held in 2013/14

1.5.2 Hold regular meetings with Arts Margaret

River x x x x

Licence agreement finalised and

effective 1 January 2014. Ongoing

meetings held between Shire and Arts

Margaret River management.


management

2.1 Develop and maintain the Community Strategic Plan that sets

long term directions and goals for the future of the Shire

2.1.3 Undertake a desktop review of the

Corporate Plan x x

Desktop Review in progress to be

presented to Council July 2014

2.1.5 Develop annual Operational Plan linked to

Corporate Plan and Annual budget x

Complete - Operational Plan has been

developed and quarterly reporting

implemented

2.1.6 Review Business Unit Plans for directorate

in line with strategic direction x x Ongoing review

2.1.9 Recruit a new Strategic

Planning/Organisational Development Officer

to manage the Integrated Planning and

Reporting program

x

Corporate Planner commenced June

2014

2.3 Develop and review long term asset management and

replacement plans

2.3.2 Program and fund a rolling ten year Light

Fleet Replacement Program x x x x

Developed as part of the Long Term

Financial Plan

2.4 Maintain and renew Shire assets according to agreed standards

2.4.5 Implement the annual Light Fleet

Replacement Program x x x x

Developed as part of the Long Term

Financial Plan



6.2 Ensure Shire services and processes meet or exceed customer

needs and recognised industry standards

6.2.4 Review and update procedures for

Corporate and Community Services directorate x x x x

New procedures and guidelines have

been developed for the Financial

Assistance Policy


sustainability

7.2 Report on our success and sustainability to the community and

stakeholders

7.2.1 Implement quarterly reporting against

the Operational Plan to Council x x x x

Quarterly reports have been adopted

by Council

7.2.2 Implement Annual Reports consistent

with the guidelines for the Department of

Local Government Integrated Planning and

Reporting Framework

x

Annual Report 2012-13 complete,

preparation for 2013-14 report

commenced

7.3 Develop indicators and measure the performance of the Shire

and the success in achieving its vision

7.3.1 Measure and report on Key Performance

Indicators in the Community Strategic Plan x

Key Performance Indicators

developed for reporting

7.3.2 Measure and report on Key Performance

Indicators in the Corporate Plan x

Key Performance Indicators

developed for reporting

21

Financial Services

Service Team Revenue

Responsibility Manager Finance

Services

Calculating, administering and collecting property rates

Ensuring the completeness and integrity of the Shire’s property records

Determining the fees and charges that apply for Shire services and facilities

Raising and collecting debts for sundry business services such as property leases and

usage of Shire facilities

Workforce 2.8 FTEs

Challenges Increasing revenue raised

Improving rate of debtor collection

Indicators Ratio of debts written off

Amount of rates paid by the due date




management

2.5 Ensure the Shire's financial performance is well managed and

leads to a strong financial position

2.5.6 Billing of property rates x x x x

Property Rates billed for 2013-14.

Rates for 2014-15 scheduled for

July/August 2014

2.5.7 Billing of sundry debtors x x x x Ongoing with no issues

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Service Team General Financing


Services

Administer the Shire’s investment portfolio

Administering the Shire’s loan portfolio

Manage the Shire’s financial reserves

Workforce Included in Finance FTEs

Challenges

Complying with investment guidelines

Maximising return on investment

Obtaining most favourable loan borrowing rate possible

Increasing the balance of the Shire’s reserves

Indicators

Level of debt outstanding

Ratio of loan repayments to revenue

Amount of interest on investments earned

Level of reserves compared to debt




management

2.5 Ensure the Shire's financial performance is well managed and

leads to a strong financial position

2.5.8 Administering the Shire’s investment

portfolio x x x x Ongoing with no issues

2.5.9 Administering the Shire’s loan portfolio x x x x No new loans proposed

2.5.10 Manage the Shire’s financial reserves x x x x Ongoing with no issues

23

Service Team Finance


Services

Preparing the Shire’s annual budget and long term financial plan and monitoring

financial performance against budget and plan targets

Calculating, reviewing and analysing monthly, year to date and annual financial results

Ensuring compliance with financial legislation and regulations

Assisting the organisation with general financial matters

Review the Shire’s insurances and ensure schedules are up to date and assets are

adequately insured

Workforce 4 FTEs

Challenges

Balancing the Shire’s annual budget

Preparing a balanced long term financial plan

Ensuring adherence to financial practices and legislation

Implementing fair value accounting

Indicators

Balanced budget

Improvement in financial ratios

No instances of non-compliance with financial legislative requirements




management

2.2 Develop long term Resourcing Strategy that is aligned to the


2.2.1 Undertake desktop review of the Long Term

Financial Plan x x

Completed LTFP for 2014 to 2024.

Next review to commence in late

2014 for 10 year plan to 2025.

2.5 Ensure the Shire’s financial performance is well managed

and leads to a strong financial position

2.5.1 Continue to monitor and analyse monthly,

year to date and annual financial performance x x x x Ongoing with no issues

2.5.2 Ensure monthly, year to date and annual

financial performance is in accordance with budget

and corporate performance targets and initiate

correct action as required.

x x x x Ongoing with no issues

2.5.3 Ensure revenue opportunities are maximised

by identifying grant opportunities, additional

revenue sources and cost recovery x x x x

Included in LTFP Review committee

objectives and incorporated into

LTFP desktop review

2.5.4 Use appropriate processes to assess the short

and long term financial viability of capital and

other projects x x x x



LTFP desktop review

2.5.5 Promote a whole of life assessment approach

for projects x x x x



LTFP desktop review

2.5.11 Preparation of annual budget x x Scheduled for adoption by Council

on 23/7/14

24

2.5.12 Preparation of financial reports x

2012-13 financial reports completed.

End of financial year audit

scheduled for 26 to 28 August 2014

for 2013-14 financials and will

require Annual Financial Report to

be completed by this time

2.5.13 Preparation of monthly management reports x x x x Ongoing with no issues


sustainability


sustainable future

7.1.3 Conduct external audit and interim audit

annually and remediate any problems within

timeframes x x

External and interim audits

conducted in 2013-14. End of

financial year audit scheduled for 26

to 28 August 2014.


