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STRATEGIC

COMMUNITY

PLAN

2019 – 2029

Adopted by Council 29th May 2019

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TABLE OF CONTENTS

1. Introduction……………………………………………………………….………………………………….…….…….….4

1.1 Community Engagement Strategy.…………………………………….…….…...........................................5

1.2 The Shire of Mount Magnet………………………………………………….………………………………….7

1.3 Population Trends…………………………………………………………….………………………………….8

2. Vision ………………………………………………………………………………….…………………………………10

3. Mission…………………………………………………………………. .....................................................................10

4. Values ………………………………………………………………………………………........................................11

4.1 Service……………………………………………………………………………………………………………11

4.2 Responsiveness…………………………………………………………………………………………………11

4.3 Involvement……………………………………………………………………………………………………...11

4.4 Responsibility……………………………………………………………………………………………………11

4.5 Equity……………………………………………………………………………………………………………..11

4.6 Accountability……………………………………………………………………………………………………11

5. Goals………………………………………………………………………………………………………………………………..12

5.1 Infrastructure…………………………………………………………………………………………………….12

5.2 Community Development………………………………………………………………………………………14

5.3 Environment……………………………………………………………………………………………………..14

5.4 Economic Development………………………………………………………………………………………..14

5.5 Governance………………………………………………………………………..........................................16

6. Principal Activities………………………………………………………………………………………………………………...17

6.1 General Public Services and Governance…………………………………………………………………...17

6.2 Law, Order and Public Safety………………………………………………………………………………….17

6.3 Environment and Health………………………………………………………………………………………..17

6.4 Housing and Community Amenities…………………………………………………………………………..17

6.5 Recreation and Culture…………………………………………………………………………………………17

6.6 Transport…………………………………………………………………………………………………………18

6.7 Economic Services……………………………………………………………………………………………...18

7. Monitoring and Updating Arrangements………………………………………………………………………………...18

8. Acknowledgement…………………………………………………………………………………………………………19

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Introduction

The Strategic Community Plan 2019-2029 is prepared as required under Section 5.56 of the Local Government Act 1995 and in accordance with the Integrated Planning and Reporting Guidelines prepared by the WA Department of Local Government. The Strategic Community Plan 2019 - 2029 is prepared as a draft in the first instance for the purpose of community engagement through several community workshops, surveys and formal submissions to the Plan. In this regard the format of the previous Plan has been used in this draft and where applicable, issues raised by the community at either/or workshops, surveys and submissions have been included for consideration by Council. Based on a ten year outlook the Plan’s key objectives are identified for the Shire of Mount Magnet as follows:

▪ Vision and Mission

▪ Statement of Values

▪ Goals

▪ Infrastructure

▪ Community Development

▪ Environment

▪ Economic Development

▪ Governance

▪ Principal Activities

▪ Monitoring and Updating Arrangements

▪ Acknowledgement

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1.1 Community Engagement Strategy

What is Community Engagement?

Community engagement involves a variety of activities with the purpose of involving community members in the development of Council’s Strategic Community Plan, Corporate Business plan and other strategy plans relevant to the delivery and operation of Council. It is a process that provides an opportunity for community to be involved in the decision-making process. It contributes respected insight and information on identified key priority areas and how they see their community growing.

Community engagement is about encouraging involvement, participation and communication between Council and its community members. Overall, the information gained through the community engagement process offers valuable support to Council and enhances their capability to make well informed, sustainable and realistic decisions that will lead to, and benefit both Council and community together.

Why do we engage?

So that we can connect with you – the community. In order for us to understand what’s affecting you and to know what sort of place you’d like the Shire of Mount Magnet to be in the future, we need to reach out and provide the opportunity for you to participate. By engaging with you, Council aims to build confidence and strengthen its relationship with the whole community. Our hope is that as you become more aware and familiar with the community engagement process, you will also become more confident in the decisions made. Good community engagement will lead to:

- better project and service delivery outcomes - community confidence in the decision-making processes - improved quality of policy being created - building a more resilient relationship between Council and the community - Council enhancing their reputation and image within the community - increased awareness and understanding of community issues - better shared partnerships and networks - opportunities for a diversity of voices to be heard - improved problem solving strategies of complex issues and emerging issues - empowerment of a community. Able to identify priorities, participate in problem solving and take

ownership. Following the community consultation and engagement process, the results will be collated and analysed and included in the final Strategic Community Plan 2019 -2029 for Councils consideration and adoption. The final recommendations within the Plan will be considered together with other vital information that maybe legislative, financial or technical in developing outcomes that will inform, guide and influence Council’s decision-making process.

