Shire of East Pilbara Strategic Community Plan 2013 – 2022

November 2012

Document prepared for the Shire of East Pilbara by

Shire of East Pilbara 1 Our Vision A cohesive community providing an economic hub for the region linked by vibrant local centres and shared spaces – a place to live and call home.

2 contents

Foreword ��3

SECTION 1 – Introduction ��5

SECTION 2 – Our Shire ��7

Our heritage ��7 C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic

Our communities ��8

Our Shire ��9

Our region �� 13

Our challenges �� 14

Our opportunities �� 16

Our highlights �� 18

Our financial position �� 19

Our critical uncertainties �� 19

SECTION 3 – Setting our direction �� 21

How did we get here? �� 21

Informing our planning �� 22

Setting our direction �� 23

Section 4 – Our vision, objectives and priorities �� 29

Our key priorities �� 30

SECTION 5 – Major capital projects and planned actions �� 31

SECTION 6 – Resourcing the plan �� 35

Our financial position �� 35 Major Hero Image or collage here

To obtain a full copy of the original Strategic Community Plan 2013 – 2022 document, please download from the Shire of East Pilbara website www.eastpilbara.wa.gov.au. This document may contain images of Aboriginal and Torres Strait Islander people who have passed away.

Photo: Rob Kettels Foreword

The Shire of East Pilbara is the heart of the Pilbara. Productivity within the

Shire powers regional development, C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic keeps ports busy and drives growth in the economies of our State and nation. Our local government is both conscious and proud of its responsibility to serve the communities that enable this activity to continue. Cr Lynne Craigie, Shire President

Communities are homes to our most valuable resource: people. The Shire is committed to building partnerships and developing opportunities to resource its communities. Allen Cooper, Chief Executive Officer

3 Our towns have survived fluctuations of fortune for more than a century. Resourcefulness and resilience, along with planning, will hold them in good stead throughout the 21st century. The energy of our people will ensure that the heart of the Pilbara will beat on, and will beat strong.

4 SECTION 1 Introduction

The Shire of East Pilbara is not just about resources - it’s also about resourcefulness. From our Indigenous people to early pastoralists and miners, and through to the present day, people have shown their capacity to not only survive but thrive in the heart of the Pilbara.

Our towns have survived fluctuations of fortune for more than a century. Resourcefulness and resilience, along with planning, will hold them in good stead throughout the 21st century. The energy of our people will ensure that the heart of the Pilbara will beat on, and will beat strong.

The Shire’s commitment to the future of all its towns is reflected in this plan, which outlines a vision, strategies, initiatives and proposed outcomes for the coming decades. In framing this plan, the Shire is fulfilling legislative obligations while paying due attention to the needs and C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic aspirations of residents, now and in the future.

The plan aims to meet our community needs while also addressing the expectations of State Government - requiring all local government authorities to develop a strategy and planning document that reflects community and local government aspirations and priorities over a period of 10+ years.

The development of this Strategic Community Plan is to be part of an integrated framework designed to:

• Ensure community input is explicitly and reliably generated • Provide the capacity for location specific planning, where appropriate • Inform the long-term objectives of the local government with these inputs • Identify the resourcing required to deliver against these objectives • Clearly articulate long-term financial implications and strategies

Our Strategic Community Plan prioritises community aspirations, giving consideration to social, economic, environmental and governance objectives. The essence of this plan can be summarised as a community response to three questions:

1. Where are we now? 2. Where do we want to be? 3. how do we get there?

5 The Shire of East Pilbara has been occupied for tens of thousands of years. Indigenous Australians demonstrated autonomy, mobility and innovation in adapting to a harsh natural environment.

6 SECTION 2 OUR SHIRE

Our Heritage

The area now comprising the Shire of East Pilbara has been occupied for tens of thousands of years. Indigenous Australians demonstrated autonomy, mobility and innovation in adapting to a harsh natural environment. They were sustained by bonds of kinship, language, ritual and a spiritual attachment to the land.

White settlement followed an expedition led by Western Australian surveyor, Frank Gregory, in 1861. Gregory had set out in search of an inland sea, which had long been speculated upon.

His report of good pasture land along the De Grey River opened an era of pastoral activity in C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic the region, expanding over the following two decades.

In 1884, Nathaniel Cooke traced the Nullagine River from mouth to source. He recognised the country’s gold-bearing characteristics and verified his suspicions with promising finds on a return journey in 1886. In June 1888, a Cooke-led party found payable gold, and pegged claims in the locality that became known as Nullagine. Returning to Roebourne, Cooke learned that traces of gold had also been discovered near Marble Bar.

The Pilbara Goldfield was proclaimed in October 1888 and divided into two districts, Marble Bar and Nullagine. In the early 1890s, the existence of alluvial gold in both mining districts produced a significant gold rush, with many small-time prospectors arriving after the abandonment of the Kimberley Goldfield. The town of Marble Bar was gazetted in 1893, and lots sold rapidly following their release in 1894. Confidence in the district was reflected in the construction of impressive stone public buildings at Marble Bar in 1896. Nullagine was founded in 1895, and was boosted by its connection to the telegraph the following year.

Reef mining made progress as returns from alluvial gold dwindled, but transport costs meant that only high-yielding ore was worth crushing. The failure of requests for a railway line linking Nullagine to the coast reduced activity, and the town declined after 1905. Marble Bar fared better, with a railway from Port Hedland acting as a lifeline between 1911 and 1951. It remained a regional centre by virtue of pastoral activity, the ebb and flow of prospecting, and the enduring Comet gold mine, brought into operation in the 1930s.

Both Nullagine and Marble Bar were overshadowed after 1970 by the new iron ore mining town of Newman. The Shire of East Pilbara was formed by the 1972 amalgamation of the Shire of Marble Bar and the Shire of Nullagine, with Marble Bar remaining the seat of local government until most Shire functions were relocated to Newman in 1987.

In the early years of the 21st century, world demand for iron ore has propelled the East Pilbara into a period of rapid growth and development. Long-term export contracts and increasing recognition of the region’s diverse attractions and opportunities are certain to have even more lasting impact than the gold boom of the 1890s.