sustainability

7.3 Develop indicators and measure the performance of the

Shire and the success in achieving its vision

7.3.3 Develop financial indicators for Business

Units

x No progress

25

Customer and Information Services

Service Team Customer and Information Services

Responsibility Manager Customer and Information Services

Services

Maintaining customer communication systems

Facilitating Light Fleet purchases

Providing printing and stationary supplies

Managing black power supply contract

Developing and reviewing corporate policies and procedures

Managing Service Teams, staffing and financials

Workforce 1 FTE

Challenges

Responding to growing demand for on-line services

Variable internet speed across the Shire

Increasing cost of power supply

Indicators

Quality checks of website undertaken

Competitive Black Power Supply contract in place

Increase in visitation to the Shire website




management

2.2 Develop long term Resourcing strategy that is aligned to the


2.2.7 Develop Information and Communication

Technology (ICT) Strategic Framework

x x

Strategy commenced to be finalised in

2014-2015

5. Community and Customer Focus 5.2 Communicate effectively with the community and promote the

Shire’s positive image

5.2.1 Review and refresh the Shire website every

four years

x x

Website nearly complete for launch

early 2014-2015

26

Service Team Customer Relations


Services

Delivering Shire one-stop-shop counter service

Delivering Department of Transport licencing service

Delivering Shire phone service

Delivering customer service training and support

Maintaining customer information and system

Workforce 6 FTEs

Challenges

Responding to growing demand for on-line services

Variable internet speed across the Shire

Increasing cost of power supply

Indicators

Number of customer complaints outstanding year to date

Percentage of complaints resolved within timeframe

Percentage of new employees completed Customer Relations induction

Department of Transport Licencing Services contract in place



5. Community and customer focus 5.1 Provide high quality customer and community focussed

services and programs across the organisation

5.1.5 Provide Department of Transport licencing

services x x x x Ongoing service provision

5.1.6 Provide one-stop shop customer service

centre x x x x Ongoing service provision

5.1.7 Renew Department of Transport licencing

agreement

x

Deferred - waiting on Agreement

to be sent from DoT

27

Service Team Records


Services

Delivering recordkeeping service to internal customers

Providing Freedom of Information (FOI) and Public Interest Disclosure (PID) service to

external customers

Maintaining recordkeeping systems

Ensuring compliance with legislation

Delivering recordkeeping training and support

Workforce 2 FTEs

Challenges Changing technologies and capturing appropriate records

Meeting legislative requirements in a digital environment

Indicators

Number of outstanding records year to date

Percentage of records actioned within timeframe

Percentage of FOIs and PIDs actioned within timeframe

Percentage of new employees completed Customer Relations induction



3. Effective knowledge and information

management

3.1 Ensure that information is managed in accordance with

statutory requirements and is available for decision making

3.1.1 Undertake review of Recordkeeping

Plan in line with legislative requirements

x State Records review completed

3.1.2 Provide recordkeeping service to the

organisation x x x x Ongoing service provision

3.1.3 Undertake annual Records Disposal

program x Complete

28

Service Team Information and Communication Technology


Services

Desktop support for 150+ computers

Maintenance and support of 15+ servers

Daily backup and on-demand restore services

Disaster recovery planning and maintenance

Workforce 2 FTEs

Challenges

Regional power infrastructure reliability

Specialised skill area

Changing technical environment

Indicators

Availability of network infrastructure during business hours

Average outstanding Help Desk support requests

Success of full monthly data backup

Percentage of new employees completed ICT induction



3. Effective knowledge and information

management

3.2 Ensure information and technology systems meet corporate

needs and add value to the Shire’s operations

3.2.1 Undertake review of Information and

Communication Technology Strategic Plan x x

Strategy commenced to be finalised in

2014-2015

3.2.2 Review Information and Communication

Technology Disaster Recovery plan x x Draft complete

3.2.4 Undertake phone system refresh program x x New phone system installed

3.2.6 Upgrade and extend software licensing to

meet the needs of the organisation x x x x Ongoing

3.2.7 Provide Help Desk support to users x x x x Ongoing service provision

3.2.8 Connect the Cultural Centre to fibre optic x Project deferred

29

Service Team Caravan Parks

Responsibility Manager Community Development and Safety

Services

Operation of:

– Turner Caravan Park

– Flinders Bay Caravan Park

– Alexandra Bridge Camping Ground

Develop and implement business plans to ensure the future sustainability of Shire operated

Caravan Parks and Camping Grounds.

Develop and implement annual small capital works improvement programs

Workforce 6.6 FTEs

Challenges

Increase in aged Australian population using caravanning for extended periods

Pressures on LG to sustain infrastructure and deal with infrastructure backlog

Changing requirements in the management of caravan parks

Increased cost of utilities

Capacity to improve business processes and procedures

Patronage dependant on weather

Ongoing difficulty in attracting and retaining skilled staff

Indicators

Level of occupancy

Level of customer service

Revenue generated from operations


Activities and

Priorities Key 1 Q 2Q 3 Q 4 Q Comment

2. Sustainable tourism industry 2.3 Provide family friendly quality caravan and camping grounds

to encourage visitors to extend their stay

2.3.2 Operate caravan and camping facilities

at Augusta and Alexandra Bridge x x x x Ongoing

2.3.3 Develop and construct a new office at

Flinders Bay Caravan Park x x x

Tender awarded and work

commenced for finalisation

2014-2015

2.3.4 Implement actions within Alexandra

Bridge Camp Ground Business Plan x x

New toilet facility and BBQ

shelter constructed


management


replacement plans

2.3.11 Undertake detailed planning of caravan

park infrastructure renewal and maintenance

requirements x x x x

Developed as part of Long

Term Financial Plan

30

Community Development and Safety

Service Team Community Development


Services

Bushfire recovery coordination and support

Youth, including coordination of Youth Advisory Council and operation of Zone

Room facility

Community safety and crime prevention

Disability access and inclusion

Arts and culture

Heritage

Community grants

Community capacity building

Augusta Historical Museum

Minor events

Community development advice, advocacy and support

Managing service teams, financials and staffing

Workforce 3.1 FTEs and 1 Trainee

Challenges

Increasing requirements and expectations of Access and Inclusion Standards

An ageing population, increased demand for youth activities and an increasing FIFO

population

Decreasing amount of funding from State Government, increased demand to provide

more community services, with a lack of some health and community services in the

local area

Cost of insurance in relation to community group activities

Increased cost of living including housing and availability

Costs associated with asset management

Indicators

Number of youth initiatives implemented

Number of young people attending Shire programs and activities

Level of occupancy of Zone Room

Number of Disability Access and Inclusion programs implemented

Number of community safety and crime prevention initiatives implemented

Level of customer satisfaction with Shire services


Activities and


5. Quality parks, gardens and green spaces 5.1. Ensure green and public open spaces cater for a range of

users including people with disabilities

5.1.5 Liaise with the community on disability

access and inclusion requirements x x x x

Regular meetings with Community

Access and Inclusion Reference

Group

31

1. Sense of identity and belonging 1.1 Foster participation in cultural events and activities that

encourage a sense of identify and belonging

1.1.2 Manage the Community Development

Fund x x

Funds distributed to 9 community

groups.

1.1.3 Implement Arts Policy and Cultural Plan x

Public Art Policy, Culturally

Active Communities Policy and the

Creative Blueprint: Arts and

Culture Plan adopted by Council

1.1.4 Support Historical groups x x x x

Regular meetings with the Augusta

Historical Society and regular

contact with the MRDHS

1.2 Support community celebrations, events and local festivals

1.2.2 Provide professional advice and support to

community groups x x x x

Email and telephone advice

provided on grant opportunities as

well as providing links to other

agencies that can assist

2. Equity and opportunities for all 2.1 Provide programs and facilities that encourage resilience in

seniors, young people and families

2.1.1 Review Disability Access and Inclusion

Plan x

Plan completed and endorsed by

Council 25 June 2014

2.1.2 Implement actions from the Disability

Access and Inclusion Plan x x x x

Strong progress made with

previous DAIP. New DAIP

adopted. Annual Report completed

and submitted to DSC for approval.

