SHIRE OF HARVEY CORPORATE BUSINESS PLAN 2020 – 2024
SHIRE OF HARVEY If you seek further information or have any questions relating to the Corporate Business Plan please contact: The Shire of Harvey PO Box 500 Harvey WA 6220 Ph: 08 9729 0300 Fax: 08 9729 2053 Email: [email protected] www.harvey.wa.gov.au
Document management Version: Final version Adopted date: 25 August 2020
Message from the CEO 1 Background 3 COVID-19 Impacts 14 Economic Objective 18 Environment Objective 28 Contents Social Objective 38 Civic Leadership Objective 48 Capital Projects 57
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Message from the CEO Every year the Shire of Harvey reviews its four-year Corporate Business Plan against the Strategic Community Plan, taking into account the growth and changes the Shire is experiencing. The Shire’s strategic focus is presented in four objectives which are the pillars of the plan: Economic, Environment, Social and Civic Leadership. Capital Projects included in the Corporate Business Plan are based on the Forward Capital Works Plan, which in turn informs the Annual Budget.
This Corporate Business Plan provides the Nearly $1.5m spend on projects in framework for the Shire to build on the response to the COVID-19 recovery. strengths of its location and history, to revitalise assets to ensure they remain fit The vision for the Shire of Harvey is for purpose and to capitalise on Together towards a better lifestyle. opportunities to become stronger and more This plan responds to that vision and responsive in the future. identifies the enabling services, programs, The plan sets out the priorities the Shire new strategies and projects which need to must focus on to cater for a future be implemented in an orderly way over the population of over 32,000 by 2026. The next four years. characteristics and challenges we It is rewarding to see the progress we have experience today and expect to continue made in implementing works from the last into the future include: plan and to present this new plan for the The population is growing at 3.24% coming four years. (2016) annually.
Over $19m in the Capital Expenditure Program approved by the Shire for 2020 Annie Riordan - 2021. Chief Executive Officer
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Background
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Introduction Our history Who we are The Shire of Harvey is located about 140 kilometres south of Perth and is The Shire is recognised as one of the fastest growing Shires in the South West bordered by the Shires of Waroona, Boddington, Collie and Dardanup and the of WA with an increase in population of 32.4% (3.24% per annum) over the City of Bunbury. The western boundary of the Shire consists of 42 kilometres past 10 years. The Australian Bureau of Statistics 2019 Census estimated the of pristine Indian Ocean coastline. Shire’s residential population was 27,975. Recent population forecasts expect The Shire has an area of 1,766km² and is known for the diversity of its population growth trends to continue with the Shire population estimated to environment with tracts of Jarrah forests, rivers, the Leschenault Estuary, reach around 32,606 by 2026. It is recognised that in order to accommodate Harvey, Stirling and Logue Brook dams, unspoilt beaches and fertile this growth and diversity, Shire service delivery and infrastructure will also agricultural land. need to grow to meet the needs of future residents. The Shire of Harvey includes the towns and localities of Harvey, Australind, Beela, Benger, Binningup, Brunswick Junction, Cookernup, Hoffman, Leschenault, Mornington, Myalup, Parkfield, Roelands, Uduc, Warawarrup, Wellesley, Wokalup and Yarloop. The Shire was first settled in the 1840s when an agricultural land settlement 27,975 173,475 2.62 scheme commenced at what is now known as Australind. Many early settlers Estimated Residential Total land area Average household later relocated to the Brunswick River area where land and soil conditions Population in 2019 (hectares) size were more suited to agriculture. The fertile soil of the Harvey River area resulted in it being settled at a similar time. 32,606 12,669 5,078 Orchards were planted in the late 1890s and by 1906, fruit production was Forecast population Total number of Residents born well established. Timber milling commenced at Yarloop in the late 1800s and 2026 ratable properties overseas the construction of the rail line resulted in the industry thriving. Orchards, timber and agricultural industries initially attracted many European settlers to the Shire. More recently, mining and related industries and residential 1.66% 40.8% Italian development at Australind have resulted in a significant increase in Forecast average Households with Most common non- population. annual population mortgage English language growth 2011-2041 spoken at home
10,995
18,751 Total dwellings 58.7% Total electors enrolled Residents who work as at 30 June 2020 outside of the Shire
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Our Vision and Values Together towards a better lifestyle
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Our Councillors Councillors are responsible for driving the strategic direction of the Shire
Deputy President Cr Bill Adams Cr John Bromham Cr Paul Beech Cr Francis Burgoyne
Cr Michelle Boylan Cr Michelle Campbell Cr Robyn Coleman Cr Craig Carbone Shire President Cr Paul Gillett
Cr Wendy Dickinson Cr Tania Jackson Cr Amanda Lovitt Cr Derrick Simpson
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Executive Summary Grants Planning for a Sustainable Future Grants and contributions for operations are expected to be $5m in year one, with a CPI increase of 1.75% in year one, 2.25% in The Shire of Harvey is planning for a positive and sustainable year two, and 2.5% going forward. Capital grants, subsidies and future. The Shire seeks to maintain, and where possible, improve contributions are forecast to be $9.8m in year one, $7.4m in year service levels into the future while maintaining a healthy financial two, $2.9m in year three, $1.4m in year 4, $2.1m in year 5, $4.1m position. in year 6, then remaining constant thereafter with a CPI increase of 2.5% per annum. The Shire’s Long Term Financial Plan is prepared based on the following broad assumptions: Financing The Shire population is forecast to increase by 2.65% per annum, with a ratepayer growth of 1% per annum. The Shire utilises cash backed reserves to assist in the funding of programmed major works. Consumer Price Index (CPI) annual increases of 1.75% in 2020-2021, 2.25% in 2021-2022 and 2.50% in subsequent The Shire has a low reliance on loans with borrowings years. programmed to increase in year two, then reduce over the life of The Shire will maintain its current service levels and, the plan, thus leaving council with a strong financial capacity. where financially prudent, increase services; and The level of grants and contributions for capital projects Strategic Financial Issues and operations will remain relatively stable over the term. The Shire has responsibility for the maintenance of a large asset Assets are expected to be adequately maintained and continue to base including a significant part of the district’s road network. To provide existing levels of service. assist with this task, the Shire receives external grants from the Federal and State Government. Without this external source of revenue the Shire would be faced with the prospect of a Financial Summary substantial rate increase to maintain its current service levels. Operations Major Projects The plan predicts a positive net result from operations for the Capital works are based on the Shire’s capital works program. term of the plan. Expenditure is escalated over the life of the plan with an emphasis upon the renewal and upgrade of the Shire’s roads, paths, Rates drainage, buildings and parks. Significant projects included in the Rates revenue for year one (2020 - 2021) is forecast to be Plan are the Harvey Community Hub, Ridley Place Foreshore $21.6m, which includes 1% ratepayer growth and no rate Development, Yarloop Workshops Redevelopment and Clifton increases. Park Urban Forest Project. 7 | P a g e
Environmental Initiatives Service Delivery Townscape An outline of how Shire Officers deliver the outcomes of Libraries the Strategic Community Plan Waste Management Reserves and Foreshore The Shire delivers services to its community in line with the Management Strategic Community Plan. This service delivery is outlined in the Swimming Pools Town Planning following table which illustrates the connection between services, Recreation and Culture facilities and strategic objectives. Community Halls and Recreation Governance Facilities Community Engagement/Support Arts and Culture Council's Customer Service Event Management Governance and Elected Member Indigenous Relations Heritage Support Political Lobbying Paths and Trails Regional Collaboration Parks and Sporting Facilities Playgrounds Law, Order, Public Safety Sport and Recreation Services Crime Prevention Skate Parks Emergency Services Education and Welfare Aged and Disability Services
Health Education Services Support Medical Services Pest and Weed Control Seniors Facilities Youth Services Transport Other Property Services Streets, roads, bridges, depots Administration Offices Financial Management Economic Services Long Term Planning Building Control Information and Communications Economic Development Technology Land Development Staff Development Local Business Support Support for Volunteers Marketing and Promotion Maintenance Community Amenities Community Development Regional Development 8 | P a g e
Strategic Community Plan 2017 – 2027
This is the Shire’s long term strategic planning document The Strategic Community Plan provides the framework that guides everything we do and is balanced with the identification of strategic risks, the capacity of the Shire to raise income and manage assets into the future. Importantly it helps us to deliver responsive, effective and efficient services that represent value for money and enhance the quality of life enjoyed within the Shire of Harvey. The plan looks ten years into the future, is broad and has a strong emphasis on our community’s visions, goals and strategies. A full review of the Strategic Community Plan is required every four years with a desktop review every two years. This ensures the plan is aligned to the community’s vision for the Shire of
Harvey’s future, including aspirations and service expectations.