7 Our Communities

The Shire of East Pilbara (SoEP) is the largest local Newman is the primary hub of East Pilbara. government area in the Southern Hemisphere, Much of Australia’s iron ore is mined from within bigger than Victoria, Tasmania and the Australian the borders of the Shire and these mines are Capital Territory combined. operated by resources companies such as BHP Billiton and Fortescue Metals Group (FMG). The Shire services the towns of Newman, Marble Bar and Nullagine. The Shire area also contains The area also boasts a number of natural numerous Aboriginal communities, the largest attractions, including the Karijini National Park to being Jigalong, Punmu and Parngurr. the west and the largest national park in Western Australia – the Karlamilyi National Park (formerly The Shire’s estimated permanent residential known as Rudall River National Park) - to the east. population is approximately 10,500 people, rising from 6,319 residents in 1999, representing a 40 per cent increase in 13 years.

The major industries in the Shire are mining, pastoral and tourism, with considerable resources sector growth creating both a housing/construction and mining boom. The shortfall in the labour force in the region is currently being met by using fly-in/fly-out resources.

OUR SH IRE

Newman

Newman is the largest modern mining town in the The town has many wonderful natural features on its East Pilbara region, located on the edge of desert doorstep, including Weeli Wolli, which is a permanent country, 1,200km north of Perth and 450km south freshwater spring with abundant fish and bird life. of Port Hedland. Kalgans Pool and Eagle Rock Falls are also treasured by locals and visitors alike, particularly those who Mount Newman (1,053 metres) is a unique landform enjoy a four-wheel drive adventure. The world- that abuts the town and was named after the renowned Canning Stock Route is also within close explorer Aubrey Woodward Newman. proximity to Newman. The town and its surrounds In 1957, a huge iron ore deposit was discovered are popular with ‘grey nomad’ tourists, particularly at Mt Whaleback, which is now the largest single during the winter months. open-cut iron ore mine in the world and is operated In 2009, the need to effectively plan for Newman’s by BHP Billiton Iron Ore. growth was recognised through the delivery of The township of Newman was established in the Newman Revitalisation Project, which was 1968 by the Mt Newman Mining Company as an developed via a partnership between LandCorp accommodation centre for employees at its nearby and the Shire of East Pilbara. This project, iron ore mine. It remained a company-run town until which is funded by the Western Australian State 1981 when a handover to local government began. Government’s Pilbara Cities Program, developed There were 5,478 persons residing in Newman a comprehensive plan for the revitalisation of the at the time of the 2011, which is a 23% increase town centre as well as developing a town growth compared to the 2006 Census. 10 per cent were plan to ensure a future population of 15,000 people identified as being Aboriginal and/or Torres Strait is catered for by 2035. Extensive consultation with Islander, which is an increase on the seven percent the community and stakeholders informed the identified in 2006. development of plan.

The Western Australian Planning Commission The vision to revitalise and grow Newman supports estimates that there is an additional a transient its evolution into a regional town of substance, workforce population of 2,340 living in single quality and permanence – a place for people to person’s quarters in town. Current and proposed live, work and play. Extensive work has already transient workforce accommodation totals commenced in the redevelopment of the town approximately 3,500 units, equating to a peak centre, with significant support provided by the fly-in fly-out population of 3,150 (assuming a 90 State Government and BHP Billiton Iron Ore. per cent occupancy rate). In addition Newman also Newman’s future rests on expanding its economic provides a service hub for many remote transient foundations by increasing the servicing of mining worker villages across the region. activity in the broader region. Intensified activity will The Pilbara Industry’s Community Council generate business opportunities and a demand employment and population projections anticipate for services, which may be more conveniently and the Newman residential population to increase to efficiently provided in the town. This offers the 8,290 by 2020. potential to expand Newman’s role as a service hub.

9 Marble Bar

Marble Bar was established by graziers and gold Chinaman’s Pool is a popular swimming and picnic prospectors in the 1880s and was declared to spot, and is part of an A-class reserve. The more be a town in 1893. It is 1,487km from Perth and adventurous can take a four-wheel drive to explore despite being located within the Shire of East Coppin’s Gap, Doolena Gorge or Carawine Gorge. Pilbara, the town is actually closer to Port Hedland In addition to the landscape’s natural features, there (204km) than Newman (304km). Subsequently, are other attractions for visitors including the Comet residents seek a range of higher-order community Gold Mine and Museum, and the Corunna Downs and commercial facilities and services from Port RAF Base, which was one of the best-kept secrets Hedland rather than Newman. of World War II. The Iron Clad Hotel is one of the A small, but historic town, Marble Bar had 512 most unique and iconic outback pubs in Australia, residents at the time of the 2011 Census, of which popular with locals and tourists. a 161 per cent on the 2006 Census. 75% were The Marble Bar races, held in July each year, are identified as being Aboriginal and/or Torres Strait an institution in the Pilbara, with people travelling Islander, compared to 35% in 2006. far and wide for this truly outback community The needs of the local community and mining activity experience. Managed by the Marble Bar Race Club, are serviced in the district. However, residents seek which has been in existence since 1893 (excluding a number of their requirements from Port Hedland or war years), the early days of racing were supported Newman. The area is also home to the Goodabinya by district-bred horses, and a two-day meeting was Aboriginal community. held until the advent of professional jockeys and registered racehorses in the early 1970s. Known as Australia’s hottest town, Marble Bar is listed in the Guinness Book of Records for The future role of Marble Bar is likely to be that of a reaching 37.8ºC or more for 160 consecutive tourist and local service centre providing services to days. In contrast, winter offers mild daytime the Aboriginal communities in the district as well as temperatures and cool nights, which are the resource industry. Tourism should continue to attractive to tourists and prospectors. be based on the ‘grey nomads’ and special interest (prospecting/fossicking) visitor markets. It is a unique example of a pioneering outback town established in the gold rush days of the late 1800s. Set in a rugged landscape, the area boasts natural beauty and historic charm.

