Corporate Business Plan 2015/2016 - 2018/2019 · 2016-01-23 · 3. Matthew Scott . Chief Executive Officer. Cr Malcolm Heasman. Shire President. The Shire of Esperance Corporate Business

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Corporate Business Plan2015/2016 - 2018/2019

Our Vision

“Esperance is spectacular.

We have a vibrant, welcoming community that encourages new people to our region and gives a sense of belonging to those who live here.

We value our natural resources and accept the responsibility to manage them for future generations to enjoy.

We aim to strengthen and diversify the region’s economic base in a way that complements our social and environmental values.

We are strategically located as a diverse and dynamic region that is committed to a sustainable change and growth.

Above all, we are a community that makes it happen”

Our Values

Professionalism - in the standards and ethics of our actions

Respect - through courtesy and honesty in our dealings with all people

Integrity - that builds community trust

Dedication - of a committed team that works together to provide leadership for the community

Excellence - in the service that we provide for the community

Corporate Mission

The Shire of Esperance, as custodians of community infrastructure, will endeavour to be efficient, sustainable and responsive to community needs. As a leading organisation we will operate in a responsible, transparent and ethical

manner.

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Matthew Scott Chief Executive Officer

Cr Malcolm Heasman Shire President

The Shire of Esperance Corporate Business Plan 2015/16 - 2018/19 is the culmination of planning Shire services and projects for the next four years. The Corporate Business Plan is the operational guide developed to deliver on community priorities that are identified in the Strategic Community Plan and through community engagement activities during the year.

Each year Council and Staff review the Corporate Business Plan to ensure it continues to align with community strategic objectives and operational capabilities. The plan highlights Councils priorities, the major projects that are underway and those being planned for.

The Esperance community has been involved in some significant planning and development in the past twelve months. With the finalisation of strategic planning documents, such as the Town Centre Revitalisation Plan and Esperance Regional Economic Strategy, Council is developing a clear long term direction for the region. Additionally projects such as the Esperance Brand will clearly aide in positioning Esperance as a focal destination to Live, Work, Invest and Visit. To cap everything off, the Esperance Community now has a world class and award winning Waterfront redevelopment, which was officially opened in November 2014, and is now the envy of many communities.

These projects have provided many benefits to our region and we must continue to move forward to

ensure community needs and service levels are sustainable and of the highest quality. Priority projects such as the development of a new waste facility, Stages 3 and 4 of the waterfront redevelopment and addressing the Shire’s Asset management gap, still present ongoing challenges that must be resolved in the coming years.

To tackle these and other long term challenges, Council and Shire staff will continue to fulfil their commitment to the community and plan responsibly to provide expected service levels and renew aging infrastructure while working towards long term financial sustainability.

We would encourage you to read the Corporate Business Plan to receive an insight on both the challenges and opportunities facing the Shire of Esperance. In addition we hope this document provides you with confidence that your Council and Shire seek to provide and continually improve services and facilities that you desire both now and into the future.

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Our Community (Census 2011)

Population 14240

Families 3490

Households 4731

Ave per household 2.5

Residents born in Aust 80.2%

Medium age 38

Our Profile (Census 2011)

Land Area 44366 kms

Roads 4520 kms

Footpaths 120 kms

Buildings 94 (renewal and maintenance responsibility)

120 (maintenance responsibility only)

Playgrounds 32

Sporting Grounds 7

Public Open Space 156 ha

Our LocationLocated on Western Australia’s southeast coast about 725km from Perth by road, covering over 44,000 square kilometres. The boundary extends from Munglinup, to Israelite Bay and north to the Daniell rail siding.

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IntroductionThe Integrated Planning and Reporting Framework legislated in late 2011, was established to encourage Local Governments to plan for the future and equip their organisations to respond to short, medium and long term community requirements.

The major components of this framework include the:

Strategic Community Plan An overarching plan that will guide the future direction of Council’s policies, plans, projects and decision making until 2022.

Corporate Business Plan The first step in realising the aspirations of the community. It sets the strategic priorities that will drive the operation of the Shire over the short to medium term. The plan outlines the projects and operations the Shire will undertake to deliver the Strategic Community Plan.

Operational Plans The Annual Budget is the principal operational plan, also includes business unit plans. Operational plans are reviewed annually.

Informing Strategies Address specific issues and used in collaboration in the development of the Corporate Business Plan.

Strategic Community Plan

Operational Plans

Corporate Business Plan

Informing Strategies

Annual Budget

Risk Management Policy

Asset Management Plan

Workforce Plan

Long Term Financial Plan

Integrated PlanningThe Shire of Esperance Strategic Community Plan 2012-2022 is the overarching document developed to embody the aspirations and goals of the Esperance community.

The themes and goals identified underpin the strategies and outcomes within the 2015-2016 Corporate Business Plan. The Corporate Business Plan is reviewed annually to ensure we continue to provide relevant services with the resources and assets available. The Strategic Community Plan will be fully reviewed in 2016.

The Strategic Community Plan, Corporate Business Plan, operational plans and informing strategies are designed to link together, with the vision and direction set by the Strategic Community Plan.

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Key DriversRemotenessEsperance is a remote regional centre, located in the South East of the State. Esperance is unique because of its relatively self contained nature due to its remoteness, with the next significantly sized community 400km away. Additionally, Esperance has no through traffic, which means it is a destination rather than a stopping point on the way to somewhere else. Esperance has a micro economy and a highly resilient community. Esperance builds on the ‘destination’ element through a significant tourism industry within and around Esperance.

The Esperance PortThe Esperance Port is the only port in the south-east of Western Australia, and is fundamental to the Esperance economy. Esperance Port handles over 200 ships per annum, exporting nickel, iron ore and grain whilst bulk imports include fuel and fertilisers.

Agriculture and Mining IndustryAgriculture is still the most significant industry underpinning Esperance. The importance of agriculture revolves around both the production occurring throughout the rural areas of the Shire and the broader regional transport and logistics industry involved in moving it to market, which is supported by the Port facilities.

Mining is also an important industry for Esperance. Whilst there is no mine located within the Shire at present, the Port is a significant component of the ‘road to market’ for a vast hinterland extending up through the Yilgarn iron ore province.

Robust mining and agricultural industries combine to underpin local manufacturing and rural/industrial service enterprises resulting in a strong and diverse small business community.

Employment and Population GrowthEsperance has long been a sustainable community. It has not suffered the fluctuations in population other regional towns have suffered as a result of significant shifts in industry and agriculture. Future population growth within Esperance will be dependent on the growth of the established agricultural and mining industries. Presently, Esperance has one of the lowest unemployment rates in Australia.