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Purpose To be a diverse and innovative economy supporting a range of employment opportunities. The Shire of Harvey Corporate Business Plan outlines the key actions over the next four years We have a balanced respect for our natural assets The plan is a key component of the Shire’s Integrated Planning and built environment, retaining our lifestyle values and Reporting Framework. The Corporate Business Plan is and community spirit. informed by the Strategic Community Plan 2017 – 2027 and its aim is to integrate the community’s aspirations into the Shire’s operations. Together the two documents comprise the Provide a safe and welcoming community, which Shire of Harvey’s plan for the future. embraces its diversity and heritage, where everyone is valued and has the opportunity to contribute and The plan sets out those actions that will deliver on the belong. outcomes and strategies outlined in the Strategic Community Plan. The actions for the first year are based on the Forward Strong civic leadership representing the whole of Capital Works Plan for that year, with the other actions the Shire which engages in effective partnerships and reflects the aspirations of an engaged considered in the Long Term Financial Plan for future community. consideration.
Other information strategies of the Framework are the Throughout the Corporate Business Plan Responsible Officers Information Technology Plan, Asset Management Plan, Long are allocated under each of the four Shire directorates. Term Financial Plan, Workforce Plan and Service Plans. These documents ensure the Shire has the resources to Below is a key of the acronyms used: implement the actions and report on the outcomes. CEO – Chief Executive Officer DCL – Director Community and Lifestyle How to use the Corporate Business Plan DCS – Director Corporate Services DIS – Director Infrastructure Services The Plan follows the same objectives as provided DSD – Director Sustainable Development for in the Strategic Community Plan
The future directions of the Shire are built around the four objectives guiding the Strategic Community Plan 2017 – 2027. Each objective has under it actions, targets and responsibilities set out for the next four years. 10 | P a g e
Long Term Financial Plan Workforce Plan This details the Shire’s costs to deliver the This is developed to address challenges facing Corporate Business Plan our workforce The Long Term Financial Plan projects financial information The Workforce Plan details resources required to deliver the beyond the course of the Corporate Business Plan to cover Corporate Business Plan and the strategies to be implemented operations for 10 years. It provides an indicative position of to address current and future needs. It is a critical business financial sustainability in the forward years. The Long Term planning tool and allows the Shire to identify the workforce Financial Plan enables analysis trends over a 10-year period capacity and capability of the organisation needed to meet its on a range of options. objectives, now and into the future.
Annual Budget Asset Management Plans This is developed and aligned with strategic This Plan identifies the status of the Shire’s objectives infrastructure assets The annual budgeting process is governed by the strategic and The Asset Management Plans identify the required asset business planning activities of the Shire. The budget is renewals in order to maintain and/or increase the Shire’s level incorporated into the Corporate Business Plan through of service to the community. The Plans span 10 years, the first allocation of budgets against activities aligned to the Strategic four years being within the Corporate Business Plan. Community Plan objectives. An Asset Management Plan ensures assets are managed in This is the fourth year the Annual Budget has been linked to accordance with requirements of relevant legislation, takes a the Corporate Business Plan. This process enables detailed ‘whole of life’ approach to operational, maintenance, renewal analysis of all the Shire’s allocated accounts for services and and acquisition plans. Levels of service and risks are taken into projects. account.
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Information Technology Plan Measuring Outcomes This Plan identifies the status of the Shire’s Key performance indicators have been developed information resources for each outcome Information is a strategic resource that underpins the key Objectives have been defined in the SCP for each of the four functions and decision making processes of a local key areas of future directions: Economic, Environment, Social government. The way information is managed, including the and Civic Leadership. The Key Performance Indicators assist technology used to support it, is therefore central to the Shire’s with determining that outcomes are being achieved. business practices. As the Plan becomes integrated at an operational level in The Plan sets out the key components that need to be coming years, Key Performance Indicators will be further considered in managing the Shire’s information resources. developed to encompass Business Unit outcomes and to enable reporting to occur. The development of the Information Technology Plan is included in the Corporate Business Plan for development. Performance Reporting Risk Framework A number of methods are used to report on This measures and identifies risk performance The Risk Framework is aligned to AS ISO 31000:2018 Risk The reporting framework tracks key performance indicators at Management – Principles and Guidelines. a service and organisational level. The framework provides a coordinated and systematic process Performance data is captured to ensure appropriate for managing risks, integrating risk management into everyday responsibilities, timeframes, measures and progress are on decision making and business planning. track. A Business Continuity Plan also complements the framework, CEO targets are set annually by Council for delivery of key ensuring the Shire can continue to provide essential services priorities. to stakeholders in the event of a crisis or major incident. Reporting of performance measures is through the Annual Report.
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COVID-19 Impacts
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Response 8 May 2020: Local Government (COVID-19 Response) Order Working with all levels of government to share 2020 was gazetted to modify provisions of the Local information and provide the best possible care for Government Act to deal with the consequences of the COVID- our community and employees. 19 Pandemic. The Shire’s response was to implement the following initiatives: In response to the COVID-19 pandemic, the Western Australia government declared a State of Emergency under the Emergency COVID-19 Hardship relief including nil increase to Shire rates, Management Act 2005, section 56 on 16 March 2020. rate in the dollar; To support local government during the pandemic, a number of COVID-19 Hardship relief including nil increase in fees and legislative changes were made to the Local Government Act and charges; regulations. These included: COVID-19 Hardship relief including reduction to no-payment penalties in rates; and 25 March 2020: Local Government (Administration) COVID-19 Hardship relief including removal of rates Amendment Regulations 2020 were gazetted allowing local instalment administration fee. government councils to hold meetings electronically during a public health emergency or a state of emergency. In addition, Council authorised two COVID-19 economic stimulus 9 April 2020: Local Government Regulation Amendment packages from General Revenue and Reserves. Regulations 2020 were gazetted, amending the Local Government (Financial Management) Regulations 1996; Local Package 1: $727,000 for major maintenance works to the Government (Functions and General) Regulations Leschenault Leisure Centre and the Harvey Recreation and 16 April 2020: Local Government Amendment (COVID-19 Cultural Centre. While the majority of work was undertaken prior Response) Act 2020 was approved by Parliament. The Act to 30 June 2020, there will be some continuation of projects into inserts a new Part 10 in the Act which is specific to the COVID- 2020 – 2021. 19 emergency response. 24 April 2020: Local Government (Parking for People with Package 2: $748,000 to fund a number of projects as listed on Disabilities) Amendment Regulations 2020 were gazetted to the following page to be undertaken in 2020 – 2021. improve parking compliance and strengthen enforcement.
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COVID-19 Projects Council approved the following projects for inclusion in the 2020 – 2021 budget as a COVID- Uduc Rd / Young St / Anthony – Asphalt overlay $26,000 19 economic stimulus initiative. Australind Road – Asphalt overlay $30,000 Australind Depot – Toilet area $5,000 Melville Road – Asphalt overlay $33,000 Brunswick Town Hall – Façade $5,890 Footpath – Uduc Rd Hinge Rd to SW Highway $60,000 Brunswick War Memorial – Concrete slab/wall $6,000 Footpath – Talbot Rd $30,000 Brunswick Recreation Centre – Change room tiles $9,680 Footpath – Old Coast Rd Cemetery to Travers $70,000 Brunswick Depot – Deluge shower $6,000 Footpath renewal – Binningup Rd $12,000 Benger Hall – Electrical upgrade $30,000 Footpath renewal – Coronation Drive $20,000 Harvey Pool – Painting change rooms and first aid room $5,200 RV Friendly facilities $35,000 Cookernup Hall – Verandah upgrade $40,000 LLC major upgrade – Aquatic replace insulation in roof $250,000 Binningup Country Club – External painting $10,000 LLC HP2 replacement $90,000 Binningup Hall and Library – External painting $10,000 LLC BBQ Outdoor function area $8,000 Brunswick Recreation Ground – Perimeter fencing $70,000 LLC Building roof steel works – Painting $20,000 Stirling Cottage Bridge over river – New timbers $7,500 LLC Aquatic roof steel works – Painting $20,000 Stirling Cottage – Access to pumps $19,500 LLC Filter shelter $13,000 Cookernup Cemetery – Niche / Wall /Shelter $25,000 LLC Carpet replacement $62,000 Settlers Park – Reticulation extension $10,000 LLC CCTV replacement $50,000 Harvey Shrine – Fencing $7,500 LLC Kitchen floor renewal $9,000 Yarloop Garden at Train Station $15,000 HRCC Renovations to enlarge Gym area $150,000 Ridley Place – BBQ x 4 $50,000 HRCC Function room refurbishment $40,000 Constellation Drive – Traffic improvement $25,000 HRCC CCTV replacement $30,000
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Key areas and objectives
Corporate Actions
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To be a diverse and innovative economy supporting a range of employment opportunities. Outcomes Key Indicators Increased opportunities for diverse socially and environmentally responsible commercial, agricultural and industrial enterprises, and Number of building licenses issued. residential development. Develop the Shire as a tourist destination based on the Shire’s Visitor number economy metrics. distinct characteristics and natural assets and qualities.