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The completion of the Strategic Community Plan has involved a program of community consultation with meetings, workshops, surveys, advertising and formal submissions arranged as follows:

➢ Advertising commenced December 2018

➢ 18 December 2018 – ANZAC Hall community meeting (Attendance 12).

➢ 26 February 2019 – Council Chambers meeting (Attendance 10).

➢ 16 March 2019 - Street Side workshops held on main street (x 2 tables).

➢ 22 May 2019 - Workshop with Yulella Aboriginal Corporation (Attendance 16).

➢ Proposed workshop meeting with Mount Magnet District High School students – May 2019

➢ Survey form distributed to the community through December 2018 to May 2019.

➢ Formal submissions requested from December 2018 until May 2019.

➢ Web link provided on Shire of Mount Magnet web site – commenced December 2018.

➢ Notices provided at prominent sites around town from December 2018 to May 2019.

As noted above following the first community workshop held on 18th of December 2018, the second community workshop held on 26th of February 2019, the street side workshop held on 16th of March 2019 and the workshop held at Yulella Aboriginal Corporation on 22nd of May 2019, a total of sixteen submissions and surveys were received for inclusion into the Strategic Community Plan document. In addition, comments received at the community workshops were also included into the draft document. Council held a specific workshop on 22nd of May 2019 to review all comments, submissions and surveys received to consider for inclusion in the final Strategic Community Plan 2019-2029. The final adoption of the Strategic Community Plan will then lead to Council utilizing the information in the preparation and completion of its requirements to complete the Corporate Business Plan, the Long Term Financial Plan, the Asset Management Plan and the Councils Workforce Development Plan.

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1.2 The Shire of Mount Magnet

Shire Office & Council Chambers Lot 163 Hepburn Street

MOUNT MAGNET WA 6638

Postal Address PO Box 62 MOUNT MAGNET WA 6638

Telephone (08) 9963 3000

Facsimile (08) 9963 4133

Email shire@mtmagnet.wa.gov.au

Website www.mtmagnet.wa.gov.au

Office Hours 9:00am to 4:00pm Monday to Friday

Auditor To Be Advised

Bankers Commonwealth Bank

The Shire of Mount Magnet covers an area of 13,877km2 in the Mid-West Region of Western Australia, and has a population of approximately 640 people. The town of Mount Magnet is the major residential and business area in the Shire. Mount Magnet town is located 567 kms north of Perth at the junction of the Geraldton - Mount Magnet Road with the Great Northern Highway. The mining and pastoral industries form the economic base of the Shire with tourism becoming an important contributor to the local economy.

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1.3 Population Trends

In the Australian Bureau of Statistics (ABS) 2016 census data, there were 485 people recorded as being resident

in the Mount Magnet district where of this total population approximately 54.5% were male and 45.5% were

female. Aboriginal and/or Torres Strait Islander people comprised 21.4% of this population. This is a decrease on

the 2011 ABS census data where the total population of Mount Magnet was identified as 640 of which 36% are

Aboriginal. Within the township of Mount Magnet there were some 530 residents of which 43% were Aboriginal.

Notwithstanding this demographic decrease between the 2016 and 2011 ABS census data, the census data still

indicates that the Mount Magnet district remains largely non-indigenous population that occupy the surrounding

pastoral stations and mining leases. The Shire of Mount Magnet challenges the 2016 census data in regard to

the indigenous population percentage whereby Council contends that the indigenous population of Mount Magnet

is not accurately reflected in the ABS 2016 census data. The majority of the indigenous population reside in the

town residential area. Council believes the total percentage of the indigenous population is circa 40% to 42% of

the total town population. In support of this argument, data available from the following sources would correlate

directly as follows:

▪ Rates assessments data from Council, especially in regard to public and community housing such as

the Murchison Regional Aboriginal Corporation (MRAC) where the majority of tenants occupying these

properties are indigenous. The private rental market also provides property residences to mainly the

indigenous population.