OUR SH IRE

Nullagine

Established following the discovery of gold by Nullagine’s natural beauty is well-known, with red Nathaniel Cooke in 1888, Nullagine takes its granite hills, rock holes, gorges, winter wildflowers nomenclature from the Aboriginal term “Ngullagine” and amazing wildlife creating a unique and diverse – which refers to the river that runs through the landscape. Key attractions include the ancient town. The tiny township is 192km from Newman, rocks of Conglomerate Gorge and the peaceful 298km from Port Hedland and 1,375km from Perth, and natural beauty of Elle’s Pool. and is also the site of the first diamond discoveries With the boom in gold prices, there is an increase in Australia. in mining and exploration, with a largely FIFO Between 1895 and 1914, the town boomed workforce. The town is beginning to capitalise on and contained a number of general stores, three recent mining investment and the population is hotels, eight stamp mills and a population of over predicted to increase again as a result. 3,000 people. This decreased to approximately The Nullagine iron ore deposit is an example of 2,000 residents up until the Second World War, the resource sector growth, in close proximity to when gold mining started to diminish. Nullagine. The project is being developed over Since then, the numbers have dropped significantly. an area of 1,500km² and is jointly owned by BC At the time of the 2011 Census, 177 persons Iron and FMG. The deposit lies within the northern resided in Nullagine, a decrease of 10%, 65 per eastern section of the Hamersley Basin. cent were identified as being Aboriginal and/or Construction began in the third quarter of 2010 Torres Strait Islander, compared to 50% in 2006. and the first 20,000 tonnes of ore were shipped The majority of the population are of Martu decent. to China in February 2011. The mine has been In winter, the town still attracts fossickers and developed at an estimated cost of A$51.5 million. prospectors, who visit the surrounding area that is It is predicted that Nullagine’s future role is likely to particularly rich in minerals such as agate, antimony, be that of a local service centre catering primarily to beryl, chalcedony, copper, jade, jasper, manganese, the needs of the district’s Aboriginal community and tiger eye and wolfram. mining activities. However, development is highly The facilities in the town include the Nullagine constrained by the town’s susceptibility to serious Remote Community School, Caravan Park, and extensive flooding. Community Resource Centre, Police Station, Hotel, Roadhouse and General Store, Gymnasium, Library and Health Clinic.

11 Our Indigenous Communities

The Shire contains a number of Aboriginal contribution to their community. In terms of communities, the largest being Jigalong, Punmu educational attainment, fewer Aboriginal persons and Parngurr. Aboriginal communities are also in Newman had completed Year 12 than non- located in Nullagine (Irrungadji community) and Aboriginal persons (25 per cent compared with 45 Marble Bar (Goodabinya communitiy). per cent). While the same was true in the broader East Pilbara region, the data suggests that the In recognising the significance of our Indigenous educational achievements of Aboriginal residents communities, the Shire acknowledges that currently in Newman are better than Aboriginal residents of the delivery of municipal services into Indigenous neighbouring towns and communities. communities does not fall within the scope of local government operations. Despite this, the Shire is The Shire is a long-time advocate of legislative actively working toward closer relationships with change to allow for the rating of Aboriginal Lands Indigenous communities. Trust (ALT) property, and its Aboriginal Affairs Policy backs initiatives that enable the delivery of The Shire recognises there are a range of social, services to non-rateable Aboriginal communities. health and economic challenges facing our It is also Shire policy to recognise ‘the benefits of Indigenous communities and that it has a role to cooperation with all levels of Government, regional play in improving the lives of people residing within councils and Aboriginal community organisations in its boundaries. The challenges faced by Aboriginal the planning and delivery of programs and services communities is evidenced by the 2011 Census for Aboriginal and Torres Strait Islander people’. data. This shows that Aboriginal households in the East Pilbara region were economically In line with these policies, the Shire understands disadvantaged in comparison to other households, that it is increasingly important that the with 21 per cent of Aboriginal households receiving apportionment of responsibility for Indigenous less than $800 per week, compared to five per cent communities is addressed by all tiers of of other households. Considering the large average government. The Shire is positioned to play a key Indigenous household size relying on this income role in inter-agency coordination in a wide range (4.5 persons compared to 2.7 persons for other of matters, but is unable to lead the way until households), there is a clear economic disparity. appropriate funding arrangements are put into This situation is considerably less prevalent in place. The Shire of East Pilbara stands ready to Newman than in other communities within this assist communities on ALT land to attract funding local government region. to support local government in meeting service requirements, and is keen to enter into dialogues The Shire also acknowledges that education is and partnerships with other stakeholders. crucial to the wellbeing of individuals and their

OUR SH IRE

Our Region

Astronomical resource sector growth is Pilbara Cities recognises the need to transform underpinning an amazing transformation of the Pilbara from a mono-producer economy the Pilbara region. to a broader, more-balanced economy. Such a transformation will initially be based on resource The development of the resources sector is a industry supply chain completion, followed by an driving force of the economy of the Pilbara - increase in knowledge-based industries and a which is often referred to as the ‘economic heart’ growing capacity to export a range of goods of Western Australia. and services. The Pilbara accounts for approximately 20 per cent The Western Australian Planning Commission’s of Western Australian land mass and 2 per cent Pilbara Framework designates Newman as a future of the State’s population. However it accounts for sub-regional service and tourism centre, with approximately 80 per cent of total WA resources opportunities to develop the town as a significant sector value. The total production value was just distribution centre due to its strategic position on over $80 billion in 2010/11 for both on-shore the Great Northern Highway. and off-shore operations. Resource production is predicted to increase significantly in the coming Marble Bar and Nullagine are designated as decade, leading to further growth in the region. ‘villages’ that may or may not experience growth, depending on the mining and other activities in The Shire of East Pilbara understands the need them, or at least in close proximity to them. for collaborative approaches to directing township growth and, as such, is paving the way for ongoing The Shire of East Pilbara supports the Pilbara dialogues and mutually productive partnerships with Cities vision but notes that around one-third of the State and Commonwealth governments, industry, Shire’s population reside outside Newman, and not-for-profit and non-government organisations. that the prospects of our smaller towns have rarely looked brighter. With the State Government’s Pilbara Cities vision anticipating a trebling of the region’s resident The Shire of East Pilbara’s strong commitment to all population to more than 140,000 by 2035, and its communities is reflected in strategies, proposed an expansion of mining, petroleum and industrial actions and intended outcomes clustered around activities, the Shire is eager to play its part in five broad priorities. guiding the growth of its communities.