A range of employment, education and training opportunities that will Level of employment. attract a diverse workforce. Number of education facilities. Essential services and infrastructure are available to support the Number of development applications. growing community and local economy. Irrigation areas and water supply are protected and preserved. Continued access to water supplies.
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Increased planning opportunities for diverse, socially and environmentally responsible commercial, agricultural and industrial enterprises and residential development
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer
Review the Town 1.1.1 1.1.1.1 Provide a diverse range of residential lot sizes. Flagship DSD Planning Scheme.
Complete Local 1.1.2 1.1.2.3 Prepare other land use policies as required. Very High DSD Planning Strategy.
Pursue and protect a further urban Identify land area likely to be impacted, justification growth corridor in 1.1.3 1.1.3.1 for expansion, prepare and provide submission to High DSD East Australind as Department of Planning for inclusion in Strategy. part of the Greater Bunbury Strategy. Lobby LandCorp Where opportunities arise, continue to lobby to develop the next 1.1.4 1.1.4.1 LandCorp to develop the next two stages of Korijekup High DCL two stages of Heights. Korijekup Heights. Lobby the State Government to improve the provision of infrastructure and Where opportunities arise, continue to lobby for the attract market 1.1.5 1.1.5.1 improvement of infrastructure and development of High DSD investment the Kemerton Industrial area and regional saleyards. opportunities for low impact / low emission industries at Kemerton.
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Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Support and promote small- Develop and implement small business friendly 1.1.6 1.1.6.1 High DSD medium sized approval processes and practices. businesses. Implement actions in the Shire of Harvey Economic 1.1.7.1 Flagship DSD Develop and Development Strategy. implement an Economic Develop and maintain partnerships to encourage Development 1.1.7.2 economic growth and development within the region Moderate DSD Strategy, which and the development of the regional saleyards. 1.1.7 covers tourism, industrial development, retail/ Investigate and identify opportunities for attracting hospitality and international economic trade, tourism and cultural activities to encourage economic linkages, promote investment 1.1.7.3 High CEO attraction. trade and investment opportunities for local businesses by developing Friendship City agreement. Continue to support the agricultural industry by Include appropriate agricultural land uses within 1.1.8 1.1.8.1 Moderate DSD encouraging Planning documents. appropriate land uses. Encourage the long term relocation of Tronox to Kemerton, Monitor the Tronox and the State Governments 1.1.9 remediate the 1.1.9.1 Moderate DIS partnership and maintenance of haulage routes. Australind site and re-route the haulage route to the South in the short term.
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The Shire is developed as a tourist destination based on its distinct characteristics, natural assets and qualities
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Support local tourism organisations including the Harvey Provide information, financial and in-kind Visitors Centre and 1.2.1 1.2.1.1 support as determined by the Tourism High DCL the Australind Strategy. Information Service to achieve a coordinated approach to Tourism. Develop a signage, Implement, schedule and prioritise Entry DIS 1.2.2.1 High information and way- Statement program. finding strategy for the 1.2.2 whole of the Shire Develop an Information Bays – Signage 1.2.2.2 High DCL which is Tourist Strategy. friendly. Investigate opportunities to increase accessibility and improve the Progressively implement the Ridley Place 1.2.3 1.2.3.1 Flagship DIS range of amenities Foreshore Development Strategy. and infrastructure at the Leschenault Estuary. Complete the Foreshore Continue with staged development of 1.2.4 1.2.4.1 High DIS Development approved plan. Strategy at Myalup. Complete the Entry Funds allocated in budget to implement, 1.2.5 Statement Program 1.2.5.1 schedule and prioritise Entry Statement High DIS for the Shire. program. Review and monitor Coastal Management 1.2.6.1 Moderate DSD Implement the Shire’s Plans annually. 1.2.6 Coastal Management Allocate funds in the annual budget and Plans. 1.2.6.2 implement actions from the Coastal DIS Management Plans.
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Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Encourage developers and Review Foreshore Management Plans provided relevant authorities to 1.2.7 1.2.7.1 by developers and others and advise proponents Moderate DSD develop and of their obligations. implement Foreshore Management Plans. Promote Shire town Undertake promotional activities to increase 1.2.8.1 High DSD sites as being, tourist visitation. inviting, nature based, 1.2.8 farm stay, caravan Implement infrastructure and facilities to 1.2.8.2 Moderate DIS accessible and accommodate visiting tourists. friendly to RV. Continue to collaborate with our Actively participate in the Bunbury Geographe 1.2.9 partners to promote 1.2.9.1 High CEO Tourism Partnership. regional tourism initiatives. Ensure prepared Asset Management Plan Maintain a range of 1.2.10.1 includes maintenance of Local Government Moderate DIS high quality facilities tourism related facilities. 1.2.10.2 Implement building capital works for tourism sites 1.2.10 to encourage tourist Moderate DIS and resident identified in the Forward Capital Works Program. visitation. Participate and promote the RAC Electric 1.2.10.3 Moderate DIS Highway. Increase the range and accessibility of amenities and Implement building and infrastructure capital infrastructure at works identified in the Forward Capital Works 1.2.11 1.2.11.1 Moderate DIS strategic points along Program for strategic points along our our waterways, whilst waterways. protecting the environment.
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A range of employment, education and training opportunities that will attract a diverse workforce
Service 2021- 2022- 2023- 2024 Responsible Ref Strategy Action Ref Action 2020-2021 Priority 2022 2023 2024 onwards Officer Lobby State Government, Industry and education Where opportunities arise continue to priorities to maintain maintain relationships for the 1.3.1 1.3.1.1 Moderate DCL and enhance improvement of education facilities and education and services. training services and facilities. Continue to support traineeships and Provide traineeship and workplace 1.3.2 workplace training 1.3.2.1 training opportunities in Workforce Plan Moderate CEO opportunities within and Annual Budgets. the Shire.
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Essential services are available to support the growing community and local economy
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Lobby the Western Refer community feedback to service Australian Government providers, obtain support from other to retain, and where 1.4.1 1.4.1.1 regional bodies, industry etc. to improve or High DSD possible, expand the maintain Government Services within the level of government Shire. services in the Shire. Lobby government and service providers to encourage provision of Continue to lobby on behalf of the 1.4.2 appropriate sewer, 1.4.2.1 community to facilitate an appropriate level High CEO water, power, gas and of services and infrastructure. telecommunications infrastructure. Continue to lobby for expansion of the Communication with State Government haulage rail network, Departments, Parliamentarians and increased facilities and Ministers as and when required, as well as 1.4.3 opportunity at Bunbury 1.4.3.1 High CEO supporting improved major transport routes Port, and enhanced and heavy vehicle access to the Bunbury commuter passenger Port. rail services and bus services.
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Irrigation areas and water supply are protected, preserved and strategically enhanced
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Lobby service providers to ensure appropriate allocation of a ‘fit for Liaise and maintain communication with 1.5.1 purpose’, quality water 1.5.1.1 water service providers and agricultural High CEO supply to support local cooperatives for water supply and usage. agricultural industry as a priority. Lobby appropriate Liaise with Water Corporation and service providers to Parliamentarians in relation to concerns 1.5.2 connect Australind to 1.5.2.1 High CEO with water quality and pressure in the integrated water Australind. supply system.
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We have a balanced respect for our natural assets and built enviornment, retaining our lifestyle values and community spirit. Outcomes Key Indicators Heritage buildings and places are utilised, preserved and maintained. The condition and usage rate of heritage assets.
Town centres are welcoming, well presented and development enhances Community and visitor satisfaction levels. their character and value. Number of documented complaints. Land use provisions within the rural, industrial and urban areas reflect Number of development applications. current and future needs.