Challenges Facing the ShireThe Shire of Esperance faces a variety of challenges as its develops over the next 10 years.

The critical challenges affecting the Shire have been identified through community engagement, the SuperTowns planning process, and a workshop with our Elected Members.

The challenges include:

• attracting and retaining people and business into the community

• further education and building our skills within the community

• providing infrastructure to an ageing and relatively small geographically diverse population

• attracting and retaining key employment generators

• dimininshing volunteer base which has been so vital in making Esperance what it is today

• planning for and adapting to climate change and increased energy and water vulnerability

• planning for changes in population, the economy and the community

• managing the expectations of the Esperance community

• ongoing requirement for waste management within the Shire

• reduced opportunities for funding from State & Federal agencies

• renewing ageing infrastructure whilst maintaining financial sustainability

• determination of organisational service levels

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Council’s PrioritiesIn April 2015 Council reviewed and confirmed the priority areas for the Shire to focus on and resource, these provide direction in the Corporate Business Plan.

The priorities are to:

• continue to improve communication and engagement with the community

• improve the management of organisational risks

• establish a framework for addressing Economic Development within the Shire

• maintain and strengthen volunteer, local, regional, state and federal partnerships

• establish agreed levels of service, costings and priorities

• improve efficiencies within the organisation

• improve the prioritisation of projects

• aim for long term financial sustainability while improving asset management

Priority ProjectsThe Shire is actively planning for and advocating for funding for a number of significant projects across the Shire.

These priority projects have been identified to improve the quality of services in the Shire, and include:

• Waste Management Initiatives

• Bay of Isles Leisure Centre (Future Asset Management implications)

• Visitors Centre Operations

• Esperance Waterfront - Tanker Jetty

• Implementation of Public Land Strategy

Major Projects UnderwayIn addition to the priority projects, the Shire is currently building and working on a number of significant projects and include:

• Closing the Asset Management Gap

• Esperance Waste Disposal Facility

• Esperance Depot & Pound Redevelopment

• Eastern Suburbs Water Re-use Scheme

• Public Open Space Implementation

• Esperance Town Centre Revitalisation (Parking Strategy)

• Esperance Skate Park

• Flinders Stage 3

• Organisational Service Review

• Coastal Reserve Implementation

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Chief Executive Officer: Matthew Scott

Deputy Shire President:Cr. Victoria Brown

Cr. Lara McIntyre

Cr. Natalie Bowman

Cr. Paul Griffiths

Cr. Kevin Hall

Cr. Rob Horan

Cr. Beverly Stewart Cr. Basil Parker

Shire President: Cr Malcolm Heasman

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Shire ServicesExecutive Services

ExternalServices

Corporate Resources AssetManagement

• Corporate reporting • Media and communications• Executive assistance • Elected member support• Council liaison• Organisation management• Governance• Delegations

• Bay of Isles Leisure Centre• Airport• Waste management• Land & property

development• Economic development• Visitors Centre• Civic Centre• Library & culture• Museum• Esperance Home Care• Volunteer Resource Centre• Seniors, youth & disability• Recreation & club

development• Community emergency

services• Rangers• Strategic and statutory

planning• Building permits and

approvals• Environmental Health

• Finance management• Administration• Audit management• Rates• Payroll • Customer service• Lease management• Tenders & contracts• Licensing• Insurance• Records• Information technology• Human resources• Risk management• Occupational, Safety &

Health• Grant Coordination

• Asset management• Drafting• Surveying• Building maintenance• Fleet management• Fixed plant• Depot & stores• Parks, reserves &

environment• Esperance cemetery • Urban, rural and coastal

infrastructure management• Traffic and transport• Engineering development• Project management

The Role of Council and the ShireCouncil’s Role Council will Example

Lead Plan and provide direction through policy and practices

Take a leadership role in the revitalisation of the Esperance town centre

Provide Develop physical infrastructure and deliver essential services

Council funds recreational facilities such as sports fields and community halls and provides services such as residential waste collection

Regulate Responsible for the enforcement of statutory requirements

Health inspections to ensure quality provision of food and beverage services

Partner Collaborate with external stakeholders to deliver services/projects

Working with Esperance Chamber of Commerce and Goldfields Esperance Development Commission towards Esperance as a SuperTown

Advocate Pro actively make representation for the Esperance community

Advocate for the community to improve hospital facilities in Esperance

Promote Market the Esperance community

Promote and highlight the Esperance Region

Facilitate Coordinate local groups and agencies to achieve a positive benefit for the community

Work with organisations to deliver quality access to beaches

Fund Provide resources for the benefit of the local community

Community Grants Program designed for community groups to have access to funding opportunities

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Organisation SWOTTo ensure the Corporate Business Plan considers the internal and external environments influencing the organisation an analysis was undertaken. This perhaps is the most important part of effective business planning as it has directly helped in the formation of actions which build on our strengths and address our weaknesses. The following SWOT analysis reflects the views of Shire department managers, directors, Chief Executive Officer and Elected Members.

Strengths Weaknesses

• Experienced and qualified staff• Positive and growing relationship with local and

regional partners• Proactive Council and Executive Management

Team• Well documented processes and procedures in

many areas• Longevity of staff which boosts knowledge and

skill base• Strong community spirit and good volunteer

support base • Financial management including the low debt

structure of the Shire• Quality assets and improving asset management

knowledge and practices• Adopted Strategic Community Plan and Growth

Plan for the region• Provision of diverse community services/assets • Strong support from community to attract major

projects and funding such as SuperTowns • A community that wants to be involved • A self reliant Shire and community due to

isolated location

• Capital resources are limited• Hard to retain and attract qualified and high

quality staff due to location, remuneration and promotion opportunities within the Shire

• A new organisation project management framework will involve significant changes to how staff manage and record projects

• There is no formalised project prioritisation framework

• Mentoring of staff takes a lower priority, limiting the ongoing development of staff

• Staffing gaps place pressure on managers to undertake operational work rather than strategic

• Communication gaps between departments can lead to poor information transfers

• Communication methods need constant review to meet changing community expectations

• There is resistance to change within the organisation when the process is managed poorly

• There is resistance to change within the community

• Reliance on grant funding to support major projects and some operational activities

• Shire infrastructure is ageing• Large asset renewal gap placing pressures on

limited resources• The Shire is unable to react quickly to changing

community needs• The Shire has a broad structure which delivers a

diverse range of services with limited resources• Remote location reducing access to and/or

increases costs of qualified staff, supplies and consultants

• Limited access to general practitioners for new staff

• The Shire is at capacity – any increases in activity will require additional resources and staff