13 Our Challenges

Communities in the Shire of East Pilbara have more that challenges arise. A key challenge is to establish in common than their occupancy of a region that effective channels of communication and a stronger fuels the Australian economy and plays a significant presence and profile in its outlying towns, providing role in global trade. Most people who call the local opportunities for needs to be articulated and northwest of Western Australia home have a love grievances aired. of the open air, a sense of pride in their heritage The Shire’s approach to such challenges stems and a high level of resourcefulness. They will roll from a belief that all residents have a common up their sleeves to accomplish goals. These are interest in living healthy, happy and productive just some of the common bonds. However, while lives, with access to the best possible services and life in the heart of the Pilbara can be fulfilling, many facilities. Moreover, this applies equally to residents would also concede that living, working and having who are short-term, medium-term and long-term. families in a regional area far from the State’s major Therefore our planning for communities reflects a service hubs brings a range of challenges. holistic approach to their wellbeing. While some The Shire of East Pilbara itself faces challenges. actions and initiatives may be town-specific, the Governing the largest local government area in the interconnectedness of communities and the issues Southern Hemisphere and providing services to its that affect them is reflected in broad strategies residents is no easy task. Our centres of population for Shire development. Quite simply, working to are separated by many kilometres – distances improve services or address issues within one town, that, in other parts of the world, would mean the community or population group serves the interests crossing of national borders. of all Shire residents.

Newman is the Shire of East Pilbara’s largest town Among the shared challenges– that could in terms of population, and projections indicate be addressed through the development of that it will continue to grow rapidly. In a local strategies and programs in partnership with other government area increasingly dominated by a stakeholders in region – are: major, sub-regional centre, it is perhaps inevitable

OUR SH IRE

• Dependence on resource-based regional Clearly many of these issues are interrelated. economic growth For example, a lack of housing and land availability • Difficulties attracting and retaining labour within towns has a highly deleterious effect on to the area economic development. It decreases affordability, • High costs of living and operating businesses increases cost of living and limits the natural growth • The availability and affordability of housing of the town. Lower resident populations decrease and land incentives for small business ventures, and tourism • The provision and coordination of a is constrained through a lack of accommodation. comprehensive range of government Land and housing shortages can also mean that and NGO services government employees in such areas as education • Relatively poor amenity within the public and health care cannot be housed appropriately or realm and streets retained, which may have adverse consequences • High turnover of government and non- for Indigenous development. government staff, which impacts on the The Shire of East Pilbara is committed to working continuity of services with stakeholders across all sectors to ensure that • Shift work and rosters that impact on civic the people and communities who keep the heart or community engagement and volunteering of the Pilbara beating enjoy the quality of life they • Harsh climatic conditions deserve and are not disadvantaged by postcode, • Economic development and, in particular, lifestyle or career choices. the development of a more balanced economy with diversity and choice in employment • Increasing the engagement of youth through a range of programs and services • Changing responsibilities in service provision to remote Aboriginal communities • Social and economic issues connected with fly-in, fly out (FIFO) and population transience

15 Our Opportunities

The Shire of East Pilbara understands that the In so doing, our goal will always be to ensure that current resources boom represents a very rare economic and population growth is concomitant opportunity indeed – one with the power to with growth in such areas as enterprise transform lives across generations. Shire growth opportunities, education and skills development is assured – for at least a quarter of a century. options, employment choice, health service Now is the time to make luck happen – to meet provision, social inclusion, sustainability and the opportunities presented by economic strength access to recreational activities. and population growth, with quality planning and How do we get there? It may seem glib to say with strategies that deliver long-term benefits to all. ‘hard work’, but that is the truth of it. In meeting Clearly the Shire of East Pilbara is at the threshold opportunity with preparation, the Shire of East of unprecedented – perhaps previously unimagined Pilbara embraces strategic planning and review opportunity. As an economic hub within our region processes on a Shire-wide and town-specific basis. and State, the Shire is growing in importance. Integral to planning is Shire leadership of community Our people are proud of where they live. We have engagement initiatives, as well as regular and strong community groups, community-minded purposeful consultations with stakeholders. corporate stakeholders, committed governance, No amount of hard work, however, would enable good community services and a developing range the Shire of East Pilbara to meet its challenges of hard and soft infrastructure. alone. Therefore, we recognise the importance of nurturing collaborations and developing our Shire’s In view of this, where do we want to be? The capacity to operate effectively as an advocate and answer lies in the challenges we face. The Shire partnership broker. Leadership in these areas is of East Pilbara seeks to work with the community likely to have a significant impact on the future of and other stakeholders in the region to address the region and, in turn, reveal new opportunities. those shared challenges, now and in the future.

OUR SH IRE

In summary, some key opportunities include: • Providing a greater diversity of housing to meet the differing community needs • Developing cohesive and collaborative • Enhancing the integration of FIFO workers approaches with State and Federal into local communities governments and the resources sector • Extending the range of locally-available to community investment employment opportunities. • Developing the Shire’s main centre – Newman - • Seeking improved access to health as a sub-regional service and distribution area and medical services including dentists, • Enhancing tourism through promotion of the general practitioners, specialists, region’s unique character, lifestyle, culture and optometrists etc natural environment • Improving the quality and range of • Providing a coordinated land and community facilities infrastructure supply for the long-term • Positively engaging the Martu people, development of each community celebrating their culture and art, providing • Developing land for commercial, industrial them improved education and training and and housing needs to diversify existing uses increasing employment and activities, which will improve the local economy and quality of life

