Shire of Coolgardie’s Community Strategic Plan 2018 to 2028
Our Community, Our People, Our Future
www.coolgardie.wa.gov.au Message from the Shire President
The Shire of Coolgardie is open for business. The Council recently endorsed a new Level of Together with our community, we are working to Service review over a three-year period. This create the best possible future for the Shire. program will improve the management of services and align service delivery against community Our Community Strategic Plan 2018 to 2028 needs and expectations. The outcome will be will inform Council decisions in relation to new the development of fit-for-purpose services that projects, operational expenditure, and service the community can afford. provision for the next 10 years. The Community Strategic Plan was developed in consultation I would like to sincerely thank all the community with the community and provides an accurate members, staff and stakeholders who contributed reflection of their vision for the future. to the Shire of Coolgardie’s Community Strategic The Plan will enhance community engagement in Plan to achieve our vision to 2028. decision making to 2028; with bi-annual reviews scheduled to ensure that ongoing community Malcolm Cullen priorities are reflected.
02 Contents 04 Welcome to the Shire of Coolgardie 05 Shire of Coolgardie Profile 06 Value of Minerals & Mines in the Region 08 The Shire of Coolgardie’s Rich History 10 Facilities and Services 12 Planned Projects - 2028 14 What is a Community Strategic Plan? 15 Community Strategic Plan Development 16 Our Community Said 17 Our Vision 18 Aspirations & Goals 22 Measures of Success 24 Shire of Coolgardie’s Plans & Financials 03 Welcome to the Shire of Coolgardie
The Shire of Coolgardie is approximately 550 The Shire is the largest producer of minerals in the kilometres East of Perth. It encompasses an region and the fourth largest local government area of 30,400 km² and includes the towns of producer in Western Australia, with gold and Coolgardie, Kambalda East, Kambalda West, nickel mining operations supporting globally Widgiemooltha and the Aboriginal community significant regional exports. These companies of Kurrawang. Over 3,600 people live in the Shire are at the forefront of mining innovation and which neighbours the Goldfield’s regional centre offer fantastic career opportunities. - City of Kalgoorlie-Boulder. Celebrated for the gold and nickel discoveries in Coolgardie and Kambalda, the Shire continues to thrive with a multitude of mining and processing companies operating in the area.
KALGOORLIE COOLGARDIE KAMBALDA 550km FROM PERTH
PERTH
Largest Producer of Minerals in the Region
Rich History – Mother of the Goldfields
Stunning natural environment Warm welcoming community Community Recreation Facilities
Active Community groups Unique Historical Tourism Experiences
04 The Shire of Coolgardie Profile
ECONOMY #1 $2.51B MINERALS VALUE OF PRODUCER IN MINERALS 2016/17 THE REGION
$592M $95K >100 GROSS REGIONAL MEDIAN HOUSEHOLD LOCAL PRODUCT INCOME PER YEAR BUSINESSES
EMPLOYMENT NUMBER OF JOBS MEDIAN WEEKLY INCOME $1,800 2,000+
TOP 5 INDUSTRIES OF EMPLOYMENT 51.8% MINING 5.4% 4.6% 4.6% 4.6% EDUCATION ACCOMMODATION PUBLIC ADMIN CONSTRUCTION & TRAINING & FOOD SERVICES & SAFETY
PROPERTY
$110K $200PW $250PW MEDIAN MEDIAN RENT MEDIAN MORTGAGE PROPERTY PRICE REPAYMENTS
LIFESTYLE
DIVERSE 828 POPULATION FAMILIES 3,610 TOTAL 68% OF THE POPULATION 35% POPULATION BORN OVERSEAS
33 35 27OC MEDIAN COMMUNITY AVERAGE AGE GROUPS TEMPERATURE
3 2 3 4 PRIMARY SECONDARY CHILDCARE SCHOOL BUSES TO SCHOOLS SCHOOLS CENTRES KALGOORLIE PER DAY 05 Value of Minerals Goldfields Esperance Region
2016/17
COOLGARDIE - $2,514,162,807
KALGOORLIE-BOULDER - $2,360,048,000
LAVERTON - $1,913,734,083
LEONORA - $1,771,463,747
MENZIES & ESPERANCE - $634,106,950
RAVENSTHORPE & DUNDAS - $509,529,085
06 Mines in the Region