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Opportunities Threats

• Training and mentoring program for staff at all levels

• Utilise changes in legislation to improve operations

• Undertake a service delivery review• Investigate alternate revenue sources • Share resources with other Local Government

authorities, private organisations and State Government

• Fine tune organisational structure to address critical skill gaps

• Build on natural assets for short and long term tourism and community benefit

• Improve access to new technology within the Shire to improve efficiencies and communication

• Potential for commercial development at the Airport and other out centres

• Engage with the community to identify community service levels and improve planning

• Investigate future business opportunities to drive economic development

• Consolidate assets and public land • Add value to existing services • Promote Esperance Brand to increase tourism

and economic development • Develop communications strategy that keeps

the community informed and helps the understanding of Shire activities

• The SuperTowns Growth Plan will assist in leveraging future funding opportunities

• Competition from higher paying industries and more convenient locations for qualified and high quality staff

• Availability of experienced and qualified staff in industries experiencing skill shortages

• Poor community perception of Shire activities • High level of community expectations which

cannot always be met• Negative media which can result in a lack

of understanding in the community of Shire activities

• A change in the strategic direction from Council resulting in a revised Strategic Community Plan

• Changes to legislation which increase the responsibilities of Local Government

• Poor sales of approved Shire properties (Flinders and/or Shark Lake Industrial Park)

• Significant disaster which impacts on the Shires ability to deliver services

• Reduced housing availability for staff• Reduction in the external funding provided for

operational Shire activities• Reduction in external funding provided for

priority projects resulting in reduced service delivery within the Shire

• Rapid population growth (over 4%) or stagnant/declining population growth resulting in the Shire being unable to deliver services to the community that meets their needs

• Changes in the political climate resulting in insecure support for funding and future projects

• Community resistance to changes to how the Shire operates

• Loss of corporate knowledge from key individuals within the organisation

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Risk ManagementThe Shire is committed to implementing the Risk Management Policy to ensure the goals of the Strategic Community Plan are met and inform decision making within the organisation.

The aim of the Risk Management Policy is to protect Shire employees, assets, earnings, liabilities and the public against potential losses and improve the effectiveness and efficiency of the organisation. The Risk Management Register will be an all-embracing document identifying organisational risks and develop treatment plans.

The objectives of Risk Management Policy are:

• ensure risk management is adopted and integrated throughout the Shire of Esperance

• ensure all employees are aware of the need to manage risk and encourage a culture of participation in the risk management process

• ensure a more confident and rigorous basis for decision-making and planning

• protect the Shire of Esperance from adverse incidents, to reduce its exposure to loss and to mitigate loss should it occur

• have continuity plans ensuring we can respond to and recover from any business disruption

• ensure the ongoing capacity of the Shire of Esperance to fulfil its mission, perform its key functions, meet its objectives and serve its customers

• reduce the cost of risk to the Shire of Esperance

• aid effective governance and adherence to relevant legislation and Australian standards.

Key Organisation RisksThe Risk Management Register identifies risks across the organisation and outlines a treatment plan. The following key organisation wide risks have been identified:

• inadequate organisational Project Management method and records

• potential non compliance with waste management legislation

• difficulty in attracting and retaining qualified staff in critical positions

• ability to maintain the Shire’s built assets at a safe and fit for purpose level within current resource allocations

• reducing external funding sources.

The Shire has developed a strategic approach to asset management and has developed asset management plans based on the total life cycle of assets. Asset management planning ensures delivery of services from infrastructure is provided in a financially sustainable manner.

The Infrastructure Asset Management Plan 2013 details information about infrastructure assets including actions required to provide an agreed level of service in the most cost efficient manner. The plan defines the services to be provided, how the services are provided and what funds are required to provide the services.

The Asset Management Plans assist the Shire in predicting infrastructure renewal demand. The renewal demand is the cost of bringing an asset back to the new at the optimum time in its life cycle.

The objectives of Asset Management is to:

• ensure a life cycle approach

• develop cost effective management strategies for the long term

• provide a defined level of service and monitor performance

• understand and meet the demands of growth

• manage risks

• ensure the continuous improvement in asset management practices.

The renewal demand profile is compared to the current renewal expenditure profile to determine the renewal gap. The renewal gap is the difference between what the Shire is currently spending on infrastructure asset renewal and what is ideally required given the portfolio of assets held or controlled, the asset life and the level of service needed by the community.

The Long Term Financial Plan sets out the strategies to close the renewal gap and still ensure the level of service delivered to the community is acceptable. The Long Term Financial Plan has been developed from the renewal demand contained in the following asset management plans:

• Footpath Asset Management Plan

• Coastal Asset Management Plan

• Fleet Asset Management Plan

• Airport Asset Management Plan

• Waste Asset Management Plan

• Building Asset Management Plan

Asset Management

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Further work needs to be done on a number of asset management plans to be confident in the renewal demand before financial allocations are made. The Shire is aware that there will be significant renewal demand in the following areas that will need to be considered in future Long Term Financial Plans:

• Drainage Asset Management Plan

• Roads Asset Management Plan

Workforce PlanningOne of the Shire’s greatest assets is its employees. The Workforce Plan provides a co-ordinated approach to addressing the human resourcing requirements to deliver the Shire’s services and operational areas in line with the Strategic Community Plan. The Plan will help to ensure strategies are in place to attract and retain staff to guarantee the delivery of strategic projects.

The Workforce Plan aims to ensure the Shire of Esperance’s workforce has the right skills, at the right time and in the right quantities to ensure sustainable service delivery in the future.

The objectives of the Workforce Plan are to identify:

• internal and external factors facing our workforce

• critical skills and positions within the organisation

• gaps between our current and future workforce requirements

• tasks to address the gaps in resources, mitigate risks and address the challenges.

Local governments are becoming the primary providers of government services to local communities on behalf of state and federal governments, as a more reactive and localised approach to service delivery is sought. This has impacted on workforce requirements with an increased diversity in occupations being necessary. The Shire of Esperance is a significant economic driver in the region and is responsible for the delivery of essential social and community services.

As the functions of local government increase and expand, workforce capacity, capability and innovation become paramount. The structure of our workforce must also evolve to absorb these impacts to ensure service delivery is provided with optimal efficiency.