17 Our Highlights

The Shire of East Pilbara has many attributes of Unique Landscape which its community is very proud. Examples include: The Shire is situated in world’s oldest and most diverse landscape. Boasting granite hills, rock We’re Big and We’re Hot! holes, gorges and amazing flora and fauna, the The Shire of East Pilbara is the largest local landscape and its many treasures provide a lasting government area in the Southern Hemisphere. It memory of the true essence of outback Australia. is bigger than many European countries and even dwarfs the states of Victoria and Tasmania as well The State’s Largest and Most Beautiful the Australian Capital Territory combined. National Parks

The temperatures reach great heights in the The Shire of East Pilbara is the gateway to East Pilbara, with Marble Bar listed in the Guinness Karlamilyi National Park (formerly Rudall River Book of Records as the World’s hottest town. National Park) which is the largest national park in Western Australia and one of the largest in the Australia’s Oldest Living Culture world. In fact, it is more than two-and-a-half times a The Shire’s country has been the traditional home large as the Grand Canyon National Park in Arizona. of the Nyiyaparli and Martu people for many But as well as being so vast, it is also one of the thousands of years. Members of the Martu were most remote places in the world. the last Aboriginal people to engage white people, The Shire is also the home of the world famous in the 1960s. Karijini National Park, which is the second largest national park in Western Australia. The Karijini is Pioneer Spirit centred on the Hamersley Range and features Since the 1880s, the Shire has been home to rugged landscape, stunning waterfalls and some of the most significant pioneer resource breathtaking gorges. sector towns and communities, which grew out of harsh conditions to provide and create wealth Martumili Artists from the mining of vast array of minerals. Martumilli is an energetic and widely-acclaimed Indigenous arts organisation located in Newman. The World’s Largest Open-cut Martumili Artists extend opportunities to the Iron Ore Mine Indigenous community to meet, develop artworks Mt Whaleback, the site of the largest single open- that narrate history, express their relationship cut iron ore mine in the world has been producing with the land, transfer skills from generation to high quality iron ore for over five decades. generation and gain insight into the business of art.

OUR SH IRE

Our Critical Uncertainties

The development of this plan is based on the Shire’s current knowledge. However, there are some critical uncertainties that the Shire has no control over, which may affect its planning, resourcing and implementation of key initiatives described in this plan. These include:

• Global financial conditions that may affect the resources industry and the Australian economy • Change of State or Federal government policy • Change of resource sector operations • Climatic/weather changes • Natural disasters • Illegal behaviour

19 Major Hero Image or collage here

A range of community engagement initiatives have been undertaken in recent years to inform Council’s vision setting, planning and strategy development. SECTION 3 SETTING OUR DIRECTION

How Did We Get Here?

The Shire of East Pilbara has employed a strategic process for the development of this plan.

The following diagram describes the key stages of the process.

Community profile – identify community Stage 1 Situational Analysis trends, needs, issues and opportunities | Strategic C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic Visioning ideas sought from the community

Stage 2 Community Engagement Community engagement activities used to inform the plan

Identify key priority areas

Stage 3 Planning - Priority and Strategies Develop strategies to address the priorities and achieve the vision

Develop key indicators of success and measures to monitor success

Stage 4 Ongoing review Monitor and report on the success of the community plan in delivering desired outcomes - then adapt plan to meet current and future needs.

21 Informing Our Planning

The Shire of East Pilbara is committed to engaging The level and type of community engagement the community to effectively inform and guide the implemented by the Council is specific to the Council’s planning and decision-making. differing needs of projects and initiatives and a number of techniques are used to meet the diverse Councillors are elected to make decisions on range of Council activities. The level of community behalf of their communities; however, community engagement implemented by Council is reflective engagement is essential help the Council make of the nature, complexity and impact of the issue, sound and informed decisions. plan, project or strategy. The Council embraces its duty to seek the views Council may elect not to consult on certain projects of local community members and stakeholders when it believes it has sufficient information from on issues, projects, plans and strategies that may which it can make an informed decision. directly or indirectly affect them. A range of community engagement initiatives have The findings from community engagement are been undertaken in recent years to inform Council’s considered along with other elements including vision setting, planning and strategy development. Council policies, technical reports, Council priorities This includes: and research.

22 S ETTING OUR D IRECTION

Newman Town Revitalisation A range of questions are asked about all areas Consultation Process of the Shire’s operations.

Extensive community engagement was undertaken Key findings from the survey include: as part of the Newman Town Revitalisation Project • Overall 85% of respondents were either to inform the development of a Town Growth Plan very satisfied (12%); satisfied (48%) or and a Town Centre Revitalisation Plan. slightly satisfied (25%) with the performance The process built on previous consultation of the Shire undertaken in the development of the Newman • 75.3% of respondents rated the Shire of East Town Centre Revitalisation Project (NTCRP) and the Pilbara as either an excellent (18%) or good Newman Townsite Development Strategy (NTDS). (57%), place to live • 86% rated the quality of life in the Shire of East An extensive report was produced by Creating Pilbara as better (32%) or the same (54%) Communities Australia outlining the findings from as the year before. Only 14% rated it as worse. the following engagement methods: • 63% indicated they intend to be living in the • Community Design forums (two) Shire of East Pilbara in 3 years time, with • Youth consultations (two) 25% indicating they would be leaving and • Community dialogue café (one) 12% unsure • Community focus group forums (six) • The main reasons for potentially leaving • Individual stakeholder meetings (numerous) the shire were varied, with the main two reasons being – the end of their work Shire of East Pilbara Annual contract (31%) and time for a change (2%) Community Survey • The highest rating services provided by Since 2008, the Shire of East Pilbara has the Shire were: conducted comprehensive telephone surveys • airports (Net satisfaction rating of 90%) with residents on a range of important • rubbish Collection and Litter topics concerning: (Net satisfaction rating of 85%) • roads, Footpaths, Parks & Gardens • Living in the Shire (Net satisfaction rating of 85%) • Performance and delivery of Council services • Safety and Security In 2010, a total of 741 Shire residents completed (Net satisfaction rating of 77%) the survey and six more (747) completed the • Shire Financial Management survey in 2011. (Net satisfaction rating of 75%) Samples were taken from the electronic version • The lowest rating services provided by of the White Pages telephone directory, with the the Shire were: sampling precision being of no more than +/- 3.5% • youth Services & Facilities at the 95 per cent confidence level, which exceeds (Net satisfaction rating of 54%) the minimum requirements of five per cent set out • rangers (Net satisfaction rating of 63%) by the Office of the Auditor General. • building, Planning & Development Services (Net satisfaction rating of 67%)