2.1.3 Review Youth Plan x x Completed and is now advertised

for public comment

2.1.4 Implement actions from the Youth Plan x x x x

11 YAC meetings Held as well as

activities and events such as the

Youth Water Tank Mural, National

Youth Week Beach Day, the

making of the Above the Influence

Film and subsequent Premiere, tree

planting and banner making for St

Georges Tce

2.1.5 Manage the Zone Room Youth Precinct x x x x

New fridge, kettle and furniture

purchased as well as broken

windows and lights replaced.

Booking ongoing

2.1.6 Implement actions from the Active Ageing

program x x x x

Planning for events that will occur

later in 2014/15 financial year

2.1.7 Develop Skate Park Precinct Plan

(Margaret River) for Council adoption and

identify funding sources

ST x x x

Council has adopted revised

timeframe for project as per LTFP

2014. Shire funds proposed for

2014-15 for Business Case,

Funding Applications 2015-16,

Construction 2016-17.

2.2 Ensure Shire facilities and services are accessible by all

2.2.1 Implement actions from the Disability

Access and Inclusion Plan x x x x

Strong progress made with previous

DAIP. New DAIP adopted. Annual

Report completed and submitted to

DSC for approval.

32

3. Strong community groups and networks 3.1 Support and value volunteers across the Shire

3.1.1 Organise ‘Thank a Volunteer’ celebrations x A Thank a Volunteer Day event

was held in December 2013.

3.2 Encourage community organisations and local communities

to work together to be self sufficient

3.2.1 Facilitate the ‘Community Connect’

program x x x x

Online database of community

groups was launched in October

2013 and will be re-promoted in

the coming months once new

website up and running.

Resources available on the

website have been updated.

Groups also receive regular info

regarding funding opportunities

3.2.2 Support Hall Management groups x x x x

Ongoing support to hall

management groups. Current

financial data and regular user

info has been received.

6. Safer communities 6.1 Provide community safety through regulatory and support

programs

6.1.1 Review Community Safety and Crime

Prevention Plan x x

This project has been delayed due

to competing priorities. Will

progress over the next two

quarters

6.1.2 Implement actions from the Community

Safety and Crime Prevention Plan x x x x

Road Safe bin sticker project

developed, CCTV for

Cowaramup Skate Park grant

funding successful

6.2 Enhance the Shire’s emergency and disaster management

capabilities

6.2.2 Facilitate Bushfire Recovery Program x

Finalising final public art pieces

which will conclude Bushfire

Recovery Program


leadership

1.5 Develop effective partnerships and strategic alliances to

maximise community benefits

1.5.3 Hold regular meetings with the

Community Access and Inclusion Reference

Group

x x x x Meetings held quarterly

1.5.4 Hold regular meetings with the Art and

Culture Advisory Group

x x x x

Meetings held and continued

email consultation undertaken

1.5.5 Hold regular meetings with the

Community Network Group


1.5.6 Hold regular meetings with the Youth

Advisory Council

x x x x

Meetings held weekly during

school terms

1.5.7 Hold regular meetings with the Liquor

Forum


33






adopting new policies in Community

Development

x

Public Art Policy, Culturally

Active Communities Policy,

Strengthening Youth Policy and

Access and Inclusion policies

developed

34

Service Team Rangers


Services

Community education

Regulatory service: dogs, camping, parking, abandoned vehicles, wandering stock

Administer cemeteries and niche walls

Animal management and stock control

Shark response

Act as Fire Control Officers and support to fire response requirements

Provide support to animals during emergency recovery

Administer the Fines Enforcement Registry

Administer and implement the Fuel Hazard Reduction and Fire Break Notice

Workforce 4.4 FTEs

Challenges

Meeting levels of servicing due to tourism, community expectations, population growth and

environmental sensitivities

High level of transient / seasonal / tourist population resulting in responsible camping issues

Competing interests during peak tourism periods impacting on current resources eg parking,

camping, fire break inspections, dog exercise areas

Increased levels of compliance / requirement regarding fuel hazard reduction and fire break

inspections

Implementation of Cat Act in November 2013

Indicators

Number of warnings issued

Number of infringements issued

Number of withdrawals

Number of firebreak inspections completed

Number of burials


Activities and

Priorities Key 1 Q

2

Q 3 Q 4 Q Comment


programs

6.1.3 Provide Rangers regulatory service x x x x Ongoing.

6.1.4 Provide dog exercise areas x x x x

Due to amendments to the Dog Act

1975, cls 5.1 and 5.2 of the Dog

Amendment Local Law 2011

becomes inoperable 31 July 2014.

A Council Resolution is now

required in order to enforce Dog

Exercise areas. A Report will be

presented to Council on 23 July

2014.

6.1.10 Develop and construct an animal

management facility in Margaret River x x Complete

35

Service Team Community and Emergency Services


Services

Maintain effective current local emergency management arrangements and test plan

effectiveness

Maintain a strong well prepared and responsive network of volunteer Bush Fire Brigades

Provide strategic advice on sub-division planning and fire protection standards

In partnership with Department of Fire and Emergency Services (DFES), develop and

implement emergency risk mitigation strategies for local town sites

Maintain a strong Local Emergency Management Committee in compliance with the

Emergency Management Act

Respond to emergency incidents

Workforce 1 FTE

Challenges

Increased sensitivities regarding fire prevention and preparedness

Increased demands on Fire Services due to climate change

Maintaining an active, trained volunteer Bush Fire Brigade network in a climate of diminishing

volunteer support

Consistent Emergency Services Levy operating funding source (DFES).

Managing the responsibilities of the role within a limited resource capacity on a 24 hours 7

days a week requirement

Growing level of Shire role in emergency management

Indicators

Number of incidents attended

Number of hours at incidents

Number of Bush Fire Brigade volunteers

Number of new volunteers trained

Number of hectares managed via fuel hazard reduction methods



4. Ecology and biodiversity protection 4.1 Collaborate with State Government to protect the

biodiversity of the Shire

4.1.4 Liaise with State Government on bushfire

strategies and resourcing x x x x

Awaiting advice from DFES

regarding success/failure of ESL

operating and capital grant

application

6. Safer communities 6.2 Enhance the Shire’s emergency and disaster management

capabilities

6.2.1 Provide community emergency services

and programs x x x x

Due to adverse weather conditions

proposed hazard reduction burns

were postponed. Brigades all

functioning well. Kudardup BFB to

be formed.

6.2.3 Implement Emergency Preparedness

Program x

Program completed - Council

endorsement to seek external funding

for continuation

36

6.2.6 Partner with Department of Fire and

Emergency Services (DFES) and the Office of

Bush Fire Risk Management in Bush Fire Risk

Management planning in the Shire

x x x

BRMP pilot programe continues -

completion date mid July 2014.