Workforce RequirementsThe positions identified in the following table reflect the new structural requirements and will enable the Shire to:

• allow managers to focus on strategic and major projects supported by technical staff undertaking operational work

• ensure the Shire offers high quality services that meet the community needs

Specifically, the following positions are projected to be required:

• Technical Officer - assist managers in the development of future programs

• Environmental Officer - responsible to all aspects of environmental management on infrastructure projects and day to day environmental issues

• Corporate Support Administration - this position will provide administration support for the Corporate Resources Directorate

• Parks and Reserves General Hand - maintain additional parks and reserves

• Administration Officer Depot - this position will provide administration support to Law & Order Officers and support Depot staff

• Senior Accounts - provide grant acquittal assistance, coverage for finance staff leave and support Manager of Finance

• Records Officer - undertake daily operational work which will allow for compliant record keeping

• Esperance Waste Disposal Facility - New Waste Disposal Facility will require additional operational staff to undertake daily work. Wylie Bay Waste Facility to become a waste transfer station and will need to retain existing staff

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Projected New PositionsTable outlines the projected new positions and their indicative costs

Position Directorate FTE 15/ 16

Cost 16/ 17

Cost 17/ 18

Cost 18/ 19

Cost

Known Resource Gap

Administration Officer - Corporate Support

Corporate Resources 0.5 0.5 $26,468

Technical Officer Asset Management 1 1 $59,311

Environmental Officer Asset Management 0.6 0.6 $35,586

Parks & Reserves General Hand

Asset Management 1 1 $54,188

Senior Accounts Corporate Resources 0.6 0.6 $36,918

Records Officer Corporate Resources 0.5 0.5 $26,468

Administration Officer - Depot


Project RequirementsEsperance Waste Disposal Facility


Total

Total new positions 10.2 1.7 $98,972 2.5 $131,491 6 $325,788

Total including 16% on cost $114,808 $152,530 $377,914

Positions to be funded from existing allocations Positions to be funded from major project budgets 5 $ - $ - 5 $309,079

Positions requiring additional muni funds 5.2 1.7 $114,808 2.5 $152,530 1 $68,800

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Long Term Financial PlanningThe Long Term Financial Plan details our costs to deliver the Corporate Business Plan. It projects financial information beyond the four years of the Corporate Business Plan to cover operations for ten years as a means of capturing the likely financial position over the forward years to give us an indication of our sustainability.

The Long Term Financial Plan allows for analysis of financial trends over a ten year period on a range of assumptions and provides us with information to assess resourcing requirements to achieve long term community objectives in a financially sustainable manner.

The Long Term Financial Plan is underpinned by assumptions; it is therefore an overview of reasonable estimates only. A broad overview of our operations will be undertaken annually and may result in changes to the Corporate Business Plan and regular updates in our Long Term Financial Plan. The Long Term Financial Plan is maintained as a separate tool as it is constantly changing and evolving, ensuring it is always up to date. The Plan provides the most relevant financial information for the Shire of Esperance.

The Revenue Strategy is a high level strategic document which provides a framework on revenue streams that the Shire of Esperance currently depends upon. The Revenue Strategy provides guidance on areas such as rates, fees and charges, grants and other revenue sources. This is an informing document in the production of the Long Term Financial Plan.

Global Assumptions In developing the Long Term Financial Plan a number of global assumptions were required and are reflected in all strategic plans across the organisation.

• 0.2% population growth of the Shire’s rate base per annum based on the low growth scenario identified in the Growth Plan

• maintain existing service levels until service level reviews are completed

• maintain existing operational costs with an additional increase based on Local Government Cost Index and wage increases as per the Shire’s Enterprise Agreement

• maintain or progress towards meeting capital cost that are in line with asset management plans

• maintain current allocations of capital costs where asset management plans are yet to be completed

• already identified projects have been included but may be subject to external funding

• any additional projects to be subject to a funding strategy with the goal to be self funded

• rate increase will be lead by the Shire of Esperance Revenue Strategy and will take into account identified asset management gaps

• existing external funding sources for operational activities will be unchanged

• if external funding changes, service levels will be amended to reflect new funding levels

• capital expenditure is estimated at today’s dollar plus an inflation factor of 3%

• the Shire will meet all compliance requirements

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The Corporate Business Plan is aligned to the Strategic Community Plan. It is divided into four themes, Social, Environment, Economic and Civic Leadership. Each theme includes the strategies and outcomes identified in the Strategic Community Plan. To realise the strategies, the Shire has identified a number of key actions which are either capital or operational.

Each action has a time frame and indicative cost. The indicative costs associated with the actions are estimates, figures will be refined with the endorsement of the Annual Budget and as the Long Term Financial Plan matures.

Capital Project Capital projects have a time frame for completion over the next four years. These projects will be funded from allocations within the annual budget, Shire reserves or external grant funding. All capital costs are included within the Long Term Financial Plan however, they are estimates and will be refined as more information becomes available.

Operational Activity Operational activities are either an ongoing activity or a project which has a time frame for completion over the next four years. These activities are funded from the operational budget, Shire reserves or external grant funding. All operating costs are based on the annual budget plus a 3% increase based on the global assumptions. The operational expenditure figures are indicative only. The operational projects have a nominal cost which includes any external resources required and estimated internal resources such as employee time. Non operating costs are not included within the Corporate Business Plan. Revenue and expenses for individual accounts can be found within the Annual Budget.

Activating the Strategic Community Plan

Our Themes and Goals

Social - Our community, neighbourhoods, recreation and cultureA healthy and caring community which has strong support for all ages and abilities, and is accommodating and tolerant of a wide range of views

A safe community where residents feel secure and comfortable at home, work and play

A healthy community engaging in positive and rewarding lifestyles with access to a broad range of recreational opportunities

A vibrant community, enjoying access to a wide range of quality arts and cultural activities

Environment - Our environment, resource management and services Valuing our pristine environment and ensuring the natural resources within the Shire are recognised as an important asset and managed in a sustainable manner

Recognising the environmental and recreational value of coastal reserves, and managing them in a way that will preserve them for future generations to enjoy

Aiming for the equitable and sustainable development of land within the Shire that provides a genuinely desirable lifestyle

Managing waste and recycling in a manner that is environmentally sustainable and meets the expectations of the community

Economic - Our economy, infrastructure, systems and servicesCommunity infrastructure and services delivered in a timely manner, are well utilised, effective and meet the expectations of our growing community

Transport systems that are functional, efficient, economical and safe, coupled with continuous improvement to meet the safety and amenity needs of the community

Managing community assets in a whole of life and economically sustainable manner

Promoting sustainable and diverse economic development opportunities that make the Shire of Esperance an attractive place to live, work and play

Civic Leadership - Our Council, services, policies and engagementA leading Council that is supported by an excellent organisation

Governance structures that ensure accountable, transparent and ethical decision making

Building the organisation and managing its structure, finances and assets in a sustainable manner

A Council that pro actively engages with all elements of its community in order to make decisions that reflect positively on the future of Esperance

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Goals Strategies Outcomes Key Actions

A healthy and caring community which has strong support for all ages and abilities, and is accommodating and tolerant of a wide range of views.