Natural assets and public open spaces are accessible, well utilised and Community and visitor satisfaction levels. managed. Number of documented complaints. Waste recovery will minimise environmental impacts. Quantity of waste (recyclables) diverted from landfill. Local heritage, lifestyle and eco-systems are protected and promoted. Progress to implementation of relevant plans. Forests, rivers, coastline, wetlands and estuary are valued, protected and Progress to implementation of relevant plans. managed. Activities to mitigate the impacts of climate change are supported. Number of environmental related initiatives implemented.
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Heritage buildings and places to be utilized are preserved and maintained
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer
Continue to implement a maintenance program of 2.1.1.1 High DSD Encourage the Shire buildings. preservation of significant heritage Make available information to owners of heritage 2.1.1 properties and 2.1.1.2 buildings listed in the Municipal Heritage Inventory Moderate DSD precincts within the detailing property preservation and grants available. Shire. 2.1.1.3 Periodically review the Municipal Heritage Inventory. Moderate DSD Town centres are welcoming, well presented and their development enhances their character and value
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer
2.2.1.1 Progressively develop Townscape Plans. High DIS Develop, review and 2.2.1 implement Townscape Plans. Review and update Townscape Plans and develop 2.2.1.2 High DIS review and update additional Plans where required. Retain and develop partnerships with local community Maintain strong communication with and input from 2.2.2 2.2.2.1 High DCL organisations that local community groups. enhance local character. Encourage a proactive approach to reporting and 2.2.3.1 High DIS removing graffiti. Allocate budgets and resources for town centre Continue to provide 2.2.3.2 maintenance, act on complaints received, High DIS a high standard of encourage business owners to assist. 2.2.3 town centre presentation and Implement building capital works identified in the 2.2.3.3 High DIS maintenance. Forward Capital Works Program.
Develop and implement works identified in Asset 2.2.3.4 High DIS Management Plans.
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Land use provisions within the rural, industrial and urban aeas reflect current and future needs
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Continue to Implement land use planning strategies and implement integrated 2.3.1.1 Very High DSD policies under the Town Planning Scheme. environmental, social and land use planning which will minimize land conflicts, protect valuable agricultural 2.3.1 land for food Implementation of Regional Coastal Adaption Plan production, allow for a 2.3.1.2 Very High DSD – Peron Naturaliste Partnership. diverse range of agricultural, horticultural, viticulture and aquaculture. Ensure compliance of Sufficient resources allocated to undertake review rehabilitation plans for 2.3.2 2.3.2.1 of rehabilitation plans, conduct inspections and High DSD extractive industry follow up on non-compliance. areas.
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Natural assets and public open spaces ae accessible, well utilised and managed
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Identify opportunities with key partners to Continue to maintain public assets and open spaces 2.4.1 2.4.1.1 High DIS optimize public including liaising with authorities when necessary. assets and open spaces. Encourage developers and Review Foreshore Management Plans provided by relevant authorities developers and others and advise proponents of 2.4.2 to develop and 2.4.2.1 their obligations including the Leschenault Regional High DSD implement Park. Liaise with relevant agencies such as the Foreshore Leschenault Catchment Council. Management Plans. Progress opportunities to increase accessibility and Develop and maintain access points and facilities in 2.4.3 improve the range 2.4.3.1 consultation with community and relevant High DIS of amenities and government agencies. infrastructure at the Leschenault Estuary. Provide sufficient budget allocation for Provide quality 2.4.4.1 implementation of capital works in the Forward Very High DIS amenities and Capital Works Program. 2.4.4 accessible public spaces for our Implement building maintenance works identified in 2.4.4.2 High DSD community. the Disability Access and Inclusion Plan. Provide sufficient budget allocation and implement Monitor and new, replacement and upgrades of playground 2.4.5.1 High DIS maintain current equipment in accordance with the Forward Capital 2.4.5 and future Works Program and Asset Management Plans. playground facilities Undertake playground inspections, condition within the Shire. 2.4.5.2 assessments and maintenance in accordance with High DIS Asset Management Plan.
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Waste recovery minimises enviromental impacts
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Actively pursue a new regional waste facility and in the Lobby appropriate authorities and Ministers to 2.5.1 short term, seek to 2.5.1.1 maintain and seek license extensions to existing Very High DIS extend the current waste or new disposal sites. license periods of existing sites. Promote waste education in conjunction with the Support a regional 2.5.2.1 specific actions identified by the Bunbury-Harvey Very High DIS approach to waste Regional Council (BHRC). management, which Work with other Local Governments in the region to may include transfer continue and investigate joint rubbish and recycling 2.5.2 stations, kerb side 2.5.2.2 Very High DIS collection strategies and to develop joint use collections, facilities. education, landfill sites and recycling Continue rollout of the Shire’s Organic Bin Project facilities. 2.5.2.3 and implementation of the Shire’s kerb side organics Very High DIS bin service within the Shire. Continue to utilise existing sites for Develop alternate waste handling methods on 2.5.3 2.5.3.1 Very High DIS alternative waste existing waste sites. measures.
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Local heritage, lifestyle and eco-systems are protected and promoted
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Plan for the conservation and protection of areas of significant natural 2.6.1 2.6.1.1 Finalise and implement the Biodiversity Strategy. High DSD heritage, having regard to Council’s Biodiversity Strategy. Ensure government and relevant agencies adequately monitor and inform the Liaise with relevant Government agencies to ensure community on adequate measures are in place to inform the 2.6.2 2.6.2.1 High DSD adverse changes to community on their monitoring and compliance the local activities. environment resulting from industrial and other development. Support local environmental Establish and maintain partnerships with organisations to 2.6.3 2.6.3.1 environmental groups to assist in implementing High DSD maintain and Environmental and Biodiversity Plans. rehabilitate natural assets.
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Forests, rivers, coastlines, wetlands and estuary are valued, protected and managed
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Improve controlled access to all of our Liaise with relevant authorities and industry to identify water bodies, community concerns about controlled access to 2.7.1 forests and 2.7.1.1 water bodies, forests and reserves. Allocate Moderate DSD reserves in sufficient budget in areas under Council’s control to partnership with the manage access. relevant agencies. Ensure appropriate water flows are maintained to Lobby relevant authorities and industry to 2.7.2 enhance the 2.7.2.1 accommodate appropriate water flows to our High DSD environmental and waterways. aesthetic values of our waterways. Partner with adjoining Local Liaise with Contiguous Local Authority Group Governments to members, share resources, prepare submissions for 2.7.3 provide an 2.7.3.1 funding to Health Department, coordinate Very High DSD integrated approach treatments, monitor results, continue education to mosquito campaign. management.
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Activities to mitigate the impacts of climate change are supported
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Implement ‘Water Allocate sufficient budget to implement identified 2.8.1 Wise’ sustainability 2.8.1.1 High DIS Water Wise initiatives. principles. Maintain the Shire’s involvement with the Peron Allocate resources required to participate in Peron Naturaliste 2.8.2 2.8.2.1 Naturaliste Partnership, consider findings and High DSD Partnership, in recommendations arising from the study. relation to risk management of coastline impacts. Periodically undertake energy audits and Identify suitable contestable sites, select appropriate investigate 2.8.3 2.8.3.1 service provider for energy supply, allocate budget High DCS alternative energy and resources for implementation and review. programs for use on major Shire infrastructure.
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38 | P a g e Social
Provide a safe and welcoming community which embraces its diversity and heritage where everyone is valued and has the opportunity to contribute and belong. Outcomes Key Indicators Achievement of actions and deliverables of the Reconciliation Plan 2019. The community is supported by inclusive and welcoming programs, Achievement of actions of the Disability Access and Inclusion Plan services and facilities. 2017 – 2022. Number and demographics of library and recreation centre patrons. The community is supported by a strong volunteer base where Number of active volunteer groups. leadership, inclusiveness and supported independence is fostered.
A safe and healthy community with a strong sense of community Number of police incidents related to households. pride. Number of community events. The history of the Shire and its rich and varied cultural heritage and Number of community events. natural environment is valued, respected, promoted and celebrated. Services, infrastructure and facilities continue to meet community Number of documented complaints. needs.
Affordable, diverse and quality accommodation options for both Number of dwellings and commercial premises constructed. residential and business use. Median house price. Length of roads and paths added. A local transport network that ensures equity of access across the The assessed condition of roads. community to a safe standard. Progress towards implementation of relevant plans.