Community meeting held mid-June.

6.2.7 Facilitate the grant funded Community

Preparedness Program x x x See 6.2.3 above

37

Sport and Recreation Services

Service Team Recreation Centres

Responsibility Recreation Operations Manager

Services

Manage centre facilities in Margaret River and Augusta utilised by community groups,

schools, members, health workers and visitors

Manage indoor aquatic centre in Margaret River and hydrotherapy pool at Augusta

Manage gymnasium and group fitness facilities

Facilitate and schedule community health and sport programs

Facilitate private swim schools

Manage seasonal beach lifeguards

Provide café and catering services

Manage hire of rooms and facilities by users

Support Cultural Centre management group

Workforce 19 FTEs

Challenges

Availability of trained umpires

Seasonal variations with high demand/overuse and underuse/low demand

Lack of space

Age of infrastructure and building maintenance requirements

Better returns for usage on room hire

Access to qualified staff

Indicators

Percentage of the population using the Shire’s Recreation Centres

Percentage of annual active members of the Shire’s Recreation Centres

Number of sporting events and carnivals held

Shire facilities and sporting grounds meet the needs of sporting groups and the community


Activities and


5. Active and healthy lifestyles 5.1 Maximise participation in physical activity and promote the

benefits of healthy lifestyles

5.1.2 Operate Recreation Centres in Margaret

River and Augusta x x x x Ongoing service provision

5.1.3 Provide beach lifeguard services during

peak periods x x

Season completed with over

180,000 attending the Rivermouth

5.1.5 Partner with groups to provide children’s

active lifestyle programs x x x x Ongoing

5.1.6 Provide fitness programs that cater for

seniors and persons with a disability x x x x Ongoing service provision

5.1.7 Provide gymnasium equipment and

fitness programs that cater for the population x x x x Ongoing service provision

38

5.2 Provide the community with high standard recreational

facilities and sporting grounds

5.2.7 Complete Cowaramup Bowling Club

synthetic green upgrade x x x

Synthetic green installed with official

opening held February 2014


management


replacement plans

2.3.9 Undertake detailed planning of recreation

infrastructure renewal and maintenance

requirements x x x x Ongoing






adopting new policies in Recreation x x

Physically Active Communities

Policy adopted

39

Service Team Childcare

Responsibility Recreation Operations Manager

Services

Crèche

Out of School Hours Care (OSHC)

Vacation Care

Birthday Parties

Bouncy Castles

Workforce Included in Recreation Centres FTEs

Challenges Access to qualified staff

Indicators

Number of families and children registered for After Hours School Care

Number of families and children registered for Vacation Care

Number of children attending Crèche service



2. Equity and opportunities for all 2.1 Provide programs and facilities that encourage resilience in

seniors, young people and families

2.1.8 Provide Childcare services x x x x Ongoing service provision

2.1.12 Provide upgrades and equipment for

Childcare to meet legislative requirements x x x x Ongoing

40

Library Services

Service Team Library Services

Responsibility Manager Library Services

Services

Provide a community hub for all ages in which to meet, work, read & relax in Margaret

River and Augusta

Provide a collection that meets the needs of a diverse community

Provide a partnership with Curtin University of Technology Wine School

Provide a 24/7 library services including on-line services

Provide direct community involvement through the ‘Cocoon’ emerging artists’ gallery

space and an edible community garden

Provide programs for children and adults, and in partnership with other organisation

Workforce 6.5 FTE

Challenges

Changing demographics

Changing technical environment

Ageing infrastructure at Augusta

Changes to funding stream by State Government

Indicators

Percentage of annual active members

Number of participants for school holiday programs

Number of participants for children’s programs

Increase in visitation to the library websites


Activities and


4. Lifelong learning in the community 4.1 Provide and promote libraries as community hubs and centres

of information and learning

4.1.1 Operate a library service in Margaret

River and Augusta x x x x

4th Quarter comparison (12/13

with 13/14) shows a 2.5% increase

in visits to the library website and

a 411% increase to the library

blog. Total online visits have

increased by 12.8%. This

increase is on top of a 10.5%

increase in the 3rd quarter.

Internal signage completed at MR

Library, upgraded Library

Management system went live in

the cloud during May. This was

the culmination of months of

configuring, testing and

implementing and training for

library staff and our patrons.

Review and update of all library

procedures is an ongoing project

using the new library management

system and library staff are busy

41

learning new ways to do things

and showing our customers new

ways they can do things!

4.2 Promote programs that foster lifelong learning in the

community

4.2.1 Design and implement programs for

children and youth x x x x

Baby Rhyme Time Statistics; There

was a 10% increase in Baby Rhyme

Time attendance during the 13-14

financial year as 410 babies and

their parents attended sessions at

Margaret River Library.

Storytime statistics; Storytime

sessions recorded an increase of 7%

in children attending during the 13-

14 financial year. Over 880 children

came to the weekly sessions and

enjoyed stories, songs, rhymes,

music and craft with their parents.

School holiday activities were held

at both branches and over 110

children participated

4.2.2 Partner with groups to provide events that

support lifelong learning x x x x

The regular events programme at

Margaret River Library this quarter

included a very successful book

launch and Ancestry.com workshop

held over two days. 40 people

attended the book launch and were

treated to delicious food made from

recipes featured in the book and a

talk by local chef Dany Angove

from Leeuwin Estate, who officially

launched the cookbook. There was a

100% satisfaction rating from those

who attended with one person

adding an ‘Awesome’ box and

ticking it.

There were 5 sessions held over 2

days for the Ancestry.com

workshops and each session

attracted between 40-50 people, a

99% satisfaction rating was received

on the event. A partnership has now

been formed with U3A and a

genealogy group meets once a week

in the library to pursue family

history research.

As part of the Readers & Writers

Festival in May the library hosted

two sessions, one on travel

42

photography and one on alternative

publishing such as online and self-

publishing. Both sessions were

attended by approximately 20

people each.


management


replacement plans

2.3.10 Undertake detailed planning of library


requirements x x x x Budget preparation finalised

43

Directorate of Sustainable Development

Sustainable Development

Service Team Sustainable Development

Responsibility Director Sustainable Development

Services

Provide strategic direction, management and leadership for Planning and Development

Services, Environmental Health and Waste Services Business Units

Provide corporate and administrative support

Provide strategic input and advice as a member of the Executive Leadership Team

Deliver strategic projects and policy

Implement Council’s Land Asset Management Plan

Provide an interface between the Directorate, elected members, media and community

Workforce 4.5 FTE

Challenges

Changing legislative framework for statutory processes and waste management

Balancing growth with retention of community values

Establishing a sustainable waste service for the Shire

Indicators Delivering strategic projects in accordance with established timeframes

Efficient implementation of statutory processes and consistent decision making

Effective implementation of statutory, strategic and policy requirements.