• Create a social environment that is accessible and inclusive for all ages and abilities

• Create a vibrant, modern and safe built environment that is accessible and inclusive and reflects the community’s identity

• Facilitate improved access to health and welfare programs and education opportunities in the community

• Encourage and support volunteers and community groups

• A Shire where the broadest community feel welcome involved and connected to each other

• Active, attractive and affordable towns which the community are proud of and engaged in

• A Shire where the broadest community have improving health and access to health facilities and education opportunities

• Active and growing volunteer and community groups

• Develop and implement a Seniors Plan

• Develop and implement a Youth Strategy

• Review and update the Disability Access and Inclusion Plan

• Implement the Town Centre Revitalisation Master Plan

• Advocate for improved access to non local government services

• Manage the Community Grants Program

A safe community where residents feel secure and comfortable at home, work and play.

• Develop and maintain a safe environment for the community

• Manage environmental health risks in the community

• A feeling of safety and confidence within our neighbourhoods and a sense of being looked out for

• A Shire which seeks to mitigate environmental health risks to ensure a healthy and safe community

• Review and update the Community Crime Prevention Strategic Plan

• Develop and maintain appropriate and adequate infrastructure, equipment, skilled personnel, plans and programs in preparation for emergencies

• Develop Public Health Plan and coordinate review of environmental health procedures

A healthy community engaging in positive and rewarding lifestyles with access to a broad range of recreational opportunities.

• Develop and promote active and passive sport and recreation opportunities for all ages and abilities

• A variety of accessible sport and recreation opportunities and activities

• Coordinate implementation schedule for the Sports Facility and Services Master Plan

• Indoor Sports Stadium Upgrade

A vibrant community, enjoying access to a wide range of quality arts and cultural activities.

• Facilitate and promote arts, heritage and cultural activities for all ages and abilities

• A variety of arts and cultural activities which can be exhibited and pursued by local and visiting patrons

• Develop and implement a Library Strategic Plan

Social - Our community, neighbourhoods, recreation and culture

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Valuing our pristine environment and ensuring the natural resources within the Shire are recognised as an important asset and managed in a sustainable manner.

• Protect, restore and enhance our natural assets

• Provide equitable access for all users to our environment while balancing the protection of natural assets

• An environment which is effectively managed for future generations and for the intrinsic value of its biodiversity

• A range of parks, reserves and trails which the broadest community can access

• Coordinate implementation schedule for Street Tree Policy

• Seek funding for environmental projects

• Coordinate implementation schedule of Public Open Space Strategy

• Review and update Trails Master Plan and implementation schedule

Recognising the environmental and recreational value of coastal reserves, and managing them in a way that will preserve them for future generations to enjoy.

• Educate the community on ways to use our environment responsibly

• A community which values and respects the environment

• Develop and implement environmental education programs

Aiming for the equitable and sustainable development of land within the Shire that provides a genuinely desirable lifestyle.

• Effectively use our land, development and building policies to protect the environment

• The desire for compliant development and growth is balanced with the need to protect, restore and enhance the environment

• Coordinate implementation schedule of Coastal Management Plan

Managing waste and recycling in a manner that is environmentally sustainable and meets the expectations of the community.

• Sustainably manage our waste, water, energy use and facilities

• Plan for and adapt to changes in our climate and the impacts of increased water and energy vulnerability

• A sustainable and progressive approach to managing the impacts of waste, water and energy use on the environment

• A Shire which address the challenges and opportunities presented by climate change and water and energy vulnerability

• Coordinate implementation of Eastern Suburbs Water Re-use Scheme Master Plan

• Manage the Wylie Bay Landfill Closure Plan

• Plan for and construct new Landfill site

• Improve the energy efficiency of all Shire buildings

• Improve water and energy efficiencies at the Bay of Isles Leisure Centre

• Improve water efficiency within all Public Open Spaces

• Develop a Climate Change Adaptation Policy

Environment - Our environment, resource management and services

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Community infrastructure and services delivered in a timely manner, are well utilised, effective and meet the expectations of our growing community.

• Ensure services and infrastructure are aligned to community needs now and in the future

• A range of services, facilities and programs that the broadest community can access

• Services and infrastructure which meets the needs of the broadest community and responds to changing priorities

• Plan for and seek funding for Esperance Waterfront Stage 3 - Tanker Jetty Replacement

• Plan and construct new animal care facility

• Plan and construct new depot facility

• Manage Stage 1 of the Wylie Bay Waste Facility closure

• Plan and construct new Skate Park facility

• Plan and construct James St Precinct playground

• Develop Esperance Cemetery Master Plan and implementation schedule

• Develop plan for the future of caravaning and camping in Esperance

Transport systems that are functional, efficient, economical and safe, coupled with continuous improvement to meet the safety and amenity needs of the community.

• Deliver a diverse, efficient and safe transport system

• A diverse and safe transport system that balances the needs of all users from pedestrians, cyclists and private vehicles

• Finance a Road Hierarchy Plan

• Advocate for reduced air and freight costs

Economic - Our economy, infrastructure, systems and services

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Managing community assets in a whole of life and economically sustainable manner..

• Maintain the Shire’s robust asset management practices and maintenance programs

• Assets which meet the expectations of the community

• Implement Public Lands Strategy

• Manage and integrate asset management plans across Shire operations

Promoting sustainable and diverse economic development opportunities that make the Shire of Esperance an attractive place to live, work and play.

• Create and strengthen partnerships to advocate for and deliver community facilities, and services and major infrastructure

• Advocate and plan for economic development in a sustainable manner

• Build skills, capacity and partnerships to work towards a self sustaining community

• Facilitate and guide high quality, compliant and efficient building and development across the Shire

• The community has access to a range of education, health and transport opportunities (including public transport and freight) to maximise their potential

• A growing Shire supported by improved job opportunities and diversity in our industries, businesses and housing

• A community which is continually learning and is self sustaining

• A community with high quality, compliant and efficient buildings and development

• Seek funding for Shire priority projects

• Develop and coordinate an organisation wide approach to external grant funding

• Represent and communicate community priorities at Federal, State, Regional and Local level

• Participate in the development and implementation of a Regional Economic Development Strategy

• Review the Tourism Development Plan

• Provide support and advice to business and industry sectors and groups

• Provide support and advice to community groups

• Review, update and implement Local Planning Scheme and Policies

• Obtain approvals for the development of Flinders Stage 3

Economic - Our economy, infrastructure, systems and services

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A leading Council that is supported by an excellent organisation.