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The community is supported by a strong volunteer base where leadership, inclusiveness and supported independence is fostered
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Volunteer efforts are recognised 3.1.1 3.1.1.1 Continue to host award presentation functions. Moderate DCL through awards and functions. Continue a budget submission program for Continue to actively 3.1.2.1 Moderate DCL engage local community grants. community groups Establish and maintain strong communication links, 3.1.2 to understand networks with community groups, and provide needs, improve 3.1.2.2 assistance to community groups in identifying and Moderate DCL facilities and source submitting grant applications for community grant funding. projects. Continue to provide facilities and Allocate resources to promote services and provide 3.1.3 services to support 3.1.3.1 Moderate DCL assistance to community groups. local community organisations. Allocate resources to accommodate a range of 3.1.4.1 Moderate DCL approved community events and programs. Actively promote and support the Leeuwin Sail 3.1.4.2 Training Ship program, in partnership with other Moderate DCL Continue to support community organisations. 3.1.4 community events and programs. Investigate the expansion of youth facilities within 3.1.4.3 High DCL the Shire.
Development of a Skatepark and youth facilities in 3.1.4.4 High DCL Harvey.
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A safe and healthy community with a strong sense of community pride
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Implement the Continue to implement approved actions and 3.2.1 Disability Access 3.2.1.1 priorities identified within the Disability Access and High DCL and Inclusion Plan. Inclusion Plan. Identify grants and funding opportunities for actions 3.2.2.1 and priorities identified within the Community Safety High DCL and Crime Prevention Plan. Implement the Community Safety Implement approved actions and priorities identified 3.2.2 and Crime 3.2.2.2 within the Community Safety and Crime Prevention Moderate DSD Prevention Plan. Plan, and where required acquit grants. Investigate and arrange suitable street lighting 3.2.2.3 High DIS where appropriate.
3.2.3.1 Conduct a review of the Sport and Recreation Plan. Moderate DCL Review and Implement building capital works identified in the implement the Sport 3.2.3 3.2.3.2 Sport and Recreation Plan and included in the High DCL and Recreation Forward Capital Works Program. Plan. Develop a Master Plan for community facilities at 3.2.3.3 High DCL Binningup.
3.2.4.1 Implement a Ten-year Footpath Program. High DIS Implement Regional 3.2.4 and Local Path Plans. Plan for a loop trail extension to the Mundabiddi 3.2.4.2 High DSD Track.
Urban Forest Continue to progressively implement the Urban 3.2.5 3.2.5.1 Very High DIS Project. Forest Project.
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The Shire’s history and its rich, varied cultural heritage and natural environment is valued, respected, promoted and celebrated
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Allocate project resources to promote services and 3.3.1.1 provide assistance to community groups including Moderate DCL maintenance of facilities.
3.3.1.2 Foster and celebrate arts and culture. Moderate DCL Continue to provide facilities and support community 3.3.1 3.3.1.3 Promote library services and facilities. High DCL groups, including arts, heritage and Progressively restore and develop the Yarloop cultural groups. 3.3.1.4 Workshops site as part of Yarloop’s Town Flagship DIS Development Plan.
3.3.1.5 Australind Development Investigation. High DIS Continue to support Provide financial and/or in-kind support to local 3.3.2 community events 3.3.2.1 Moderate DCL agricultural shows and festivals. and programs. Places of cultural significance are Include places of cultural significance within the 3.3.3 3.3.3.1 Moderate DSD recognised and Municipal Inventory of Heritage places. respected. Continue to liaise with relevant Maintain communication links with key indigenous 3.3.4 3.3.4.1 High DCL indigenous groups, and other cultural groups or leaders as required. as appropriate. Develop and Implement the actions of the Reconciliation Action 3.3.5.1 High DCL implement Plan contained in the RAP Program. aboriginal engagement 3.3.5 protocols in liaison Implement the Shire's Aboriginal engagement with the local 3.3.5.2 High DCL protocol. aboriginal community.
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Services, infrastructure and facilities continue to meet community needs
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Continue to conduct Community meetings around 3.4.1.1 the Shire of Harvey to communicate with the High DCL community and obtain feedback. Continue to monitor Manage and maintain cemeteries to preserve and 3.4.1.2 High DIS the needs of the enhance their cultural heritage. community, to 3.4.1 ensure access to Develop and implement a Public Health Plan as required in conjunction with neighbouring local appropriate services 3.4.1.3 High DSD and facilities. governments to protect and enhance services and wellbeing of the community. Develop Place Plans to identify community needs 3.4.1.4 Very High DCL and ongoing review.
Investigate Support youth services within the Shire and consult 3.4.2.1 High DCL opportunities to with relevant youth organisations and local schools. better engage our 3.4.2 youth, through improved access to Work with youth in the development of a Youth 3.4.2.2 High DCL services, facilities Strategy. and programs. Develop the Leschenault Progressively implement the actions in the 3.4.3 3.4.3.1 High DCL Recreation Park Leschenault Recreation Park Master Plan. Sports Facility. Review and revise the Harvey Community Hub 3.4.4.1 Flagship DIS Study and prepare concept plans.
3.4.4.2 Construction of the Harvey Community Hub. Flagship DIS Complete the 3.4.4 Harvey Community Identify and review the Shire’s freehold land assets Precinct Study. 3.4.4.3 in terms of future planning for the most appropriate High DSD uses of those parcels of land. Identify and review Reserve land in terms of future 3.4.4.4 planning for the most appropriate uses of those Moderate DSD parcels of land.
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Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Lobby State Government, Advocate for retention of existing and provision of new industry and schools, in particular the Harvey Senior High School education providers `3.4.5 3.4.5.1 and Primary School, provision of a Binningup Primary Moderate CEO to maintain and School and future second public High School in enhance education, Australind. training services and facilities. Provide sufficient resource allocation for the provision 3.4.6.1 of services and facilities at Recreation Centres within High DCL the Shire of Harvey. Implement building capital works identified in the 3.4.6.2 High DIS Forward Capital Works Program. Continue to maintain and Implement the Leschenault Recreation Park Master 3.4.6.3 High DIS enhance the Plan. 3.4.6 recreation centres to service a wide Implement the Harvey Recreation Grounds Master 3.4.6.4 High DCL range of the Plan for the Harvey Recreation and Cultural Centre. community. Develop Master Plan for Brunswick Recreation 3.4.6.5 High DCL Ground.
Extension of Leschenault Leisure Centre with addition 3.4.6.6 High DCL of two indoor courts.
Facilitate and Ongoing development and further expansion of 3.4.7.1 Moderate DCL support expansion Brunswick River Cottages for Aged Persons. 3.4.7 of Aged Person’s accommodation and 3.4.7.2 Investigate the establishment of Harvey Cottages. Moderate DCL facilities. Continue to support Senior Citizen Centres and senior 3.4.8 3.4.8.1 Upgrade Harvey Senior Citizens Centre. Flagship DCL activities, in accordance with lease provisions.
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Affordable, diverse and quality accommodation options for both residential and business use
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Encourage joint venture and private Continue to support providers of a range of housing 3.5.1 3.5.1.1 High DSD partners to deliver options. affordable housing. Provide a planning framework that Complete Town Planning Schemes and Planning accommodates 3.5.2 3.5.2.1 Policies review to accommodate a diversity of Flagship DSD diverse living and accommodation and business use. commercial opportunities.
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A local transport network that ensures equity of access across the community to a safe standard
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Prepare and implement an Asset Management Plan 3.6.1.1 to ensure a defined service level is achieved for Very High DIS roads and ancillary infrastructure.
Provide a safe Implement road capital works identified in the 3.6.1.2 Very High DIS standard of roads Forward Capital Works Program. 3.6.1 and ancillary Implement road maintenance works outlined in infrastructure. 3.6.1.3 Very High DIS Asset Management Plans.
Install and maintain drainage in line with Forward 3.6.1.4 Moderate DIS Capital Works Program. Lobby for improved public transport Liaise with the Department of Transport for the services, including 3.6.2 3.6.2.2 provision of approved public transport, roads and High DIS connecting into ancillary infrastructure funding. existing transport networks. Prepare grant submissions for roads and ancillary 3.6.3.1 High DIS Lobby for State and infrastructure for road funding allocations. Federal 3.6.3 Government Liaise with relevant Government agencies to funding for road advocate for the planning and development of slip 3.6.3.2 High DIS infrastructure. lanes off Forrest Highway into Binningup and Myalup.
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48 | P a g e Civic Leadership
Strong civic leadership representing the whole of the Shire which engages in effective partnerships and reflects the aspirations of an engaged community.