▪ School enrolment data from the Mount Magnet District High School (MMDHS) for the 2019 year is

circa 95 enrolments3. In this regard approximately 80% of the total school enrolments are indigenous

that again supports this submission regarding the total town indigenous population is circa double

percentage than that reflected in the 2016 ABS census data.

Employment data for Mount Magnet indicate that there were 163 people who reported being in the labour force in the week before census night in Mount Magnet and of these 57.1% were employed full time, 23.3% were employed part-time and 12.3% were unemployed. It should be noted that this census data was collected on the defined census period and therefore did not necessarily capture the persons who are engaged in the mining industry on a ‘fly in fly out’ (FIFO) basis. That is, the census data reflect that approximately 23.1 % of people employed in the (gold) mining industry that were more than likely local based residents rather than FIFO mining industry workers given the high number of persons employed in the mining industry. In this regard while not included specifically in the ABS census demographic (and employment) data they still have an impact on services required in the district such as the requirement to generate a need for roads maintenance and construction, recreation facilities and retail services. Catering for the needs of mining workers will continue as an important factor in future years as mining activity grows.

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The 2016 ABS data is therefore an important statistical basis when considering the contents of the Strategic Community Plan 2019 -2029, especially in regard to the Values, Goals and Principal Activities of the Plan and where data extrapolated from the census data should influence the direction and recommendations of the Plan. For example, where there is a correlation between 56.3% of private dwellings in Mount Magnet being occupied and 43.7% being unoccupied and Goal 5.2 – Community Development to encourage mining companies to house workers in town and reduce their reliance on FIFO. Or to increase employment opportunities where the median weekly personal income for people aged 15 years and over in Mount Magnet was $528 with Goal 5.4 to facilitate economic development and encourage and support investment and employment opportunities.

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2. Vision

Mount Magnet will be a self-reliant, strong regional community with services and facilities to support an active and vibrant community population that values, maintains and shares the region’s unique natural and built environment.

3. Mission

The Council of the Shire of Mount Magnet will provide local civic leadership and governance through good decision making, accountability and transparency. We will protect and enhance our unique culture, heritage, economy and the environment for the people of our community. We will do this through promoting a healthy and sustainable lifestyle, by caring for our community assets and by fostering a prosperous economy.

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4. Values

4.1 Service Council will strive to achieve excellence, quality and pride of service to the community in a cost effective, open and courteous way.

4.2 Responsiveness

Council will be responsive to the needs of the community.

4.3 Involvement Council will provide avenues of participation and be accessible to the community.

4.4 Responsibility

Council will act with integrity and in a financially responsible, sustainable manner in the interests of the community.

4.5 Equity

Council will treat and provide services to the community in an equitable manner.

4.6 Accountability Council will make decisions on behalf of the community in an open and accountable way.

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5. Goals

The following goals were identified in the Strategic Community Plan 2012 -2022 and have been retained as Headings pending any changes requested by the community and/or decided by Council in the final Strategic Community Plan 2019 -2029. Under each Goal are community priorities that were identified by those community members who attended the meetings during the preparation of the original Strategic Community Plan 2012 -2022. Additional goals and/or comments from the 18th December 2018 community workshop and surveys/submissions received up until 26th February 2019 have been included in relevant section goals highlighted in red noting some are repeated in different sections.

5.1 Infrastructure

To ensure that Council has well planned, constructed and maintained infrastructure that is managed on a sustainable basis and meets the needs of present and future communities. ▪ Focus on the sustainable upgrade and maintenance of existing assets with an emphasis on the

following:

➢ Heritage Old School Building - Listed on the Heritage Council of Western Australia Register of Heritage Places – Return structure to a sound and functional condition. Develop into a community, cultural, heritage, learning and activity centre.