• Assist Councillors to provide strong and visionary leadership

• A clear direction for the future

• Community confidence and trust in Council and its workforce

• Facilitate Councillors opportunities to represent the community

Governance structures that ensure accountable, transparent and ethical decision making.

• Maintain a clear, transparent and ethical decision making process

• Openness and transparency in Council decisions

• Facilitate regular public Council meetings

• Review the Strategic Community Plan

• Review and update Delegations Register

Building the organisation and managing its structure, finances and assets in a sustainable manner.

• Effectively manage Shire operations and resources to create a resilient and financially stable organisation

• Employees actively contribute to improved operational service delivery and ensure excellent customer service

• A Shire that is progressive, sustainable, resilient and adaptive to changes

• Employees who continually strive to improve performance and service delivery across the organisation

• A community who receives excellent customer service

• Annual review of Long Term Financial Plan

• Review Shire of Esperance Enterprise Agreement 2012

• Annual Review of Workforce Plan

• Annual review of the Corporate Business Plan

• Renew and implement improved Geographical Information System (GIS)

• Review and approval of Record Keeping Plan

• Manage Risk Management System

• Coordinate review of Policy Manual

• Annual review of Delegations Register

• Implement Customer Response Management system

• Renew and upgrade shire Website

• Restructure IT Systems

Civic Leadership - Our Council, services, policies and engagement

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A Council that pro actively engages with all elements of its community in order to make decisions that reflect positively on the future of Esperance.

• Ensure open and consistent communication between the Shire and the Community

• Actively engage with the community to inform decision making

• A community who is aware of Council decisions and activities

• The community have a variety of opportunities to be involved and are able to make meaningful contributions to decision making

• Develop and implement Communications Plan

• Review and implement an organisation Marketing and Branding Strategy

• Undertake Community Perception Survey

Civic Leadership - Our Council, services, policies and engagement

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Our StrategiesOur community, neighbourhoods, recreation and cultureThe Shire of Esperance, Esperance Chamber of Commerce and Goldfields-Esperance Development Commission endorsed the Esperance Town Centre Revitalisation Master Plan 2015-2025 in May 2015. The plan aims to initiate the revitalisation of the Esperance Town Centre, ensuring that the ‘central heart’ of Esperance is a great place to experience every day for leisure, business or entertainment. The plan highlights social, economic and cultural development opportunities and is a long term guide for future development.

The operations of the Esperance Visitors Centre are currently being reviewed to ensure the service being offered meets the needs of our changing tourism environment. This includes reviewing the type of service required by our local tourism operators and visitors to our region both now and into the future. Benchmarking and modelling against industry leaders to determine the best model for Esperance will be integral in this process.

The Community Grants Program is Councils opportunity to fund community groups in their individual projects. The purpose being to develop and actively support community organisations and individuals who positively contribute to community wellbeing and the cultural life of our region. The grants program enables the Shire to recognise leadership and individual achievement, build community capacity and sustainability, develop cultural identity and support initiatives that respond to identified community needs.

(** - partially externally funded)

Goals 15/16 16/17 17/18 18/19 IndicativeCost

A healthy and caring community which has strong support for all ages and abilities, and is accommodating and tolerant of a wide range of views.

• Develop and implement a Seniors Plan ● $10,000**

• Develop and implement a Youth Strategy ● $5,000

• Review and update the Disability Access and Inclusion Plan ● ● ● ► $2,000 p/a

• Implement the Town Centre Revitalisation Master Plan ● $50,000

• Advocate for improved access to health services ● ● ● ► Part of Manage

Organisation

• Advocate for improved higher education access and facilities ● ● ● ► Part of Manage

Organisation

• Manage the Community Grants Program ● ● ● ► $222,000 p/a

A safe community where residents feel secure and comfortable at home, work and play.

• Review and update the Community Crime Prevention Strategic Plan ● $2,000

• Develop and maintain appropriate and adequate infrastructure, equipment, skilled personnel, plans and programs in preparation for emergencies**

● ● ● ► $272,500 p/a

• Develop Public Health Plan and coordinate review of environmental health procedures ● $20,000

A healthy community engaging in positive and rewarding lifestyles with access to a broad range of recreational opportunities.

• Coordinate implementation schedule for the Sports Facility and Services Master Plan ●

• Indoor Sports Stadium Upgrade ●

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A vibrant community, enjoying access to a wide range of quality arts and cultural activities.

• Develop and implement a Library Strategic Plan ● $50,000

Operational cost of service

Includes: Visitors Centre, Senior Citizens Centre, Home Care**, Volunteer Centre**, Ranger Services, Emergency Services**, Bay of Isles Leisure Centre, Library, Museum, Civic Centre, Community Division and Environmental Health Services.

● ● ● ► $9,480,000 p/a

Our environment, resource management and servicesThe Wylie Bay landfill rehabilitation and closure plan (phase one) has begun and preparation works for the closure of the site will continue throughout this financial year including filling the remaining phases to correct levels to make sure future capping requirements can be met. The search for a new Waste Management Facility site is underway with nominated sites being analysed and ranked by the consultants. Site analysis will be performed on the selected preferred locations to determine suitability and further research into design and construction.

The Coastal Management Plan identifies the current land uses, values and issues of the Shire’s coastal reserves and makes recommendations for the future management over the next 10 years. The aim is to provide a framework for the management and protection of the our coastal reserves in a sustainable manner ensuring they can be enjoyed by future generations.

The Public Open Space Strategy provides the necessary information to guide the strategic direction for both existing Public Open Spaces and any Future Public Open Space. One outcome of the review was a parks hierarchy and thereby a list of prioritised works to spend limited funds on making sure we develop high quality Public Open Space (POS) infrastructure.

The Shire is consistently looking for ways to improve our energy efficiency and reduce our impact on the environment. Through our GVROC partnership and in conjunction with Horizon Power, Shire street lights will be retrofitted with more energy efficient LED lights. Replacing current street lights will help to significantly reduce the Shire’s energy consumption, while also proving to be an environmentally friendly and sustainable lighting solution.



Valuing our pristine environment and ensuring the natural resources within the Shire are recognised as an important asset and managed in a sustainable manner.