3. Sustainable waste management 3.1 Reduce environmental impact of waste and maximise

conservation of natural resources

3.1.1 Progress the Regional Landfill Facility

project by implementing the

recommendations of CAPEROC as follows:

• Participate in a Regional Landfill

Working Group comprising key officers

from both local governments

•Undertake more detailed and onsite

assessment of the preferred sites identified in

the CAPEROC Regional Landfill Study

Report and further investigate governance,

management, financial and tenure options

for a Regional Landfill Facility

• Convene a workshop involving

CAPEROC members and the working group

as part of the further investigations on or

before October 2013

• Report back to CAPEROC prior to

March 2014 detailing the outcomes of the

further investigations and recommending a

preferred site/s and governance model

ST x x x

Complete. Preferred site endorsed

by CapeROC. Working group

established and workshops

undertaken.

44

1. Clearly defined areas for growth and

renewal 1.1 Implement Local Planning Scheme No.1 (LPS1)

1.1.2 Finalise a preferred long term location

for the Margaret River Police and

Courthouse

ST x Complete. Preferred site endorsed.

1.1.7 Finalise Stage 1 and commence Stage 2

of the Planning Policy review x Complete.

4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local

employment

4.4.9 Implement actions from the Tourism

Strategy

x x Complete


management

2.1 Develop and maintain the Community Strategic Plan that sets


2.1.7 Review Business Unit plans for

directorate in line with strategic direction x x Complete


replacement plans

2.3.6 Implement the Land Asset

Management Plan

x Complete

2.3.7 Review the Land Asset Management

Plan

x

Complete - review adopted by

Council in June





6.2.3 Complete review of local laws and

adopt remaining local laws where relevant to

the Shire's needs

x Complete


Sustainable Development directorate

x Complete

45

Planning and Development

Service Team Planning Services

Responsibility Manager Planning and Development Services

Services

Development control through implementation, monitoring and review of the Shire’s

Local Planning Scheme No. 1 and associated policy

Research and evaluation of development and growth issues, and preparation of local

government responses to ensure appropriate environmental outcomes

Liaison and partnership with State and Federal Government agencies on policy, plans

and legislative change

Guidance and advice to the community and broader stakeholders in relation to

development, subdivision, environmental protection and enhancement

Preparation and implementation of strategic goals and projects to encourage and provide

sustainable environmental outcomes

Provision of Geographic Information System (GIS) services to the organisation,

administration of the Intramaps public information system, and preparation of plans and

spatial data

Workforce 9.6 FTEs

Challenges

Managing the impacts of population growth and retention of the character and values of

the Shire

Increasing legislative and community requirements for greater rigour in development

assessment, and devolution of assessment matters (such as environmental and heritage

assessment) to local government

Balancing competing expectations of appropriate responses to growth with economic

development within the Shire

Indicators

Average number of days for determining major and minor development applications

Percentage of applications determined within statutory timeframes

Timely implementation of strategic programmes and Business Unit priorities




2. Climate change response 2.1 Plan proactively and respond to climate change

2.1.1 Develop a draft Climate Change

Response Plan

x x x

Scope increased through

achieving grant funding from

DoP, preparation commenced and

due for conclusion in 2015.

2.1.2 Establish a Carbon Emission Monitoring

program

x x x Complete

2.1.3 Implement actions from the Local

Energy Action Plan

x x

Revised LEAP advertised,

projects implemented and budget

allocation sought for 2014/15

2.2 Reduce the Shire’s corporate carbon emissions to meet adopted

targets

46


Energy Action Plan x x




2.2.2 Review the Local Energy Action Plan

and present to Council for adoption ST x x x




2.3 Assist the community to reduce their carbon emissions to meet

adopted targets


Energy Action Plan

x x




2.5 Encourage the adoption of renewable energy


Energy Action Plan

x x




4. Ecology and biodiversity protection 4.1 Collaborate with State Government to protect the biodiversity

of the Shire

4.1.5 Implement the Local Planning Strategy x x x x Ongoing

4.1.6 Implement the Leeuwin Naturaliste

Ridge Statement of Planning Policy x x x x Ongoing

4.1.7 Implement the Biodiversity Incentive

Strategy x x x x Ongoing

4.1.9 Undertake detailed investigations of

remnant vegetation and surface drainage areas

at the Structure Plan stage, and ensure

environmental improvements through the

development process

ST x x x x Ongoing

5. Quality parks, gardens and green spaces 5.1 Ensure green and public open spaces cater for a range of users

including people with disabilities

5.1.1 Scope additional playground

requirements and distribution through

preparation of a Public Open Space Strategy ST x x x x

Final version of POS Strategy

endorsed by the Council.

6. Unique and iconic coastal and natural

landscapes 6.1 Plan effectively to protect coastal and other key landscapes

6.1.1 Implement the Local Planning Strategy x x x x Ongoing

6.1.2 Implement the Leeuwin Naturaliste Ridge

Statement of Planning Policy x x x x Ongoing

1. Clearly defined areas for growth and

renewal 1.1 Implement Local Planning Scheme No.1 (LPS1)

1.1.5 Provide planning services x x x x Ongoing

1.1.6 Finalise a Developer Contributions

Plan x x x x In progress

1.2 Ensure new communities are developed using ecologically

sustainable development principles

47

1.2.1 Implement Local Energy Action Plan x x x x




2. Liveable and well designed places 2.1 Develop and implement master plans for centres, towns and

villages to preserve and enhance their unique character

2.1.1 Develop a Masterplan for the Augusta

Civic and Recreation Precinct for adoption

by Council

ST x x x x Draft to be reported toCouncil 23

July 2014

2.1.2 Prepare a business case and seek joint

venture interest for development of the

Augusta Retirement Village

ST x x x x Reported to Council 9 July 2014


projects so they are well designed, have aesthetic appeal and are

accessible by all

2.2.17 Finalise concept plan for Council

adoption and seek funding from the

Regional Boating Facilities Fund for staged

implementation of the Ellis Street Jetty

Concept Plan

x x x

Funding obtained, further review

of balance of concept plan to be

undertaken late 2014

3. Unique natural and settlement character 3.1 Protect heritage places, values and significant regional

landscapes in the planning scheme

3.1.1 Maintain the Shire’s local inventory list x x x x Ongoing

3.1.2 Ensure development consistent with the

landscape and character policies and provisions

of the Leeuwin Naturaliste Ridge Statement of

Planning Policy

x Ongoing

4. Connected and safe transport network 4.1 Develop and maintain a high quality transport network in

partnership with all levels of government

4.1.15 Review of the parking standards within

the Local Planning Scheme No 1 x x x x

Review undertaken and peer

reviewed, to be reported to

Council late July/early August

4. Sustainable economic development 4.1 Ensure the Shire’s regulatory environment is business friendly

and considerate of business needs

4.1.1 Work collaboratively with the City of

Busselton for consistency and to minimise

regulatory constraints x x x x Ongoing

4.4 Foster sustainable economic growth which provides local

employment

4.4.8 Work with Cowaramup Resort developer

to facilitate establishment of a resort ST x x x x Ongoing

48

Service Team Building Services

Responsibility Manager Planning and Development Services

Services

Ensuring buildings are safe, appropriate and compliant for use in accordance with the