➢ Shire Administration Building - Listed on the Heritage Council of Western Australia Register of Heritage Places – Maintain the building as the headquarters of the Shire and research options for development of Council Chambers building.

➢ Old Hospital Site – Identify and investigate options for maintaining ‘façade’ of building site for heritage purposes.

➢ Recreation Centre – Modify and expand Recreation Centre to include a Youth Centre.

➢ Memorial Swimming Pool – Upgrade shade areas in complex.

➢ Rural Road Network – Continue to form up and shape unsealed rural roads to ensure they meet WA Main Roads funding requirements and encourage use by tourists. Include annual review of road network to upgrade grids, bores and signage.

➢ Urban Road Network - Maintain the sealed urban road network and rectify any drainage problems in the township of Mount Magnet.

➢ Mount Magnet Racecourse – Develop infrastructure at racecourse to allow for potential caravan and RV overflow.

➢ Signage – Increase and improve interpretative and tourism signage.

➢ Pensioner Units – construct additional pensioner units.

➢ Water Park – Consider construction of Water Park feature.

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5.2 Community Development To provide, in partnership with other organisations, for the social, recreational and cultural needs of residents and encourage a sense of involvement and community pride.

➢ Recreation Centre - Develop activities for youth focusing on facilities for youth at the

Recreation area.

➢ ANZAC Hall and Cinema - Increase utilisation of the ANZAC Hall and Outdoor Cinema.

➢ Main Street Development - Upgrade the Main street, including improvements to shop fronts and the provision of entrance statements and new signage. Consider opportunities for public art.

➢ Pensioner Units - To adequately maintain and upgrade the Pensioner Units and pursue options for additional units.

➢ Public Insurance - To support community groups by assisting with the provision of public liability insurance.

➢ Mining Fly In Fly Out - To encourage mining companies to house workers in town and reduce their reliance on Fly In Fly Out.

➢ Health Care - To lobby the Government for improvements in health care such as the provision of a new Nursing Post and Home and Community Care Services and develop specific Health Care Statement for Mount Magnet.

➢ Indigenous Volunteers – Support the increase and involvement Indigenous Community Volunteers.

➢ Recreational Facilities - Consider redevelopment of tennis court and promote use of squash courts.

➢ Elderly Population - Increase elderly participation in community activities.

➢ Golf Course - Investigate and consider alternative uses for the Golf Course

5.3 Environment

To promote and protect the quality of the Mount Magnet natural and built environments in cooperation with the business community, local Aboriginal organisations and the mining, tourism and pastoral industries.

➢ Cemeteries - Improve the appearance of the Cemetery by improving facilities in accordance

with Councils Cemeteries Management Plan recommendations.

➢ Barimaia Creek - Upgrade the Barimaia Creek reserve by the provision of walking tracks and

signage.

➢ Town Drainage - Address the town creek drainage issues.

➢ The Granites - Support the conservation and development of the Granites as a site for

Indigenous tourism.

➢ Recreation Area - Increase trees around the Recreation Centre area.

➢ Old Buildings - Encourage the restoration or removal of derelict buildings in the town – both residential and commercial.

➢ Murchison Regional Vermin Council - Support the Murchison Regional Vermin Council to

continue the program of eradicating wild dogs in the District.

➢ Waste Management - Investigate waste management options for the development of the

waste landfill site.

➢ Disused Mining Sites - Encourage the rehabilitation and improvement of disused mining

sites.

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5.4 Economic Development To facilitate economic development and encourage and support investment and employment opportunities.

➢ To modify the Town Planning Scheme to enable the development of semi-rural, lifestyle

blocks close to town.

➢ To encourage development of industries reliant on the availability of natural gas.

➢ To operate the Mount Magnet Bluey Osmond Airport on a commercially sustainable basis.

➢ Support regular flights that are affordable and reliable.

➢ To operate the Caravan Park as a viable business and research expansion opportunities for

the Caravan Park.

➢ Research economic development opportunities such as abattoir, and BP site and Hotel redevelopment.

➢ Promote the ongoing mining and pastoral industries in the Mount Magnet District.

➢ Investigate and support training opportunities for the community in the local job market that includes in the mining sector.