23 Your Future’s In the Mail - Focus A: Future Needs of the Towns Community Visioning Initiative over the Next 10 Years

In early 2012, all Shire residents were sent a The top four areas identified by Newman postcard to respond to inform the Shire’s vision residents to meet the town’s needs in the future and planning. Full page newspaper adverts are listed below (with the top three responses promoted the initiative and encouraged community for each area also provided): involvement. The key message was ‘there are Shopping / Retail Options 10,000 possibilities sitting 10 years ahead of us • Additional retail shops, supermarket and it only takes 10 minutes to tell us what you and land for retail think that should be’. • Eateries (including restaurants/takeaways/ Nearly 100 responses were received at specially cafés/bakery) marked drop-off boxes and they were collated • Improved/bigger Boulevard Shopping Centre and analysed to inform the Shire’s planning. Health / Medical Newman residents were asked: • Additional doctors/nurses/health providers and infrastructure • With the population expected to double • Hospital improvements/new hospital in the next 10 years, what do you think • Dentist Newman needs? • Imagining your perfect East Pilbara in 2020 - Housing / Accommodation what are the three key features of your vision? • Affordable/cheaper family housing • Caravan park for long-term residents Marble Bar and Nullagine residents were asked: • Imagine Your Perfect Town. What do you think Entertainment / Recreation your town will need in the next 10 years? • Improved leisure, entertainment and recreation • Imagining your perfect East Pilbara in 2020, facilities (pool and sauna, indoor cricket) what are the three key features of your vision? • Recreational parks (i.e. water park, theme park, skate park, dog park) The following information summarises the key • Leisure facilities (i.e. movie theatre/cinema, findings from this consultation bowling alley, artificial beach)

The number of responses from the Marble Bar community were much lower than the number received from Newman due to the smaller population, with no responses received from Nullagine or other areas.

The top three areas identified by Marble Bar residents to meet the town’s future needs were:

• Additional public toilets • Improved shopping facilities/shopping complex • Facilities for children/youth (with minimal adult supervision required)/ skate park)

24 S ETTING OUR D IRECTION

Focus B: Imagining your perfect East The number of responses from the Marble Bar Pilbara in 2020, what are the three key community were much lower than the number features of your vision? received from Newman due to the smaller The top six areas identified by Newman residents population, with no responses received from for their vision of the East Pilbara in the future are Nullagine or other areas. listed below (with the top three responses for each The top five areas identified by Marble Bar residents area also provided): to meet the town’s future needs were:

Shopping / Retail Options • Improved roads/sealed roads • Additional retail shops, supermarket, • Water features/green parks/playgrounds supermarket and land for retail • Tidy streets • Eateries (including restaurants/takeaways/ • Education cafés, bakery) • Communities working together Entertainment / Recreation Options Community Consultative Group (CCG) • Leisure facilities/activities (i.e. movie theatre/ Meetings cinema, roller derby) • Recreational venues/activities (i.e. theme park, The Shire seeks feedback from members who are dog park, swimming pool wave pool, artificial appointed to the Newman CCG. The meetings are beach) organised by BHP Billiton Iron Ore and membership of the group includes a balance of government Community Infrastructure agencies, industry, local business and community • Buildings community facilities - civic centre, organisations. The CCG is responsible for seeking multipurpose hubs, affordable space and representing the broader community view. • Public art / water features

Environment Other Consultative Data • Clean/tidier community and parks BHP Billiton Iron Ore conducts a community • Additional trees, green space consultation process in Newman to assist with its mitigation and opportunities planning for its Health / Medical services and facilities growth projects in the Pilbara and to guide its • Additional doctors/nurses/health providers community investment. This includes the use of • Improved hospital/infrastructure additional dialogue cafés and focus group meetings. The maternal care / maternity and obstetrics company also undertakes an annual stakeholder section in hospital and community survey to seek feedback on the 6 Housing / Accommodation impact of its operations and to guide its community • Affordable/cheaper family housing development program. Briefings on the findings of • Additional/better-quality housing these processes are available to the Shire to further inform its planning.

25 Our Shire’s Governance, Role and The responsibilities of the Shire are diverse and Decision-making Process the Council is accountable for delivering what the community have identified as being important for The Shire of East Pilbara is a local its economic, social, environmental and cultural government body established under the well-being and development. Local Government Act to deliver services and infrastructure to its communities. Each councillor’s role is to represent the interests of electors, ratepayers and residents; provide The Council is made up of members of the local leadership and guidance to the community; community who are elected to that office by the facilitate communication between the community residents and rate payers of the respective wards and the council and vice versa; and participate in that they represent. They are led by a President decision-making processes at meetings who is elected by the Councillors. In this Shire there are 11 Councillors representing six wards. When considering and making decisions the Each Councillor’s term is four years, with half the Council ensures all decisions are in keeping Council elected each two years. with legislative requirements. Key factors that are considered include: The President and the 10 Councillors drive the strategic direction of the Shire and ensure the • the impact (social, economic, environmental) needs of its residents are met. They are supported on the community as well as the impact on by the Shire Chief Executive Officer and staff to the entire Shire properly research, consult and inform decisions. • any policies to be applied by the Council in exercising its discretionary powers; The Council is committed to good governance • the type, range and scope of projects to and decision-making and is committed to making be undertaken by Council good and transparent decisions that balance the • the resources which are to be made effects of the projects or issues on individuals and available – including any financial and communities with the needs and well-being of the staffing implications for the Council broader community.