Building Code of Australia

Providing professional advice regarding compliance with relevant legislation

Certification of building applications as a permit authority under the Building Act

Workforce 1.9 FTEs

Challenges

Changes in legislation including the introduction of the Building Act (2011) and

subsequent private certification and permit process

Increasing complexities in the assessment process, including addressing the

implications of Bushfire Risk assessment

Ongoing up skilling of staff to ensure knowledge of continuous evolution of the

building approvals framework

Indicators Percentage of applications determined within the statutory timeframe





programs

6.1.5 Provide building approvals and

compliance service x x x x Ongoing

6.1.6 Provide swimming pool compliance

monitoring

x x In progress

49

Environmental Health and Waste Services

Service Team Environmental Health

Responsibility Manager Environmental Health and Waste Services

Services

Manage health risks through ensuring food manufactured, supplied and consumed within

the Shire is safe

Ensuring risks to health from unsafe accommodation, buildings and public events are

effectively managed

Manage health risks through ensuring safe recreational and drinking waters

Managing health risks posed by biological hazards in the community through vector

borne disease control and infectious disease control

Minimising pollution and contamination to ensure the protection and management of

public and environmental health. It includes wastewater management, air pollution

management, pesticide management, noise management, smoking regulations,

contaminated sites management and waste management

Land use planning & development which encompasses the assessment of plans to ensure

the safety of proposals for development of the natural or built environment

Planning for and managing potential disasters and emergencies and developing

appropriate responses to minimise the negative impacts on public and or environmental

health and safety

Ensuring safe events within the Shire that comply with legislative requirements

Workforce 5.3 FTEs

Challenges

Limited resources to fulfil all areas of responsibility

Increasing breadth and complexity of Environmental Health legislation and Codes of

Practice to be implemented by Shire Environmental Health staff

Meeting community expectation for Environmental Health Officers to be technical

specialists over this diverse and evolving field

Meeting levels of servicing due to tourism, community expectations, population growth

and environmental sensitivities

High level of transient / seasonal / tourist population resulting in significant increase in

workloads

Competing interests during peak tourism periods impacting on current resources eg

complaints, inspections, sampling.

Increasing numbers of events within the region place substantial strain on the Shire to

ensure all events meet minimum regulatory requirements

Indicators

Number of applications for environmental health approval

Number of environmental samples taken

Number of health risk assessments achieved

Number of communicable disease notifications within the Shire of August Margaret

River

Number of Event applications processed by the Shire




1. Healthy waterways and foreshores 1.3 Implement measures to improve the quality of water entering

catchments

50

1.3.1 Participate in Department of Health

recreational water quality monitoring program x x x x Ongoing

1.3.2 Administer approval process for effluent

disposal systems x x x x Ongoing

1. Sense of identity and belonging 1.2 Support community celebrations, events and local festivals

1.2.1 Administer events application and

approval process x x x x Ongoing


programs

6.1.7 Provide events application and approval

service x x x x Ongoing

6.1.8 Provide caravan park and camping

grounds compliance service x x x x Ongoing

6.1.9 Provide environmental health services x x x x Ongoing

6.3 Undertake measures to ensure the protection of public health

6.3.1 Provide environmental health programs x x x x Ongoing

6.3.2 Develop and implement Regional Public

Health Plan x

Deferred until new Public Health

Act gazetted.

51

Service Team Waste Services

Responsibility Manager Environmental Health and Waste Services

Services

Provide a safe sustainable waste management service for the Shire

Provide waste disposal facilities management consisting of landfill operations,

recycling operations, transfer station operations, waste water treatment plant

Manage the waste disposal facilities and operations and services to acceptable

Council standards and Department of Environment and Conservation licence

requirements

Coordinate resource recovery and recycling services including processing, transport

and sales of recovered waste materials

Manage the development and construction of new assets and /or upgrading of existing

facilities to meet the needs of current and future generations

Community education

Manage kerbside domestic and recycling collection contracts and their programming

and delivery within the Shire

Workforce 8.9 FTEs

Challenges

State waste strategies and legislation aimed at moving to a low waste society within

the next decade through best practice, continuous improvements and waste diversion

target setting

Increasing waste volumes – growth and tourism, impacting on operations without

increases in staffing levels

Need for long term waste management planning at both local and state level

Waste generated from significant tourism numbers places an operational and financial

burden on the Shire and rate payers to fund

Access to confident data sets to underpin the measurement of strategies and services

Dirty recyclables becoming more and more common as a result of insufficient

opportunity to educate the community on correct recycling requirements

Site viability – lack of airspace could force closure of the landfill facility within 12

months

Seasonal impacts and high tourist numbers are placing unprecedented pressure on

existing waste management systems

Transport costs, lack of economies of scale, lack of access to end markets, and limited

capacity to generate funds place financial burdens upon local government with regard

to recycling operations

Cost of landfill relatively low compared to the cost of recovery operations, while cost

of landfill remains low it will undermine the economic viability of preferred uses,

such as recycling and hinders the achievements of the waste strategy and targets

Communications, engagement and education programs to ensure industry, community

and government entities essential to reduce waste generation. There is a need to invest

in education and promotion to limit long term staffing costs through increased waste

loads

Waste policy and compliance changes

Labour market skills shortage – difficult to attract staff, and aging workforce

Significant technical and specific landfill management skills required to manage

landfill operations

Community acceptance of user pays and polluter pays

Indicators Recyclables generation – tonnes per capita per annum

Domestic waste generation– tonnes per capita per annum

52

Total amounts of waste received at landfill

Kerbside collection participation rate

Recycling contamination rate

Municipal solid Waste - % waste diversion from landfill




2. Climate change response 2.2 Reduce the Shire’s corporate carbon emissions to meet adopted

targets

2.2.3 Undertake data collection of Shire

landfill facilities carbon emissions x Complete

3. Sustainable waste management 3.1 Reduce environmental impact of waste and maximise

conservation of natural resources

3.1.2 Prepare an application and seek works

approval from the Department of

Environmental Regulation for expansion of

the Davis Road Waste Facility

ST x x X X Complete. Application prepared

and submitted.

3.1.3 Manage Davis Road Waste Management

facility to best practice requirements x x x x Ongoing

3.1.4 Undertake a comprehensive

community survey for waste management

options and provision in the Shire and

report findings to Council

x x

Complete - Survey successfully

completed (700+ responses)

Findings presented to Council on

June

3.1.5 Prepare a report to Council on the

future options including the costs of

licencing requirements and ongoing

operations, service levels, cost recovery

improvements and framework for the Shire

Waste Transfer Stations

x

Complete - Report on transfer

stations completed and

recommendations endorsed by

Council at June meeting.