➢ Internet improvement to ensure the ongoing viability of businesses.

➢ To develop and promote tourism with a regional focus in co-operation with Tourism WA and

other Local Government authorities including particularly indigenous and the astro-geo

tourism areas.

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5.5 Governance To ensure that Council demonstrates effective, open and responsible governance.

➢ Council Representation - The current number of seven Elected Members is considered

appropriate.

➢ Election Process - Election of the President and Deputy President by fellow Councillors is

considered appropriate.

➢ Training - Focus on continued training and support for Elected Members.

➢ Communication - Demonstrate effective and transparent local government based on

consistent communication with the community.

Elected Members Top (L-R) Cr Jorgen Jensen (Shire President), Cr Jason Homewood (Deputy President) Cr Eliz Morris, Cr Mary Ford,

Bottom (L-R) Cr Karen Williams, Cr Karen Morrissey, Cr Jim McGorman

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6. Principal Activities

6.1 General Public Services & Governance

Financial Services

Administration Services

Electronic Data Processing

Elected Members

Grants

6.2 Law, Order & Public Safety

Local Laws & Regulations

Animal Control

Bush Fire Control

Car Parking

Counter Disaster

6.3 Environment and Health

Planning & Building Control

Operation of Septic Systems.

Mosquito Control

Waste Management Services

Litter Control

Street Sweeping

6.4 Housing and Community Amenities

Council Chambers

Staff Housing

Cemetery

Old Hospital

Rural Transaction Centre

Public Library

Anzac Hall

Recreation Centre

Public Toilets

Street Lighting

Pensioner Units

Outdoor Cinema

6.5 Recreation and Culture

Sports Oval

Netball/Basketball Courts

Memorial Swimming Pool

Foster Park Playground

Federation Park

Library

Mining and Pastoral Museum

Barimaia Creek

Fitness Centre

BMX/Adventure Park

Granites

Tourist Trail

Golf Course

Other Recreational & Cultural Activities

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6.6 Transport Rural Roads

Urban Roads

Main street

Culverts & Causeways

Kerbs, Guttering and Driveways

Footpaths

Nature Strips

Traffic Management

Plant and Machinery

Depot

Landfill

6.7 Economic Services

Visitor Centre

Airport

Caravan Park

Private Works

7. ARRANGEMENTS FOR MONITORING AND UPDATING The Ten Year Strategic Community Plan will be reviewed annually in conjunction with the Four Year Corporate Business Plan. This process will involve a program of community consultation similar to that detailed above and take place in the first five months of the calendar year prior to adoption of the Corporate Business Plan, Four Year Budget and the Statutory Budget. Performance against the Corporate Business Plan will be monitored by Council on a quarterly basis and reported to the community on an annual basis. Reference will be made to the Strategic Community Plan as required. Financial/Asset Management performance indicators such as operating surplus ratio, current ratio, debt service ratio, asset consumption ratio, asset sustainability ratio and asset renewal funding ratio will be monitored and reported on annually in the context of the Corporate Business Plan and Annual Report.

The Ten Year Community Strategic Plan will be reviewed in full prior to 2024.

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ACKNOWLEDGEMENT OF THE SHIRE OF MOUNT MAGNET ROLE

The Shire of Mount Magnet has a custodial role in initiating, preparing and maintaining the Strategic Community Plan 2019

- 2029 on behalf of the community, but is not wholly responsible for its implementation. Achieving the goals of this Plan for

the future Mount Magnet will require joint action by the whole community. Council has attempted to honestly record and

faithfully translate community comments in this document to reflect a balance of the issues raised.

ACKNOWLEDGEMENT OF THE MOUNT MAGNET COMMUNITY

A number of community engagement workshops, surveys and submissions have contributed to the contents of this Plan

since its inception. Thank you to all the inspired and responsive members of our community who attended meetings,

participated in workshops and forums, completed surveys, and/or sent comments by any other means – your contributions

are highly valued. The Strategic Community Plan is and will remain owned by the community of Mount Magnet!

Cr Jorgen Jensen KJ Matthews

Shire President Chief Executive Officer