The Shire of Coolgardie’s total value of all mineral resources was $2.51B the highest in the Goldfields- Esperance region 2016/17
LEGEND Gold Nickel Castle Hill Jaurdi Hills Iron Ore Gold Project Kundana Lithium White Foil Frog’s Kaolin Sandy Ridge Leg Coolgardie Coolgardie Bullabulling Burbanks Carina Mine Mt Marion
Nepean Long-Victor Kambalda St Ives Paris
Widgiemooltha Lanfranchi Mount Goldmine Bald Hill WidgieMooltha South Miitel Mariners Higginsville
07 The Shire of Coolgardie’s Rich History
08 Coolgardie, “the Mother of the Goldfields”, was once the destination for thousands of gold prospectors seeking their fortunes. Coolgardie saw the biggest movement of people in Australian history when gold was found in 1892. At the height of the gold rush in 1897, Coolgardie was Western Australia’s third largest town servicing a population of 25,000 residents and over 700 mining companies. The name Coolgardie is derived from the Aboriginal name “Kurl-Kurti” that refers to a type of Mulga tree which grew near a waterhole. The waterhole was shown to the first Europeans in the area by Nyunbuning. Coolgardie has some of the grandest surviving goldrush-era historical buildings and collections which include the Goldfields Exhibition Museum, Post Office Complex, Pharmaceutical Museum, Railway Museum and Warden Finnerty’s Residence. Kambalda, established in 1897, was also a gold mining town until 1966 when the first of many large deposits of nickel was found in the town. These rich nickel deposits were profitably developed by Western Mining Corporation which marked the beginning of Western Australia’s ‘nickel boom’. Widgiemooltha is located between Kambalda and Norseman on the southern shoreline of a significant salt lake called Lake Lefroy. In the 1890s, gold was discovered in the area and Widgemootha had a population of 112 people. The name of the town is Aboriginal in origin and is thought to be derived from the Aboriginal word Wadjimoola (meaning crows nose). Gold and nickel continue to be mined in the area. Kurrawang is an Aboriginal community located between Coolgardie and the City of Kalgoorlie-Boulder. It was established as a mission settlement in 1953 on a Crown Land Title reserve and in 1995, the Kurrawang Aboriginal Christian Community was issued with the title to land in freehold. Today, the community hosts a range of facilities including a school, shop, and adult learning centre. The Shire of Coolgardie continues to thrive as a mining community. It is the largest producer of minerals in the region and the fourth largest producer in Western Australia, with gold and nickel mining operations supporting globally significant regional exports. 09 The Shire of Coolgardie’s Facilities & Services
10 Shire owned and operated facilities: • Community Recreation Facilities • Community Resource Centres • Outdoor Swimming Pools • Skate parks • Sports Ovals and Facilities • Parks, Gardens and Playgrounds • Visitor Centres • Historical Buildings • Senior Housing • Sewage Facility • Waste Facility
Services that support our community: • Animal Control • Community Chest Fund • Building and Planning Services • Household Bin and Litter Collection • Environmental Health • Sweeping and Verges • Maintenance/Construction of Footpaths • Road Construction and Maintenance • Weeding and Spraying Services • Contribution to Medical Services
How we celebrate our community: • Kambalda Community Christmas Tree • Australia Day Breakfast • Pancake Day • Clean Up Australia Day • Blessing of the Roads • The Biggest Morning Tea • Senior’s Christmas Lunch • Coolgardie Day
11 Shire of Coolgardie Planned Projects - 2028
The Shire of Coolgardie has several infrastructure projects in preliminary phases of planning. All of these projects are subject to external funding, government support, the Shire’s resource capacity and its Long Term Financial Plan. The aim of these infrastructure projects is to stimulate economic development and activate Shire facilities for the benefit of the community.