3.1.6 Undertake a viability assessment of

Davis Road waste facility to determine the

whole of life disposal costs to continue

landfilling on the site and compare with

alternative waste disposal options

x

Viability assessment due to be

completed in early July. Delays in

finalisation due to expansion of

scope to include modelling on the

City of Busselton Vidler Road

facility as a potential short term

waste solution and allow

comparison against other options.

3.2 Reduce raw material use and increase materials and energy

recovery

3.2.1 Review Strategic Waste Management

Plan

x

To be undertaken in 2014/2015.

Requires outcomes of viability

assessment to be finalised.

6. Safer communities 6.3 Undertake measures to ensure the protection of public health

6.3.3 Maintain kerbside collection contracts for

waste collection and disposal x x x x Ongoing

53

2 Liveable and well designed places



by all.

2.2.13 Implement strategies to determine

expansion and infrastructure requirements for

waste management x x x x Ongoing


management


replacement plans

2.3.8 Undertake detailed planning of waste


requirements x x x x Ongoing


management

2.4 Maintain and renew Shire assets according to agreed

standards

2.4.3 Develop annual schedules for

maintenance and renewal of Shire Waste

Services assets x x x x Ongoing

54

Directorate of Infrastructure Services

Infrastructure Services

Service Team Infrastructure Services

Responsibility Director Infrastructure Services

Services Provide strategic direction, management and leadership for Asset Services and Works Business

Units

Provide corporate and administrative support

Provide strategic input and advice as a member of the Executive Leadership Team

Deliver strategic projects and policy

Provide an interface between the Directorate, elected members, media and community

Workforce 2.8 FTEs

Challenges Ensuring that the Shire’s infrastructure and other assets are managed to provide an appropriate

level of service to the community

Ensuring that the Shire’s infrastructure and other assets are maintained in accordance with sound

asset management principles

Ensuring that the effectiveness of the Directorate is maximised through the development of

appropriate procedures

Ensuring that the Directorate’s capacity and capability meet strategic, customer and operational

needs

Indicators Projects are delivered on time, within budget and to appropriate standards

High level of customer satisfaction





2.1.4 Progress and complete Stage I of

Margaret River Main Street Town Centre

Improvements

ST x x x

Funded works on the east section of Bussell

Highway (between Higgins Street and

Churchill Avenue) completed.



by all

2.2.9 Complete Surfers Point Precinct in line

with staged construction works ST x x x

Civil works, amenities, landscaping, and

boardwalks and stairs have reached

practical completion. Contractors engaged

for construction of shelters, signage and

entry statement.

2. Effective strategy, planning and

asset management 2.1 Develop and maintain the Community Strategic Plan that sets


2.1.8 Review Business Unit plans for directorate

in line with strategic direction x x

55


continuous improvement 6.2 Ensure Shire services and processes meet or exceed customer



Infrastructure Services directorate x x

Helicopter landing, banner application,

crossover application and graffiti removal

procedures reviewed.


adopting new policies in Infrastructure x x

Review of existing policies completed.

Management of vegetation on Shire

reserves policy advertised.

56

Asset Services

Service Team Asset Services

Responsibility Manager Asset Services

Services Undertaking asset management

Undertaking development assessment

Undertaking project planning and management for Shire projects

Administering land tenure and management

Providing customer service and technical advice

Coordinating the development of reserve management plans and their implementation

Preparing and implementing building maintenance and inspection programs

Workforce 8.7 FTE

Challenges Ageing infrastructure nearing the end of its economically useful life

Increasing cost to manage Shire assets at the desired service levels

Improving asset management practices

Managing future asset demand and lifecycle cost

Indicators Asset consumption ratio

Asset renewal ratio

Asset sustainability ratio



1. Healthy waterways and foreshores 1.1 Develop partnerships to maintain and improve the quality of

beaches, waterways, rivers and wetlands

1.1.1 Implement actions from the State of the

Environment Report ST x x x

Weed Management Strategy prepared and

advertised for public comment. Provided

input to review of LEAP. Working with

WALGA to develop Biodiversity Strategy

and Prioritised Local Natural Areas.

Ongoing weed control and revegetation in

Shire Reserves.

1.1.3 Maintain partnership with Lower

Blackwood Landcare ST x x x x Partnership maintained

1.1.4 Maintain partnership with Cape to Cape

Catchment Group ST x x x x Partnership maintained

1.1.5 Implement findings of the District Water

Management Strategies ST x x x

Developers in East Margaret River required

to connect to Shire's recycled waste water

scheme for reticulation of public open

space in new subdivisions.

1.2 Manage responsibly coastal areas under the Shire’s control

57

1.2.1 Work with Leeuwin Tourism Precinct

Group to finalise the alignment of a trail/path

from Flinders Bay to Cape Leeuwin

ST x x

Flinders Bay to Boat Harbour under

investigation. Alignment through Boat

Harbour incorporated in Ultimate Concept

Plan. Boat Harbour to Ringbolt Bay not

commenced. Ringbolt Bay to Lighthouse

finalised.

4. Ecology and biodiversity

protection 4.1 Collaborate with State Government to protect the


4.1.1 Provide environmental management and

landcare services x x x x

Ongoing advice to internal and external

stakeholders

4.1.2 Prepare management plans for major

Shire reserves x x

Commenced preparation of landscape

management plan for Hardy Inlet Foreshore

(Turner Caravan Park to Colourpatch).

Developed draft framework for reserve

assessment and prioritisation.

4.1.3 Work with Department of Environment

and Conservation to achieve an appropriate

balance between conservation and park use x x x x

Liaison as required with Department of

Parks and Wildlife regarding cross tenure

management plans and signage strategies.

4.1.10 Implement rehabilitation of areas affected

by November 2011 bushfire events ST x x x x

Ongoing with recent efforts focussed on

replanting, weed and erosion control.

4.2 Educate the community and visitors on environmental

preservation

4.2.1 Establish and implement an environmental

awareness program x x

Commenced preparation of regular articles

to appear in local newspaper.


capabilities

6.2.4 Prepare bushfire mitigation strategies for

Shire managed land x x x

On hold pending finalisation of DFES risk

management planning guidelines.

2. Liveable and well designed places 2.2 Develop and implement master plans for Shire facilities and

projects so they are well designed, have aesthetic appeal and are

accessible by all

2.2.7 Finalise planning and programming for

Margaret River Foreshores upgrades ST x x Draft plan completed

4. Connected and safe transport

network 4.1 Develop and maintain a high quality transport network in


4.1.2 Progress detailed Bussell Highway street

designs for Perimeter Road Stage I, II

construction ST x x

Detailed design commissioned by Main

Roads WA. Land acquisition underway.

4.1.3 Undertake study of upgrade options at

Station Road – Wallcliffe Road intersection x

Regional Road Group funding sought and

approved for upgrade of intersection in

2014/15.

4.1.12 Prepare master plan for Augusta Airport x

Interim Development Plan prepared and

approved by Council. Master Plan to be

completed in 2014/15.

4.1.16 Provide customer service for the

Infrastructure Directorate x x x x Ongoing

4.1.17 Undertake quality control of developer

provided assets x x x x

Ongoing - major subdivision works

progressing at Brookfield and Rapids

Landing.