26 S ETTING OUR D IRECTION

The Shire’s key responsibilities: Purpose of this Plan

The Shire’s role is to direct and control local This Strategic Community Plan articulates the government’s affairs; be responsible for the Shire’s and its communities’ vision for our future, by performance of the local government’s functions; harnessing the community’s values and aspirations oversee the allocation of the local government’s that inform the strategic directions the Shire takes in finances and resources; and determine the local delivering its future planning, projects and services. government’s policies. Our Strategic Community Plan will influence how Key responsibilities of the Shire include: we as a Shire support and service our communities and provides the foundations for other planning • Support of community services, such as undertaken by the Shire. child care, youth activity services, aged care and accommodation, community care and The Shire intends to utilise the Strategic Community welfare services Plan to do the following: • Provision and maintenance of recreation • Guide Council decision-making facilities and public open spaces such as • Inform and target the allocation of resourcing parks, sports fields and courts, swimming • Guide local planning initiatives pools, sport and recreation centres, halls, • Inform potential partners and investors of the camping grounds and caravan parks ways in which we want to grow and develop • Management of Shire infrastructure and • Engage industry, businesses, government property services, including local roads, agencies, non-government organisations, bridges, footpaths, waste management, community groups and residents in various lighting and drainage ways to contribute to the Shire’s future • Management of local environmental health • Form mutually beneficial partnerships with services such as water and food inspection, other organisations toilet facilities, noise control and animal control • Monitor progress against our vision • Planning and building services, including and priorities. planning and development approvals, inspections, licensing, certification and Four strategic priorities have been developed enforcement that cover the key aspects of community life, • Administration of key facilities, such as airports, these being - Social; Economic; Environmental cemeteries, parking facilities and street parking and Civic Leadership. • Provision and management of cultural facilities Desired outcomes and strategies have been set and services, such as libraries, theatres, art to achieve each of these priorities after considering galleries and museums the capacity of the Shire’s current resources • Management of some utility services such as and anticipated future capacity along with the water and sewerage services demographic trends.

We have also articulated how we will measure the success in addressing the priorities.

27 Major Hero Image or collage here

Foster harmonious communities that acknowledge a shared heritage – develop strong community connection OUR VISION, OBJECTIVES SECTION 4 AND PRIORITIES

Our vision The Shire of East Pilbara is an economic hub for our region, a place where ancient landscapes and vibrant local centres connect people and communities, making us proud to call it home. Our objectives

The Shire’s objective is to develop and implement strategies that support:

CIVIC LEADERSHIP C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic

The Shire of East Pilbara seeks to deliver high quality corporate governance and demonstrate accountability to its constituents. All decisions are informed by community engagement – leading to the effective allocation of the Shire’s resources - that deliver optimum benefits to the community.

SOCIAL

The Shire of East Pilbara seeks to foster harmonious communities that acknowledge a shared heritage; develop strong community connections, and have access to relevant and affordable community services and well-managed community infrastructure.

ECONOMIC

The Shire of East Pilbara seeks to support the economic development of its communities through the establishment of partnerships with industry, local businesses, government agencies and the tourism sector.

ENVIRONMENT

The Shire of East Pilbara seeks to effectively manage and maintain its iconic Pilbara environmental assets by reducing ecological footprints and developing clean, green towns.

29 Our key priorities

In working to develop the amenity and sustainability of its towns, the Shire of East Pilbara is committed to advancing the following priorities:

Economic Development

• Implementation of the Economic Development and Tourism Strategy. • Development of a more balanced economy with diversity and choice in employment. • Investigation and development of the airport enterprise precinct.

Land Release and Affordable Accommodation

• Continued advocacy for affordable housing and land, including mixed business and commercial land releases. • Investigation of short stay accommodation.

Asset Enhancement and Replacement

• Development of Civic Centre Precinct through strong community consultation to produce an iconic building that will serve the council into the future. • Development of a Recreation Precinct to accommodate the predicted growth of the Shire. • Airport, airside and landside upgrades to accommodate the ever increasing growth of the airport numbers.

Medical / Health

• Continued advocacy for increased medical facilities and services to meet the needs of the community.

Civic Leadership / advocacy / regional collaboration

• Continued collaboration with neighbouring Council’s, through the Pilbara Regional Council, for the benefit of the region as a whole. • Continued stewardship of the Shire’s vision and plans. • Continued advocacy for the increase in government services in the East Pilbara to support the community.

30 MAJOR CAPITAL PROJECTS SECTION 5 AND PLANNED ACTIONS

CIVIC LEADERSHIP – MAJOR CAPITAL PROJECTS

PROJECT INDICATIVE COST FUNDED New Staff Housing $4,000,000 Yes Upgrades and renewal – Staff Housing $250,000 per annun No

CIVIC LEADERSHIP – PLANNED ACTIONS

ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS 1.1 EFFICIENT AND Clear, concise strategic EFFECTIVE LOCAL planning and improved GOVERNMENT financial management | Strategic C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic ratios 1.1.1 Ethical, accountable and DCEO N/A As Appropriate transparent decision- making 1.1.2 Continued strong financial DCEO N/A 1 Year management 1.1.3 Effective business DCEO N/A 1-3 Years management 1.2 FOSTER A GREAT PLACE Increase ratio of TO WORK staff retention 1.2.1 Engaged and valued MHR N/A 1-3 Years workforce 1.2.2 Encourage employee MHR N/A 1-3 Years health and wellbeing 1.2.3 Plan, attract and maintain MHR N/A 1-5 Years staff 1.3 ENGAGED COMMUNITY Increase in opportunity for community to engage in activities / Increase in community satisfaction from annual survey 1.3.1 Increase Community MCW N/A 1 Year Awareness 1.3.2 Excellence in customer MFA N/A 1-3 Years service 1.3.3 Implement Civic MCW N/A 1-3 Years Engagement Projects

31 SOCIAL – MAJOR CAPITAL PROJECTS

PROJECT INDICATIVE COST FUNDED Implementation of Crime Prevention Plan $500,000 Partially Development of walking Paths and Trails $500,000 Yes Planning and construction of new Youth / Family multipurpose building $20,000,000 Partially Implementation of Urban and Public Art Project $2,000,000 Partially Planning and construction of Civic Centre and Precinct $35,000,000 Partially Develop additional green space and short term accommodation $5,000,000 Partially