Coolgardie Community, Cultural and Business Hub The Shire’s aim is to transform the internal areas of a significant historical building, the Coolgardie Post Office, to develop a `heart of the town’. The project will reinvigorate Coolgardie’s economic opportunities – achieved through the attraction of visitors, stimulation of new business and jobs, and opportunities to experience the local Aboriginal culture and history. The Hub will provide the community with areas to conduct cultural and social workshops, training and other creative and recreational activities.
Future Residential Land Development The Coolgardie Horse Blocks comprises of 110 hectares located West of Coolgardie. The Shire is investigating options for subdividing the area to create land parcels for semi-rural purposes. The project outcomes are to provide a rural lifestyle choice and larger land parcels within the Coolgardie town site; whilst offering amenities and facilities of an urban area.
Kambalda Waste Transfer Station The Shire is investigating the feasibility of constructing a transfer station which will allow for better waste management at the existing landfill site and support improved recycling and reduction of waste to landfill.
12 Kambalda Pool The pool in Kambalda is over 40+ years old and the Shire acknowledges it requires work to support its ongoing viability. The Shire has a long-term vision to ensure the pool remains part of the Recreational Precinct in Kambalda.
Mungari Strategic Industrial Area The Mungari Strategic Industrial Area, located in the Shire boundaries, is a regionally significant land parcel which is zoned for the development of strategic and heavy industries. Mungari is connected to major road transport, rail, power, and water, providing an ideal location to develop priority industries to enhance the region’s economic development
Road Train Assembly Area Coolgardie is a major traffic route through to Kalgoorlie, the Northern Goldfields, Esperance and through to the Eastern States. Road traffic data indicates that over 450 heavy vehicles travel through Coolgardie every day. This project will facilitate safety and improved route planning to support transport productivity in the region.
Warden’s Court Building The Warden’s Court building in Coolgardie houses the Coolgardie Visitor Centre and the Goldfields Exhibition museum which contains one of the rarest bottle collections in the world. The Shire of Coolgardie is working with the Western Australian government to activate the building to attract government service delivery and expand on tourism accessibility.
13 What is a Community Strategic Plan?
This Community Strategic Plan outlines the The Local Government’s Integrated Planning community’s long-term vision, goals and and Reporting Standard directs that all local strategies to 2028. governments undertake a Desktop Review of their Community Strategic Plans biannually In 2010, the Department of Local Government and and a complete review including community Communities introduced the Integrated Planning engagement activities every four years. As the and Reporting Framework and Guidelines for Shire of Coolgardie’s community trends and all Western Australian local governments. The priorities evolve, stakeholders will be invited to framework integrates community priorities, as revise and update the Plan. articulated in the Community Strategic Plan, with other local government plans, information, and resourcing capabilities.
14 Identification of Shire trends, issues and impacts Community Strategic Plan Development
Workshops - Councillors and the Management Team Community engagement is fundamental in local government, where the primary function is to: “use its best endeavours to meet the needs of current and future generations through the integration of environmental protection, social advancement and economic prosperity” (Local Government Act 1995, S1.3). Public consultation in Coolgardie and Kambalda The Shire of Coolgardie’s Community Strategic Plan was developed completely through consultation and engagement with the community.