• Coordinate implementation schedule for Street Tree Policy ● $2,000

• Seek funding for environmental projects ● ● ● ► $2,000 p/a

• Coordinate implementation schedule of Public Open Space Strategy ● $10,000

• Review and update Trails Master Plan and implementation schedule ●

Recognising the environmental and recreational value of coastal reserves, and managing them in a way that will preserve them for future generations to enjoy

• Develop and implement environmental education programs ● ● ● ► $5,000 p/a

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Our economy, infrastructure, systems and servicesThe Public Land Strategy was developed to determine how the Shire’s significant land portfolio can deliver long term outcomes for the community by generating funds through the future use of these property holdings.

Initial stages of consultation were completed in 2014/15 for the new Esperance Skate Park Facility, this determined the new location and design features that were important to local users. Concept planning and development will be undertaken this year to ensure Esperance has a dynamic and activated skate park facility that doubles as a functional youth space for the younger members of our community.

With the completion of stages one and two of the waterfront development, focus will move towards stage three, the Esperance Tanker Jetty. Community consultation on the requirements of a new jetty and potential funding sources will be further investigated during the course of the year.

A new Depot office and animal care facility will be constructed this year to replace the current inadequate structures. The Depot site will also be remodelled to improve access for customers and better utilise the land available. The new animal care facility will ensure both our legislative obligations are met and our management of animals is of the highest standard in a safe environment.

With a road asset value of approximately $494 million, our road assets are the single largest investment by Council. There is currently an annual funding gap of $6.6 million to renew our existing road assets in their current state. Work will continue on reducing this gap, particularly on our rural roads which provide a vital service to our community. Our significant resheeting, resealing and construction program will be continued this year to ensure the quality and service provided continues to meet the expectations of our road users.



Aiming for the equitable and sustainable development of land within the Shire that provides a genuinely desirable lifestyle.

• Coordinate implementation schedule of Coastal Management Plan $112,000 $88,000 $200,000 $94,000 -

Managing waste and recycling in a manner that is environmentally sustainable and meets the expectations of the community.

• Coordinate implementation of Eastern Suburbs Water Re-use Scheme Master Plan ● $15,000

• Manage the Wylie Bay Landfill Closure Plan$2,800,000 $2,600,000 -

• Plan for and construct new Landfill site$187,500 $123,000 $4,300,000 $4,000,000 -

• Improve the energy efficiency of all Shire buildings ● ● ● ► $2,000 p/a

• Improve water and energy efficiencies at the Bay of Isles Leisure Centre ● ● ● ► $2,000 p/a

• Improve water efficiency within all Public Open Spaces ● ● ● ► $2,000 p/a

• Develop a Climate Change Adaptation Policy ● ► $2,000


Includes: Parks & Environment, Waste & Recycling ● ● ● ► $3,620,000 p/a

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Goals 15/16 16/17 17/18 18/19 Indicative Costs

Community infrastructure and services delivered in a timely manner, are well utilised, effective and meet the expectations of our growing community.

• Plan for and seek funding for Esperance Waterfront Stage 3 - Tanker Jetty Replacement ● $250,000

• Plan and construct new animal care facility and depot facility ● $2,168,000

• Manage Stage 1 of the Wylie Bay Waste Facility closure ● Part of Landfill

closure plan

• Plan and construct new Skate Park facility ● $717,000

• Plan and construct James St Precinct playground ● $250,000

• Develop Esperance Cemetery Master Plan and implementation schedule ● $7,000

• Develop plan for the future of caravaning and camping in Esperance ● $10,000

Transport systems that are functional, efficient, economical and safe, coupled with continuous improvement to meet the safety and amenity needs of the community.

• Finance a Road Hierarchy Plan ● ● ● ► Part of Asset Management

• Advocate for reduced air and freight costs ● ● ● ► $2,000 p/a

Managing community assets in a whole of life and economically sustainable manner.

• Implement Public Lands Strategy ● $50,000

• Manage and integrate asset management plans across Shire operation ● ● ● Part of Asset

Planning


• Seek funding for Shire priority projects ● ● ● ► $2,000 p/a

• Develop and coordinate an organisation wide approach to external grant funding ● ● ● ► Part of

Commercial Div

• Represent and communicate community priorities at Federal, State, Regional and Local level

● ● ● ► $2,000 p/a

• Participate in the development and implementation of a Regional Economic Development Strategy

● $149,000

• Review the Tourism Development Plan ● Part of Commercial Div

• Provide support and advice to business and industry sectors and groups ● ● ● ► $2,000 p/a


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Our Council, services, policies and engagementA community perception survey will be undertaken in 2015, results from the survey will be benchmarked against previous surveys and used to evaluate our performance against Key Performance Indicators detailed in the Shire of Esperance Strategic Community Plan 2012-2022. The survey also assists in understanding and monitoring community priorities, which in turn provides guidance to Council in future decision making.

Community consultation will be undertaken in 2016 to perform a full review of the Strategic Community Plan. The Strategic Community Plan is the overarching document that guides the future directions of Councils policies, plans, projects and decision making over a ten year period. Community input is vital to enable Council to keep abreast of community goals and aspirations, maintain a clear vision for the future and determine priorities ensuring informed decisions are made on behalf of the community.

Communication continues to be a focus area for Council and Shire staff with new communication tools being researched and community sessions being held on a more regular basis. Ensuring accurate and up to date information is available on shire services and activities is critical. This will be achieved through a new user friendly website (making information and documentation easily accessible), increased application of social media, newsletters, community sessions and our traditional print and radio promotions.




• Provide support and advice to community groups ● ● ● ► $5,000 p/a

• Review, update and implement Local Planning Scheme and Policies ● ● ● ► Part of Statutory

Div.

• Obtain approvals for the development of Flinders Stage 3 ● $200,000

p/aOperational cost of service

Includes: Asset Management, Transport Infrastructure, Urban Infrastructure**, Rural Infrastructure**, Shire Buildings, Cemetery, Airport, Shire Fleet, Asset Development, Building Services, Planning Services, Statutory Division

● ● ● ► $18,812,000 p/a


A leading Council that is supported by an excellent organisation.

• Facilitate Councillors opportunities to represent the community ● ● ● ► $926,900 p/a

Governance structures that ensure accountable, transparent and ethical decision making.

• Facilitate regular public Council meetings ● ● ● ► $5,000 p/a

• Review the Strategic Community Plan ● ► $40,000

(** - external funding)

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• Annual review of Long Term Financial Plan ● ● ● ► $10,000 p/a

• Review Shire of Esperance Enterprise Agreement 2012 ● $5,000

• Annual Review of Workforce Plan ● ● ● ► $2,000 p/a

• Annual review of the Corporate Business Plan ● ● ● ► $3,000 p/a


• Renew and implement improved Geographical Information System (GIS) ● $40,000

• Review and approval of Record Keeping Plan ● $2,000

• Manage Risk Management System ● ● ● ► $10,000 p/a

• Annual review of Delegations Register ● ► $2,000 p/a

• Coordinate review of Policy Manual ● ● ► $2,000

• Implement Customer Response Management system ● Part of Corp.