SOCIAL – PLANNED ACTIONS

ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS 2.1 HEALTH AND Increase in participation RECREATION rates at Council run events 2.1.1 Promote Safe and Healthy MCW NGO’s, State Government 1-3 Years Communities 2.1.2 Encourage Active MCW State Government, 1 – 3 Years Lifestyles Industry 2.1.3 Encourage high rates of MCW Industry 1 Year participation in community activities and events 2.1.4 Support individual and MCW NGO’s, State 1-5 Years community health Government, Industry 2.2 EDUCATION AND Increase in educational TRAINING courses run within the Shire 2.2.1 Encourage high quality MCW State Government, 1-5 Years education and diverse Industry skills development 2.3 ART, CULTURE AND Increase in art, YOUTH culture and youth programs run in Shire 2.3.1 Develop and Implement MCW N/A 1 Year Community Pride Projects 2.3.2 Develop and Implement MCW Federal Government, 1-3 years Youth Projects State Government, Industry and NGO’s 2.3.3 Foster Artistic and DCEO Federal Government, 1-3 years Creative Expression State Government, Industry and NGO’s 2.4 DIVERSE AND INCLUSIVE Increase in community COMMUNITIES participation at cultural events 2.4.1 Promote diverse, MCW Federal Government, 1-3 years harmonious and caring State Government, communities Industry and NGO’s, indigenous groups 2.4.2 Build Strong community MCW Federal Government, 1-5 years groups, networks and State Government, governance Industry and NGO’s 2.4.3 Provide relevant and MCW Federal Government, 1-5 years affordable community State Government, services Industry and NGO’s 2.4.4 Equity and Opportunities MCW Federal Government, 1-3 years for All State Government, Industry and NGO’s, Indigenous groups

32 ECONOMIC – MAJOR CAPITAL PROJECTS

PROJECT INDICATIVE COST FUNDED/PARTIALLY FUNDED Implementation of Economic Development and Tourism Strategy $4,000,000 Partially S AN D P LANNE ACTION S Implementation of Newman Streetscape Plan $1,500,000 Partially

Community Infrastructure upgrades including roads, footpaths and drainage $20,000,000 Partially P RO J ECT S ma J OR CA P ITAL Plan and implement land enterprise area $40,000,000 Partially Renewal and upgrade - Public Buildings $300,000 per annum No Continue implementation of Town Centre Revitalisation Plan $20,000,000 Yes Upgrade Newman Airport - Landside and Airside $160,000,000 Yes

ECONOMIC – PLANNED ACTIONS

ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS 3.1 BUSINESS Continued implementation DIVERSIFICATION AND of Economic Development PROMOTION and Tourism Strategy 3.1.1 Provide support for DCEO State Government, 1-5 Years established and emerging Industry, NCCI, other business bodies and local relevant stakeholders businesses 3.1.2 Build a thriving and DCEO State Government, 1-5 Years diverse economy Industry, NCCI, other relevant stakeholders 3.1.3 Encourage Tourism DCEO State Government, 1-5 Years Industry, NCCI, other relevant stakeholders 3.2 EMPLOYMENT Increase in small OPPORTUNITIES business operators and home occupations 3.2.1 Promote a variety DCEO State Government, 1-5 Years of choice in local Industry, NCCI, other employment relevant stakeholders 3.3 PROVIDE ADEQUATE Increased community COMMUNITY satisfaction with regard INFRASTRUCTURE to infrastructure 3.3.1 Ensure well managed MBA Federal Government State 1-5 Years and equitable provision of Government, Industry, community infrastructure NCCI, other relevant stakeholders 3.3.2 Build connected and DTDS Federal Government, 1-5 Years accessible towns State Government, Industry, NCCI, other relevant stakeholders 3.3.3 Provide infrastructure DCEO State Government, 1-5 Years to support economic Industry, NCCI, other development relevant stakeholders 3.4 LAND USE AND Increase in land DEVELOPMENT supply and reduction CONTROL in house prices 3.4.1 Encourage the release CEO State Government, 1-5 Years of adequate amounts of Industry housing, industrial and commercial land 3.4.2 Plan well for the future CEO State Government, 1-5 Years development of the Shire Industry

33 ENVIRONMENTAL – MAJOR CAPITAL PROJECTS

PROJECT INDICATIVE COST FUNDED Continue implementation of Water Management Plan $1,600,000 No Upgrade Newman sewerage plant $5,000,000 Partially

ENVIRONMENTAL – PLANNED ACTIONS

ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS 4.1 REDUCE THE SHIRE’S Increase in recycled ECOLOGICAL materials waste FOOTPRINT generation 4.1.1 Investigate alternative DTDS State Government, 1-5 Years power sources Industry 4.1.2 Promote recycling DTDS State Government, 1-3 Years Industry, Community 4.2 PROMOTE A Increase in agricultural, SUSTAINABLE water and energy projects ENVIRONMENT 4.2.1 Cultivate clean MCW State Government, 1 Year green towns Industry, Community 4.2.2 Promote improved DTDS Federal Government, 1-3 Years water management State Government, Industry,

34 SECTION 6 RESOURCING THE PLAN

Our Financial Position

The Shire of East Pilbara maintains a high level of professional management of our budget and resources, achieving a balance budget over the years.

Currently (as at 2012) the Shire has a total net income and expenditure of $44,641,509 per annum.

All strategies proposed within this plan will be financially evaluated prior to being

implemented, ensuring resources are available to deliver the outcomes sought. C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic As part of the Local Government Reform process and the Intregrated Strategic Planning Process, the Shire is also developing a corporate plan – which includes a long term financial plan, which will provide the community and Council with a better understanding of the Shire’s available resources and capacity to achieve the strategies in this plan.

35 Photo: Rob Kettels 36 | Strategic C ommunity Plan | 2013 – 2022 Shire of E a s t Pilbara | Strategic

37 Photo: Rob Kettels

Creating Communities Australia Pty Ltd 100 Jersey Street, Jolimont WA 6014 PO Box 544, Wembley WA 6913 Phone: 08 9284 0910 [email protected] creatingcommunities.com.au