Distribution of surveys at the Community Recreation Centres, Council Offices, local businesses, visitor centres, and at public events
On-line survey available through local Facebook sites, the Shire’s website and direct emails
More than 180 community surveys received, collated and analysed
Draft Community Strategic Plan released for public comment
Final Community Strategic Plan presented to Council for endorsement 15 Our Community Said
The favourite things about In 10 years’ time, our community are: our community will have: • Welcoming community • More business opportunities • Housing affordability • An increased population • Community group activities • Major retailers attracted • Recreational activities • Better Infrastructure
The most important challenges facing our community for the next 5 years are: The top three things that would • A fly-in-fly-out population improve our community are: • Anti-social behaviour • Youth programs • Quality of Education • More health services • Retaining our local businesses • Law, order and public safety
16 Our Vision
The Shire of Coolgardie’s Vision A connected, progressive & welcoming community
The Community Strategic Plan 2018 to 2028 was developed through community Definitions feedback. Over 180 surveys from the 180+ community assisted in the development SURVEYS VISION of the Plan’s goals, objectives and An inspiring but achievable success measurements. statement which says where we want to be in 2028
ASPIRATION Overarching aim that move us closer to our Vision
GOAL How we will achieve our aspirations as a community
MEASURES OF SUCCESS How we measure progress in achieving our goals 17 ASPIRATION Accountable and effective leaders
OUR COMMUNITY WANTS
Have a voice in Improved Act in the best State and Federal communication interest for the Government and consultation community decisions
GOAL 1 GOAL 2 GOAL 3 Engagement and Transparent, Advocate for the consultation accountable and community effective governance IT WILL BE ACHIEVED BY: IT WILL BE ACHIEVED BY: • Demonstrating that IT WILL BE ACHIEVED BY: • Developing strategic decisions are developed • Ensuring a well- partnerships with regional, through inclusive informed Council makes State and Federal community engagement good decisions for the governments • Developing strong community • Ensuring the Shire partnerships with • Demonstrating sound of Coolgardie is well stakeholders for the benefit financial management and positioned to meet future of our community plans for the Shire’s long needs • Collaborating with term financial sustainability • Advocating for services industries to stimulate • High quality corporate that support our and support economic governance, accountability community needs development for the and compliance community • Maintain integrated MEASURES OF SUCCESS: strategic and operational • Bi-annual Community MEASURES OF SUCCESS: plans Satisfaction Survey • Bi-annual Community • Number of partnerships Satisfaction Survey MEASURES OF SUCCESS: established • Bi-annual Community Satisfaction Survey • Delivery of an efficiency dividend • Adherence to compliance calendar and statutory requirements • Current ratio meets required standard • Operating surplus ratio meets required standard 18 ASPIRATION An inclusive, safe and vibrant community
OUR COMMUNITY WANTS
Let’s look at ways Government to keep the youth Encourage funding to support in town entertained our young people the development and develop to grow old in the of a strong family projects that youth Shire friendly environment can get involved in
GOAL 1 GOAL 2 GOAL 3 Build a sense of place A safe and healthy Celebrate our culturally and belonging community diverse community
IT WILL BE ACHIEVED BY: IT WILL BE ACHIEVED BY: IT WILL BE ACHIEVED BY: • Attracting funding to • Promoting and advocating • Continuing to promote the support the sustainability for community health local Aboriginal culture and and growth of our local services history Community groups • Delivering and developing • Developing varied • Facilitating events and sport and recreation community and multi- active programs for seniors, activities cultural events and services youth and the Aboriginal • Collaborating with • Supporting and growing community stakeholders to develop our arts and culture sector • Continuing to support the and expand community MEASURES OF SUCCESS: children and youth of our safety initiatives community • Bi-annual Community MEASURES OF SUCCESS: Satisfaction Survey MEASURES OF SUCCESS: • Bi-annual Community • Bi-annual Community Satisfaction Survey Satisfaction Survey • Community Chest Fund
19 ASPIRATION A thriving local economy
OUR COMMUNITY WANTS
To support, as Attract Encourage much as possible, and retain our people to live and our local businesses work in our towns businesses