Resources

• Renew and upgrade shire Website ● $8,000

• Restructure IT Systems ● $100,000

A Council that pro actively engages with all elements of its community in order to make decisions that reflect positively on the future of Esperance.

• Develop and implement Communications Plan ● $5,000

• Review and implement an organisation Marketing and Branding Strategy ● $30,000

• Undertake Community Perception Survey ● ● ► $18,000


Includes: Council Elect, Chief Executive Office, Executive Services, Corporate Resources, Corporate Support, Leases and Insurances, Finance, Rates, Licensing, Risk Management, Human Resources, Information Technology, Records, External Services, Asset Planning

● ● ● ► $2,315,500 p/a


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Financial Position SummaryThe Financial Position Summary is a snapshot of the Shire’s Long Term Financial Plan, identifying our ability to resource our activities with expected revenue and expenditure for the next four years based on known and assumed figures. More detailed breakdowns are available within the annual budget and the Long Term Financial Plan. The summary highlights our objective to retain a budget surplus over the next four years whilst ensuring service levels are maintained and major projects are funded.

2015/16 2016/17 2017/18 2018/19Operating Revenue

Rates 17,634,183 18,815,607 20,076,183 21,421,212Operating Grants 8,795,835 9,059,710 9,331,502 9,611,447Fees & Charges 8,773,497 9,212,171 9,672,780 10,156,419Other 1,293,903 2,613,703 3,248,223 3,259,265Total 36,497,418 39,701,192 42,328,687 44,448,342

Operating ExpenseEmployee Costs (14,917,677) (15,663,561) (16,446,739) (17,269,076)Materials & Contracts (6,497,363) (6,705,278) (6,919,847) (7,141,282)Depreciation (15,205,152) (16,099,161) (16,862,083) (18,346,833)Other (5,555,027) (2,873,298) (5,170,731) (3,151,113)Total (42,175,220) (41,341,299) (45,399,400) (45,908,305)

Non Cash Items- Adjustments 14,700,970 14,290,615 14,502,607 16,013,869

Capital Expenditure & RevenueCapital Expenditure (14,775,001) (38,954,559) (19,274,908) (19,184,524)Repayment of Loans (1,109,615) (1,676,370) (1,620,177) (206,104)New Loan Borrowings 864,000 2,188,388 4,000,000 -External Grant Funding 4,609,985 23,299,476 3,357,457 7,415,946Sale of Assets 1,818,827 3,054,757 2,902,171 2,757,785Other- Including Reserves (428,137) (540,888) (807,096) (5,312,356)Total (9,019,941) (12,629,196) (11,442,553) (14,529,253)

Estimated Surplus/(Deficit) B'fwd - 3,227 24,538 13,880

Estimated Closing Position 3,227 24,538 13,880 35,535

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The Shire of Esperance is committed to implementing the Integrated Planning and Reporting Framework through the Strategic Community Plan, Corporate Business Plan and Annual Budget.

The strategies will be delivered over the next ten years with the disciplined allocation of our finite resources outlined in these documents.

The Long Term Financial Plan, Workforce Plan and Asset Management Plans have been developed alongside the Corporate Business Plan to ensure appropriate resources are allocated to deliver the Strategic Community Plan.

Annual operational plans will be prepared to prioritise the delivery of actions and projects such as the Annual Budget and Capital Works Program and identify how we will deliver the Corporate Business Plan.

To ensure the Corporate Business Plan and the Annual Budget are aligned, the review of the Corporate Business Plan will be endorsed following completion of the Annual Budget.

The Shire will report on the progress of the Strategic Community Plan and the Corporate Business Plan to both Council and the community on a regular basis. These plans will be reviewed regularly to ensure they are relevant and address the challenges facing the community and the Shire.

Implementation Process

Stra

tegi

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Plan

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Busin

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Oper

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Plan

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Pr

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Repo

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Vision for Esperance

Shire services

Business unit plans

Quarterly reports to Council

Goals and strategies

Actions to deliver strategy

Annual budget

Annual Report to Community

Community indicators

Operational performance indicators

Annual operational plans

Regular reviews of plans

Integrated Planning and Reporting Framework Implementation Process

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Implementation of the Corporate Business Plan will bring about positive change within our community. To implement and continually improve the way we deliver services to the community, we need to monitor and evaluate our performance on an ongoing basis.

The Shire will review the Corporate Business Plan annually. This review will be scheduled to inform the development of the annual budget. Through this process, actions may be reprioritised according to the community aspirations and resources, assets and finances available. This results in a Corporate Business Plan which is dynamic and adapts to the changes in the environment that the Shire operates in.

The Corporate Business Plan’s progress toward achieving the outcomes of the Strategic Community Plan will be monitored against the Strategic Community Indicators identified in the Strategic Community Plan.

The Strategic Community Indicators highlight a broad range of social, environmental, economic and civic leadership issues that are important to our community. They will paint a picture of the strengths and challenges of a community, and they can help the community track trends in their wellbeing over time.

To achieve the outcomes identified for our community we also need to ensure the organisation runs efficiently and effectively. The Shire has Operational Key Performance Indicators that measure our performance with regard to assets, finance, employees and governance. These are presented to Council on a monthly basis as a part of their Ordinary Council Meeting agenda. These are publicly available to all stakeholders. The annual review of our Business Unit Plans ensures our performance indicators remain relevant and provide data that is used to inform Council decision making.

Monitoring Our Progress

Acknowledgements

The Shire of Esperance wishes to acknowledge funding provided by the Department of Local Government and Department of Regional Development and Lands through Royalties for Regions to support the Shire’s implementation of the Integrated Planning and Reporting Framework.

For further information on the Corporate Business Plan please contact Executive Services

Shire of EsperanceWindich StreetPO Box 507Esperance WA 6450P: 08 9071 0666F: 08 9071 0600E: [email protected]: www.esperance.wa.gov.au

Photo credit: Shire of Eperance and Karen Naylor

Final Version - xx July 2015Document Number - Dxxxxxxxx

Documents

Corporate Business Plan 2015/2016 - 2018/2019 · 2016-01-23 · 3. Matthew Scott . Chief Executive Officer. Cr Malcolm Heasman. Shire President. The Shire of Esperance Corporate Business