Outcomes Key Indicators A long term strategically focused Shire that is efficient, Compliance with IPR framework. respected and accountable. Adoption of Compliance Return. Services and infrastructure are provided with a customer focus Number of documented complaints. and reflect the needs of the Shire’s residents. Good business performance and quality service delivery within Compliance with regulatory requirements. the regulatory framework continue to be provided. Progress to implementation of relevant plans. A well informed, connected and engaged community that Attendance at community meetings. actively participates. Number of nominations for Council vacancies. The revenue needs of the Shire are managed in an equitable, Financial ratios within target. proactive and sustainable manner. Effective collaboration and shared services with other local, The level of regional participation. state and federal government agencies, industry and community organisations. Maintain appropriate emergency services and planning. Number of BFB and SES volunteers. Progress to implementation of relevant plans.
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Long term strategically focused Shire that is efficient, respected and accountable
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Continue to identify and develop informing strategies Implement the 4.1.1.1 and plans as required for Integrated Planning and Very High CEO Integrated Planning Reporting. and Reporting Review prepared Integrated Planning and Reporting Framework 4.1.1.2 plans, monitor and assess progress and make Very High ALL including the Long amendments to plans as required. Term Financial 4.1.1 Plan, Workforce Prepare the Annual Budget with regard to 4.1.1.3 Very High DCS Plan, Asset recommendations in the Corporate Business Plan. Management Plans and Corporate Implement Strategies detailed in the Workforce 4.1.1.4 Very High CEO Business Plan and Plan. Information Develop Information Technology Plan, implement Technology Plan. 4.1.1.5 High DCS actions and review annually. Continue to engage the community Continue to conduct a range of Community through annual 4.1.2 4.1.2.1 Meetings around the Shire to communicate with and Very High CEO community obtain feedback from the community. meetings around the Shire.
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Services and infrastructure that are customer focused and reflect the needs of the Shire’s residents
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Implement and monitor the Shire of Harvey’s customer Conduct a biennial review of the Customer Service 4.2.1 service charter 4.2.1.1 Moderate DCS Charter. including customer feedback mechanisms. Maintain, review Conduct annual review of Council's Delegation and ensure Register, undertake review of Local Laws in 4.2.2 relevance of 4.2.2.1 Moderate CEO accordance with statutory requirements and regular Council’s policies review of Council's Policies. and local laws. Investigate ‘smart’ technologies to Implement new technologies to improve business 4.2.3 4.2.3.1 High DCS improve service practices and services where appropriate. provisions.
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Good business performance and quality service delivery is provided within the regulatory framework
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Provide an environment conducive to attracting and Implement and retaining staff, and maintain the highest standard of review the 4.3.1.1 Very high CEO Occupational Health and Safety for the Shire Workforce Plan, 4.3.1 workforce. including a staff recruitment and Review Shire and Leschenault Leisure Centre 4.3.1.2 High CEO retention program. Enterprise Bargaining Agreements - three years. Provide professional Identify and resource training and professional 4.3.2 4.3.2.1 High ALL development and development opportunities. training for staff. Provide elected member training 4.3.3.1 Identify and resource elected member training. High CEO and development 4.3.3 and host ‘potential Councillor Schedule information sessions prior to elections, 4.3.3.2 High CEO information publicise and encourage attendees. sessions. Complete annual Compliance Audit return, provide Monitor and ensure return to Audit Committee for review, action any compliance with the 4.3.4.1 Very High CEO areas of non-compliance. Respond to and initiate regulatory 4.3.4 corrective action for any complaints received. framework for Local Government Ensure compliance with relevant financial 4.3.4.2 Very High DCS business. management and audit legislation. Promote programs which encourage Conduct local elections and encourage voter 4.3.5 greater elector 4.3.5.1 High CEO participation. participation in LG elections. Asset Management Plans revised and financial Revise and 4.3.6.1 implications included in Long Term Financial Plan, High DCS implement Shires Corporate Business Plan and Annual Budget. 4.3.6 Asset Management Implement maintenance works outlined in Asset Plans. 4.3.6.2 High DIS Management Plans.
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Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Monitor administration Develop Master Plan to identify and improve 4.3.7 4.3.7.1 Flagship CEO needs and office administration facilities Harvey Office. location.
A well informed, connected and engaged community that actively participates
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Provide opportunities for the community to Advertise Councillor contact details through website, 4.4.1 4.4.1.1 High CEO engage with community directory and other media. Councillors and Officers. Develop and regularly review a Research and prepare a draft Community Community Engagement and Communications Policy for 4.4.2 4.4.2.1 High CEO Engagement and Council's consideration and provide sufficient Communications resources to implement same. Policy. Enhance public relations and marketing activities to 4.4.3.1 Very High CEO promote Council's services and facilities.
Develop Communication Strategy to identify most Promote a positive 4.4.3.2 Very High CEO effective communication channels. public image for the Council through Schedule, budget for and implement actions from 4.4.3 appropriate 4.4.3.3 Very High CEO the Communication Strategy. marketing activities and high standards of customer service. 4.4.3.4 Refresh Shire website for greater accessibility. Very High CEO
Maintain current Shire website and review annually 4.4.3.5 Moderate CEO for accessibility.
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Revenue needs of the Shire are managed in an equitable, proactive and sustainable manner
Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer
Maximise Shire Identify projects eligible for grant funding and 4.5.1 4.5.1.1 High ALL grant funding. pursue grant funding opportunities. Monitor existing and Conduct an annual review of Council's Fees and 4.5.2 develop new 4.5.2.1 Charges and investigate opportunities for new Moderate DCS revenue streams. revenue streams. Undertake a review of existing rating methodology Review ratings 4.5.3 4.5.3.1 to identify anomalies and gaps compared with Local High DCS strategies. Government industry rating standards.
Effective collaboration and shared services are maintained with other Local, State and Federal Government agencies, industry and community organisations Service 2020- 2021- 2022- 2023- 2024 Resp Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Participate in To foster and maintain partnerships with key regional groups and stakeholders, actively participate in regional groups 4.6.1 seek collaborative 4.6.1.1 Moderate ALL with a view to identifying resource sharing and resource sharing development opportunities. opportunities. Nurture strategic alliances with major Regularly communicate with major industries in the 4.6.2 industry groups and 4.6.2.1 Shire, seek funding partnerships for appropriate High CEO government projects and events. agencies.
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Appropriate emergency services are maintained and planning undertaken
Service 2020- 2021- 2022- 2023- 2024 Resp. Ref Strategy Action Ref Action Priority 2021 2022 2023 2024 onwards Officer Promote training and development of Support and maintain training requirements and 4.7.1 4.7.1.1 High DIS emergency services recognise achievements of emergency volunteers. personnel. Investigate and obtain ongoing Secure ongoing funding from Department of Fire funding to support 4.7.2 4.7.2.1 and Emergency Services and relevant agencies for High DIS specialist staff for community emergency services staff. emergency services. Investigate and obtain funding for emergency Pursue funding from Department of Fire and services, including 4.7.3 Emergency Services and other relevant government an emergency 4.7.3.1 High DIS agencies for the development of an emergency service hub and services hub in Australind. career fire fighter service at Australind. Ensure equitable level of funding is Monitor Emergency Services Levy (ESL) funding provided by the and make submissions to Department of Fire and 4.7.4 Emergency 4.7.4.1 Emergency Services for any justifiable increases. High DIS Services Levy to the Ensure capital equipment replacement program is Shire’s emergency maintained. services. Pursue provision of Maintain good relationships and work constructively improved safety with companies developing land within the Shire, 4.7.5 access through a 4.7.5.1 and pursue through the land development process Moderate DSD second road access the establishment of a second access road for to Binningup. Binningup. Support the Local Emergency Provide administrative support to committee and 4.7.6 4.7.6.1 Moderate DIS Management maintain membership of the committee. Committee.