GOAL 1 GOAL 2 GOAL 3 Build economic Facilitate local business Provide support capacity development and for traineeship retention development IT WILL BE ACHIEVED BY: • Encouraging and attracting IT WILL BE ACHIEVED BY: IT WILL BE ACHIEVED BY: new investment and • Promoting and utilising the • Collaborating with advocating for local Shire Resource Centres for education providers and employment business support industry to enhance the • Supporting local • Advocating for a Small development of local businesses in the Shire Business Incubator model traineeships • Supporting and • Encouraging the • Advocating for training and encouraging mining and development of local employment opportunities processing industries business education and delivered in the Shire support • Initiating training MEASURES OF SUCCESS: opportunities that will lead • Value of Gross Domestic MEASURES OF SUCCESS: to long term employment Product • Bi-annual Community • Value of Mining and Satisfaction Survey MEASURES OF SUCCESS: Industry Rates • Number of businesses in • Bi-annual Community Shire Satisfaction Survey • Number of education and industry partnerships supporting trainees and youth
20 ASPIRATION Effective management of infrastructure, heritage and environment
OUR COMMUNITY WANTS
Please protect Promote our Everyone and maintain unique heritage to try to keep our our beautiful buildings towns tidy surroundings
GOAL 1 GOAL 2 GOAL 3 Value local culture and Sustainable Enhance our Built heritage management of Environment resources IT WILL BE ACHIEVED BY: IT WILL BE ACHIEVED BY: • Facilitating the IT WILL BE ACHIEVED BY: • Facilitating urban and rural preservation of heritage • Ensuring that waste planning and development sites and buildings management practices are • Supporting the • Encouraging cultural and compliant development of diverse historical community • Facilitating re-use water housing and land options projects and activities initiatives • Supporting and • Maintaining and renewing MEASURES OF SUCCESS: encouraging local and infrastructure and building regional tourism assets • Number of planning approvals • Adherence to local MEASURES OF SUCCESS: MEASURES OF SUCCESS: planning scheme and • Bi-annual Community • Number of re-use water strategy Satisfaction Survey initiatives • Cultural and historical • Compliance with licence activities delivered conditions • Visitors to the Shire • Asset renewal funding ratio meets required standard • Asset sustainability ratio meets required standard • Asset consumption ratio meets required standard
21 Shire of Coolgardie’s Measures of Success 2018 to 2028
The Shire of Coolgardie will use the following measures to ensure that it is accomplishing the aspirations and goals set out in the Community Strategic Plan. These results will be reported upon to the Shire Councillors, stakeholders, and community members as they become available.
22 Accountable and Effective Leaders
• Bi-annual Community Satisfaction Survey • Delivery of an efficiency dividend • Adherence to compliance calendar and statutory requirements • Current ratio meets required standard • Operating surplus ratio meets required standard • Number of partnerships established
An inclusive, safe and vibrant community
• Bi-annual Community Satisfaction Survey • Community Chest Fund
A thriving local economy
• Value of Gross Domestic Product • Value of Mining and Industry Rates • Bi-annual Community Satisfaction Survey • Number of businesses in Shire • Number of education and industry partnerships supporting trainees and youth
Valuing our History and protecting our Environment
• Bi-annual Community Satisfaction Survey • Cultural and historical activities delivered • Visitors to the Shire • Number of re-use water initiatives • Compliance with licence conditions • Asset renewal funding ratio meets required standard • Asset sustainability ratio meets required standard • Asset consumption ratio meets required standard • Number of planning approvals • Adherence to local planning scheme and strategy
23 Corporate Business Plan
The Corporate Business Plan is the Shire’s four-year planning document that underpins the Community Strategic Plan 2018 to 2028. The plan aims to transform the community aspirations and goals into strategies and actions. It also allocates physical and financial resources and assets towards Shire projects and programs. The community’s priorities over the next four years have been addressed in this Plan. The Corporate Business Plan is supported by the Long Term Financial Plan, Asset Management Plan, and Workforce Plan.
Long Term Financial Plan
The Long Term Financial Plan is the forward estimate and projection for operating revenues, expenditures, capital works and cash backed reserves. This 10-year plan guides the Shire’s financial management to ensure adequate financial reserves and financial viability. The community’s long-term priorities have been included to guide financial investment to 2028.