58

4.2 Provide a network of connected cycleways and pedestrian

pathways

4.2.1 Review Path Plan 2004 in line with

Townsite Strategy 2008 and Transport Strategy

2012 ST x x Deferred to 2014/15

4.2.9 Conduct bridle trails feasibility study x x Master Plan completed and adopted by

Council.

4.2.11 Finalise Rails to Trails Master Plan

and obtain environmental approval x x

Rail Trail officially named Wadandi Track.

Clearing permit obtained for most of the

length of the trail. Business Case prepared.

Lotterywest grant application lodged for

extension of trail to Witchcliffe in 2014/15.

3. Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents

and visitors

3.1.1 Assist Department of Transport to deliver

Augusta Boat Harbour Stage I x x x x

Sand supplied from Shire pit. Officer on

secondment as Clerk of Works. Shire

convening Community Reference Group.

3.1.2 Provide any assistance required by

Main Roads WA to progress development of

the Margaret River Perimeter Road

ST x x x x Shire supporting MRWA Community

Reference Group.


asset management 2.2 Develop long term Resourcing Strategy aligned to the


2.2.3 Undertake desktop review of the Asset

Management Plan x x

Consultants appointed to undertake

condition assessments of roads and

pedestrian structures. Outcomes will inform

review of Asset Management Plan.

2.2.10 Undertake desktop review of Ten Year

Capital Works Program x x Review completed.


replacement plans

2.3.3 Provide asset management planning

services ST x x x x

Asset Management Improvement Plan

nearing completion.

2.3.4 Provide land administration services x x x x

Ongoing. Native Title issues at Treeton

Road and Augusta Par 3 Golf Course

nearing resolution. Proposed closures of

Rigby Road, Waddingham Road & Boulter

Road in progress.

2.3.5 Conduct investigations into townsite areas

and light industrial areas with inadequate

stormwater ST x Deferred to 2014/15


standards

2.4.1 Develop annual schedules for maintenance

and renewal of Shire assets x x x

Maintenance and renewal needs for roads

and pedestrian structures under

investigation.

59

Works

Service Team Design, Construction & Maintenance

Responsibility Manager Works

Services Undertaking surveys and engineering design for key infrastructure

Constructing and maintaining infrastructure including roads, paths, kerbs and drainage, car parks,

streetscapes, aerodromes and foreshore facilities

Undertaking regular maintenance of roads, paths, drainage, roadside signage, car parks, boating

facilities, foreshores and airstrips

Workforce 40 FTEs

Challenges Balancing increasing community demand and the cost of providing new infrastructure and

ongoing maintenance

The shortage of key construction resources

Managing risk

Indicators Projects completed within budget, on time and to required standards



1. Healthy waterways and foreshores 1.2 Manage responsibly coastal areas under the Shire’s control

1.2.2 Commence staged implementation of

access, car parking and picnic facilities at

Ringbolt Bay, subject to receiving Coastwest

grant funding

x x Grant not successful. Project deferred.



2.1.5 Construct two disabled parking bays in

Blackwood Avenue (Augusta Town Centre

Streetscape improvements)

ST x

2.1.9 Implement Stage 2 of improvements to

the Town Centre Streetscape in Cowaramup

(drainage and landscaping)

ST x x

Project delayed by Main Roads WA

requirement to make significant

amendments to drainage and landscape

design.



by all

2.2.10 Prepare and implement public facility

improvements in the Shire vested land at

Gracetown in consultation with Department of

Environment and Conservation, Landcorp and

the community

ST x

Landcorp development has not progressed

so public facility improvements are on

hold.

4. Connected and safe transport

network 4.1 Develop and maintain a high quality transport network in


60

4.1.10 Undertake safety upgrade of Margaret

River Airport ST x

Costs of upgrading to meet CASA

requirements was estimated to be $300,000.

Terminal Instrument Flight Procedure

withdrawn so upgrading no longer required.

4.1.13 Provide survey design services x x x x Survey and design of 13/14 program

completed and 14/15 program commenced.

4.1.22 Complete widening/upgrading of

1200m on Ellenbrook Road and 3500m on

Fisher Road

x x Completed

4.1.23 Complete the 2013-14 reseal/overlay

program x Completed


asset management 2.3 Develop and review long term asset management and

replacement plans

2.3.12 Undertake detailed planning of depot


requirements x x Ongoing


standards

2.4.6 Undertake depot upgrades Stage 2 x x Majority of works completed

61

Service Team Parks and Gardens


Services Developing the Shire’s parks, gardens, reserves and cemeteries

Undertaking regular maintenance of parks, gardens, reserves, cemeteries, road reserves, trees

and recycled water system including testing

Managing fuel loads in parks and reserves

Workforce 11 FTEs

Challenges Balancing increasing community demand and the cost of providing parks and gardens and

maintenance

Managing risk

Indicators Projects completed within budget, on time and to required standards



4. Ecology and biodiversity protection 4.1 Collaborate with State Government to protect the


4.1.8 Undertake targeted weed control in priority

areas x x x x

5. Quality parks, gardens and green

spaces 5.1 Ensure green and public open spaces cater for a range of

users including people with disabilities

5.1.3 Install playground equipment throughout

the Shire x x Complete

5.1.4 Maintain Shire parks and gardens x x x x Ongoing


capabilities

6.2.5 Implement bushfire mitigation strategies

for Shire managed land x x x x

Ongoing. Strategic firebreaks prepared for

14/15 summer.



replacement plans

2.3.13 Undertake detailed planning of

playground and skate park infrastructure renewal

and maintenance requirements x x

Ongoing review of playground condition

and demands

62

Service Team Workshop


Services Purchase of the Shire’s vehicle and plant fleet and equipment

Maintenance of the Shire’s vehicle and plant fleet and equipment

Workforce 3 FTEs

Challenges

Funding of the Shire’s fleet

Optimising fleet utilisation

Reducing downtime

Indicators

Fleet utilisation

Optimum replacement

Whole of life cost

Downtime

Maintenance failure

Flat rate repair times





replacement plans

2.3.1 Program and fund a rolling ten year Heavy

Plant Replacement Program x Completed


standards

2.4.2 Undertake annual maintenance and

renewal works of Shire assets x x x Completed

2.4.4 Implement annual Heavy Plant

Replacement Program x x x x Completed

63

Shire of Augusta Margaret River Main Administration Office 41 Wallcliffe Road (PO Box 61) Margaret River 6285 P: 08 9780 5255, F: 08 9757 2512 Office Hours: Mon to Fri, 9am – 4pm Phone enquiries: 8am – 4.30pm Augusta Administration Office 66 Allnutt Terrace Augusta 6290 P: 08 9780 5660, F: 08 9758 0033 Office Hours: Mon to Fri, 9am – 4pm (closes for lunch 12pm — 1pm) Phone enquiries 8am – 4.30pm

www.amrshire.wa.gov.au [email protected]

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

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