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Capital projects The following information is based upon the Shire’s Forward Capital Works Plan
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Capital Projects
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($)
1.2.2.1 Buildings Harvey Mainstreet Tourist Information Signage 135,000 135,000 1.2.3.1 Infrastructure Ridley Place – Foreshore Redevelopment – Implementation 350,000 350,000
Capital Projects
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($)
2.2.1.2 Infrastructure Townscapes 100,000 100,000 100,000 100,000 100,000 100,000 100,000 100,000 2.4.4.1 Parks, Gardens and Grounds Binningup Dune Restoration 150,000 Brunswick Ag Society - BBQ 12,500 Brunswick Recreation Ground – Perimeter Fence 70,000 Christina Park - Reticulation Renewal - Kerbing and Temporary 20,575
Water to Eco Zone Cookernup Cemetery - Niche Wall/Shelter 25,000 Eco Museum Entry - Retic Including Underground Boring 8,500 Harvey Dam - Shed 20,000 Harvey Pool - Carpark Upgrade 70,000 Harvey Recreation Ground Oval - Drainage 300,000 Harvey Shrine - Fencing 7,500 Harvey Weir Road - Lighting 30,000
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Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Johnston Rd Yarloop - Reticulation to Gardens 28,000 Settlers Park - Reticulation Extension 10,000 Stirling Cottage - Access to Pumps OHS - Stairs Required 19,500 Stirling Cottage Bridge Over River - New Timber Boards and 7,500
Sealing Yarloop Garden at Train Station 15,000 Infrastructure Binningup Beach - Carpark Expansion 150,000 Harvey Bowling Club - Carpark Upgrade 150,000 Unallocated Capital Works 320,450 557,500 185,000 201,575 470,450 2.4.5.2 Parks, Gardens and Grounds Binningup Hall Playground - Renew Softfall 15,000 Binningup Foreshore Playground - Floor Renewal 50,000 Cookernup Hall Playground - Shade Structure 25,000 Harvey Nature Play Playground 135,000 Unallocated Playgrounds 80,000 80,000 80,000 225,000 80,000 80,000 80,000 2.5.3.1 Infrastructure Waste Transfer Station - Design 30,000 30,000
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Capital Projects
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($)
3.1.4.3 Parks, Gardens and Grounds Harvey Skatepark - Research and Design 10,000 10,000 3.2.4.2 Footpaths Aquamarine - Azurite Drive to The Boulevard (270m) 32,000 Balwyn Road - Braidwood Drive to Kingston Drive (500m) 55,000 Binningup Road - West Coast Drive Section (220m) 12,000 Forth Street - Korejikup Avenue to Harvey Fresh (640m) 60,000 Kelston Way - Sherwood Road to Burwood Road (434m) 50,000 Kingfisher Avenue - Gannett to Barnes (600m) 60,000 Leisure Drive - Braidwood Drive to Kingston Drive (480m) 52,000 Leisure Drive - Kingston Drive to Cockatoo (570m) 65,000 Leisure Drive Shared Path 326,070 Old Coast Road - Upton Place to Travers Drive (1,320m) 70,000 Path Missing Links (200m) 36,000 37,000 38,000 39,000 Path Replacement Program 16,965 302,000 181,000 SW Highway - Vibe to Hinge Rd (547m) 60,000 Talbot Road - Rose Road to Fry Street (530m) 33,000 Third Street, Harvey - Uduc to Sir James Avenue (968m) 52,000 Uduc Road - Fourth Street to Seventh Street (1335m) 120,000 Waterloo Road - Nunnagine Circuit to Government Road 100,000 (824m) Young Street - Roy Street to Korejikup Avenue (395m) 50,000 484,000 563,035 400,000 400,000 3.2.5.1 Infrastructure Urban Forest Project Clifton Park – Stage 4 190,000 Urban Forest Project Clifton Park – Collie River Bridge to Lucy 100,000 Victoria Avenue Urban Forest Project Clifton Park – Extend Path 100,000 60 | P a g e
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) 190,000 100,000 100,000 Harvey Station Master House – Special Maintenance Drainage 3.3.1.1 Buildings 60,000 and Verandah 60,000 3.3.1.3 Buildings Australind Library – Storage and Meeting Room * 150,000 150,000 3.3.1.4 Buildings Yarloop Workshop - Site Development and Mens Shed 700,000 Yarloop Workshop - Continuation of Stage 1 Steam Workshop Structure, and Stage 2 - Protection of Existing Document Store, and New Interpretive Centre - Part 1 2,750,000 Yarloop Workshop - Continuation of Stage 1 Steam Workshop Structure, and Stage 2 - Protection of Existing Document Store, and New Interpretive Centre - Part 2 1,550,000 3,450,000 1,550,000 3.4.4.1 Buildings Harvey Community Hub - Master Plan Part 2 80,000 Harvey Community Hub - Stage 1 9,000,000 Harvey Community Hub – Stage 2 9,000,000 80,000 9,000,000 9,000,000 3.4.6.2 Buildings Binningup Country Club - External Painting 10,000 Cookernup Hall - Verandah Upgrade 39,200 Harvey Pool - Automatic Shutdown Device 12,000 Harvey Pool - Painting Changeroom and First Aid Room 5,200 Harvey Pool - Replace Entrance Path 10,500 Harvey Recreation Ground - Upgrade Football Club
Changerooms 104,000 HBLFC - Female Changerooms Part 2 147,000 HRCC - Courtside Fans 10,000 HRCC - LED Lighting for Westbrook Hall 30,000 HRCC - Photo Voltaic Solar Panels 20,000 HRCC - Refurbishment of Function Room 40,000 HRCC - Reseal Courts 1, 2 and 3 and Function Room Floors 13,000 Leschenault Pavillion - Kitchen Upgrade 98,000
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Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Leschenault Recreation Park Pavilion - Preventative Painting 40,000 LLC - Carpet Replacement 62,000 LLC - CCTV Replacement 50,000 LLC - Court 3 Construction 1,500,000 LLC - HP2 Replacement 90,000 LLC - Kitchen Floor Renewal 9,000 LLC - Renovate Dry Side Changerooms and Toilets 153,000 LLC - Renovate Wet Side Changerooms and Toilets 150,000 LLC and HRCC - Photo Voltaic Solar or Alternative Energy
System 200,000 LLC and HRCC - Study for Aquatic Alternative Power 30,000 LLC Aquatic - Preventative Painting 10,000 10,000 LLC Building - Preventative Painting 20,000 20,000 10,000 10,000 LLC Major Upgrade Project - Aquatic, Replace Insulation in
Roof 250,000 Unallocated Capital Works 139,738 295,976 352,000 871,700 2,027,938 478,976 562,000 3.4.7.1 Buildings Brunswick River Cottages - 8 Units 3,000,000 3,000,000 3.4.7.2 Buildings Harvey Senior Citizens Centre - Renovation 610,000 610,000 3.6.1.2 Roads Alverstoke Road Reconstruct/Drain 6m Wide - Victoria Road to Clifton Road 230,000 Australind Road - Upgrade Kerbing, Drainage, Asphalt Reseal - Wildflower Way to Driver Road 253,000 Barnes Avenue - Road Upgrade Including Kerbing and Drainage - Eastwell to Dawe 253,000 Beddingfield Way - Asphalt Reseal 49,680 Black Rock Road, Yarloop - Resheet, Upgrade Drainage 257,000 Buffalo Road - Construct and Seal Shoulders, Remove Roadside Hazards, Install Signage 210,000 Campbell Road - Aggregate Reseal 42,000
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Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Cathedral Avenue - Construct/Seal Shoulders, Remove Hazards, Install Signage 1,000,000 Charman Place Cul-de-sac - Asphalt Reseal 17,080 Clarke Road - Reconstruct to 6m Wide Seal - Waller Road to Lot 73 130,000 Clifton Park - Reseal Various 150,000 Clifton Road Brunswick - Road Resurfacing/Widening and Parking Improvements 70,487 Clifton Road Yarloop - Reconstruct to 7m Wide - Homebush to Brockman 190,000 Clifton Road, Brunswick - Road Upgrade - Wellesley Road to Alverstoke Road 550,000 Constellation Drive - Traffic Management Roadworks 25,000 Cooper Street and Hester Street, Harvey - Reconstruct Kerb and Drainage 341,000 Crampton Road Extension 110,000 Crampton Road - Resheeting 30,000 Devlin Road - Resheet Gravel Pavement - Marriot Road to Wellesley Road South 70,000 Ditchingham Place/Aquila Reconfiguration 150,000 Dunnart Place - Asphalt Reseal 8,400 Eastwell Road - Improve Crest, Approaches and Drainage Barnes to Eliza 253,000 Eckersley Road - Aggregate Reseal 46,200 Elinor Bell Road - Asphalt Reseal 28,000 Field Road - Resheeting 20,000 Fourth Street - Widen Seal to 6m - Raneri Avenue to Korijekup Avenue 70,000 Galvin Street - Reconstruct, Kerb and Drainage - Anthony Street to Cooper Street 238,000 George Avenue - Reconstruct Failed Pavement, Reseal - Ommaney Road to Clifton Road 210,000 Ghainda Street - Asphalt Reseal 23,000 Government Road - Reconstruct to 7m Wide - Rodway to River Road 307,000 Government Road - Aggregate Reseal 48,125 63 | P a g e