Workforce Plan
The Workforce Plan identifies the human resources needed to address the aspirations and goals identified in the Shire’s Community Strategic Plan. The Plan considers the Shire’s current human resource capability, future needs, organisational structure and outcomes, accountability and performance measures.
Asset Management Plans
The Asset Management Plans guide the effective and sustainable management of the Shire’s assets including roads, buildings, parks and infrastructure. The effective management of assets is crucial to the sustainable delivery of Shire services. The Plans prioritise the maintenance, renewal and replacement of existing assets and the acquisition of new assets.
24 Resourcing the Community’s Vision
FINANCIAL SNAPSHOT 2017/18
BUDGET $000’S Rates 6,722 Financial Assistance Grants 469 Other Grants 3.011 Operating Expenditure 8,607 Capital Expenditure 2,685
VALUE OF ASSETS Replacement Cost 427,732 Depreciation 17,084 Written Down Value 412,245
25 The Shire’s Financials
Roads (39%) CAPITAL EXPENDITURE Land & Buildings (28%) This is the budget used for investment Other Infrastructure (25%) in the Shire’s infrastructure and facilities Plant & Equipment (8%)
Rates (60%) Non Operating Grants (18%) OPERATING REVENUE Fees & Charges (12%) This is the Shire’s annual income Operating Grants (7%) from recurring sources Interest Earnings (2%) Other Revenue (1%)
Depreciation (39%) Employee Costs (27%) OPERATING Materials & Contracts (22%) EXPENDITURE Utilities (5%) This is the budget used in day to Other Expenditure (4%) day operations of the Shire Insurance (2%) Interest Expenses (1%)
ACTUAL ASSET VALUE Roads (39%) Land & Buildings (28%) This is the value of Shire’s assets after allowing for depreciation Other Infrastructure (25%) (wear and tear of asset) Plant & Equipment (8%)
26 How decisions are made on behalf of the community
Elected Members make decisions at Council meetings which represent the community’s goals and aspirations. Council reports contain information to assist in decision making, including: consideration of legislation, Council policies, financial and asset impact and risk analysis. Council meeting agendas and minutes are available for the community to view on the Shire’s website.
Managing and Assessing Risk
The Shire of Coolgardie is committed to ensuring that effective risk management remains central to all operations while delivering a wide and diverse range of services to its residents and visitors. The management of risk is an integral part of the Shire’s organisational culture with policies, protocols, systems and processes used to ensure efficient and effective service delivery. The Shire of Coolgardie’s Risk Management Framework follows the International Standard for Risk Management - AS/NZS ISO 31000:2009 Risk management - Principles and guidelines. The areas of risk identified in the Shire’s Risk Management Framework include – Human Safety and Wellbeing, Financial and Legal Risk, Environment, the Shire’s Reputation and Governance Position and the Shire’s Capacity to Deliver Services.
Roles and responsibilities
The Audit Committee are responsible for reviewing reports from the Chief Executive Officer on the appropriateness and effectiveness of the Shire’s systems and procedures in relation to risk management, internal control and legislative compliance. The Chief Executive Officer holds the overall accountability for organisational risk. The CEO provides guidance for developing, implementing and maintaining risk management. The Executive Management Team are responsible for the oversight of the Risk Management Framework, including the review of risk management procedures and policies on an annual basis. The Team maintains oversight of the highest-level risks and takes responsibility for ensuring mitigation strategies are being implemented.
27 COOLGARDIE SHIRE OFFICE Sylvester Street, Coolgardie, WA, 6429
KAMBALDA SHIRE OFFICE Irish Mulga Drive Kambalda, WA, 6442
PO Box 138, Kambalda, WA, 6442 Tel (08) 9080 2111
[email protected] www.coolgardie.wa.gov.au
The Community Strategic Plan has been developed and endorsed by the Shire of Coolgardie.