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Hamilton Court - Asphalt Reseal 17,800 Hardwick Road - Aggregate Reseal 14,850 Harvey Quindanning Road - Widen Seal to 9m and Linemark - Fleay Road to Dam Turn Off 1800m 141,000 Harvey Quindanning Road - Widen and Seal Shoulders, Remove Trees, Install Signage 210,000 Heppingstone Road - Reconstruct Failed Pavement, Reseal - SW Highway to Rose Road 157,000 Hocart/Dixon/Station - Redesign Intersections 100,000 Hockins Place Cul-de-sac - Asphalt Reseal 16,100 Hope Avenue - Aggregate Reseal 44,968 Jackson Road - Resheeting 50,000 Johnston Road - Widen and Seal Shoulders, Remove Trees, Install Signage, Improve Intersection 500,000 Kealy Street - Reconstruct, Kerb and Drainage - Galvin Street to End 103,000 Kingston Drive - Construct New Link Paris to Ditchingham 1,888,049 Lake Preston Road - Continue Upgrade to Seal 205,000 Lake Preston Road - Reseal Previous Years Construction 40,000 Lake Preston Road - Construct/Seal 6m Wide, Remove Hazards, Install Signage 400,000 Leschenault - Reseal Various Windward Road 103,000 Logue Brook Dam Road - Aggregate Reseal 45,000 Logue Road - Upgrade Section to 6m Seal - Extend Seal to End 203,000 Marriott Road - Road Reconstruction - Kemerton Road to SW Highway 1,908,400 Melville Road - Upgrade from Perron Road West 1.2km 317,000 Melville Road - Aggregate Reseal 33,000 Old Coast Road - Surface Correction and Asphalt Reseal - Driver to Australind Road 225,000 Paris Road - Verge Beautification Grand Entrance to Mulgara 250,000 Ray Road Myalup - Upgrade to 6m Seal - Eric St to End 98,000 Riverdale Road - Aggregate Reseal 19,250 Roy Street - Asphalt Reseal - Hayward Street to Railway Line 20,000 64 | P a g e
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Salisbury Road Cookernup - Construct Seal to 6m Wide - RiveRoadale Road to York Street 157,000 Schoch Crescent/Vernon Street - Upgrade to Seal/Kerb 6m Wide - Wilson Street to Wilson Street 172,000 Seven Hills Road - Extension 1.2km 180,000 Shine Crescent - Kerbing and Stone Mastic Asphalt (SMA) 90,000 Shine Crescent - Replace Kerb, Drainage, Reseal - Ommaney Road to Clifton Road 230,000 Stirling Dam Road - Reconstruct, Improve Drainage and Resheet Gravel - Harvey-Quindanning Road to Lancaster Road 288,000 Teasdale Road - Kerb and Asphalt 120,000 Thompson Road - Reconstruct Narrow Seal - Salisbury Road to South Western Highway 261,000 Travers Drive / Old Coast Road / Cathedral Avenue - Traffic Management Roadworks 560,000 Treendale Promande 150,000 Unallocated Blackspot 400,000 400,000 400,000 Unallocated Capital Works 577,193 487,713 Unallocated Direct Grant 170,437 240,437 240,487 Unallocated R2R 431,929 631,929 631,929 Valentine Road Binningup - Construct Cul-de-sac and Car Parking 159,000 Various Reseals 590,000 590,000 590,000 Wellesley Road North - Aggregate Reseal 66,500 Wellesley Road South - Reconstruct to 7m Wide - Marriot Road to Devlin Road 69,939 Wells Court - Asphalt Reseal 8,680 West Coast Drive - Construct Parallel Parking - Binningup Road to End 198,000 West Lane, Benger - Construction 180,000 Young Street - Reconstruct Section Stage 1 180,000 9,207,508 4,922,366 3,962,559 3,849,129 3.6.1.2 Infrastructure Ridley Place - Foreshore Redevelopment - Design/Plan 130,000 130,000
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Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) 3.6.1.4 Drainage Overhaul All Drainage Retention Sumps in Australind, Binningup and Myalup Including Fencing and Headwalls 182,000 Major Drain Maintenance on 18 Bridges - Deck Drains and
Runoff Drains Each End 182,000 Upgrade Rural Drainage (Culverts and Headwalls) in South
Area Including Brunswick Townsite 182,000 Unallocated Capital Works 45,523 57,741 Westview Heights - Pipe Irrigation Drain, Hinge Rd 370,000 182,000 227,523 370,000 239,741 3.6.2.2 Bridges Marriot Road - Substructure Repairs 252,000 Yamballup Ave - Substructure Repairs 252,000 504,000
Capital Projects
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($)
4.3.6.2 Buildings Australind Depot - Toilet Area 5,000 Australind Senior Citizens - External Painting 25,000 Benger Hall - Electrical Upgrade 30,000 Binningup Hall and Library - External Painting 10,000 Brunswick Bowling Club - Synthetic Green 203,000 Brunswick Depot - Deludge Shower 6,000 Brunswick Depot - Insulation to Office and Toilet 8,000 Brunswick Recreation Centre - Tiles in Change Rooms 9,680 Brunswick Town Hall - Façade 5,890 Brunswick Town Hall - New Chairs 14,000 Brunswick War Memorial - Concrete Slab/Wall 6,000 Harvey RSL Hall - Major Maintenance * 35,000 66 | P a g e
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Harvey Stirling Cottage - New Tables and Chairs 12,500 Harvey Stirling Cottage - Upgrade Kitchen 20,000 HRCC - Renovations to Enlarge and Upgrade Gym Area 150,000 LLC - BBQ for Outdoor Function Area 8,000 LLC - Filter Shelter 13,000 Mural Art Project - Shire Building 35,000 Myalup Hall - Air Conditioning 15,000 Station Master House - Major Maintenance 100,000 Australind Development Investigation 100,000 Unallocated Building Maintenance 40,000 35,000 35,000 35,000 Yarloop Depot - Storage Shed 9x6 40,000 Infrastructure Australind Elbow Carpark - Upgrade to Sealed, Linemarking and 70,753 Lighting Australind Elbow Reserve - Jetty 15,000 Australind Industrial Area Piggot Lane - Vehicle Access 11,000 Prevention Fencing Vehicle Access Prevention Fencing 11,000 Cathedral Avenue Shared Path Boardwalk - Design 5,500 Cathedral Avenue to Ridley, Australind - Solar Panel Lighting 29,500 Cemeteries - General Stages Capital Improvements 100,000 Christmas Lights/Tree - Harvey/Australind 30,000 Hayward Street, Harvey - Shelter Electric Charger 9,000 Harvey Pool - Replace Liner and Major Maintenance 220,000 Harvey Young Street – Car parking opposite Library 32,000 Miscellaneous - Control of Access 35,000 Myalup/Binningup Beaches - Bollards 16,000 Old Collie River Bridge - Old Coast Road 100,000 Paris Road - Landscaping Improvements 120,000 Provide Lighting at Nominated Intersections Stage 1 20,000 Provide Lighting at Nominated Intersections Stage 2 20,000 Ridley Place - Foreshore Redevelopment - Park Landscaping 150,000 Improvements 67 | P a g e
Action No Asset Class Project 2020-2021 ($) 2021-2022 ($) 2022-2023 ($) 2023-2024 ($) Riverdale Road, Cookernup - Street Lights 30,000 RV Friendly Facilities 35,000 Shire Cemeteries - 50 Year Plan Including New Rose Gardens 21,220 at Harvey Lawn Cemetery Uduc Road - Parallel Parking - Harvey Oval 48,000 Uduc Road - Streetscape Improvement 30,000 Unallocated Capital Works 205,724 Walk Crossings/Furniture - Australind Eco Museum 100,000 Parks, Gardens and Grounds Brunswick Railway Reserve - Gazebo, Seating, Eco Zoning and Path 40,000 Foreshore Reserve Landscaping - Ridley Place to Christina Reserve Stage 2 50,000 Harvey Golf Club - Upgrade Water Supply and Systems 45,811 LLC - Earthing to Irrigation System 10,000 LLC Oval 2 - Renewal 240,000 LLC Path Lighting Stage 2 of 2 35,000 LRP Oval 6 - Southern End Subsoil 45,000 Unallocated Capital Works 181,226 459,921 527,171 1,273,354 1,483,726 775,645 562,171 4.3.6.4 Plant and Equipment Plant Replacement Program 910,000 800,500 947,700 1,357,500 910,000 800,500 947,700 1,357,500 Grand Total 19,510,062 24,040,088 16,416,455 7,620,991
*Projects on hold pending outcomes of strategic actions.
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