Corporate Business Plan - Shire of Broome · Introduction Shire of Broome Corporate Business Plan 2016 - 2020 4 Strategic Community Plan (Continued) Strategic Goals The following

Shire of Broome Corporate Business Plan 2016 – 2020 1

Corporate Business Plan 2016 - 2020

Shire of Broome Corporate Business Plan 2016 – 2020 2

Contents Introduction……..……………………………………………………………………………………………………………………………………………………………………………………… 3

Informing Strategies…………………………………………………………………………………………………………………………………………………………………………………. 6

Forecast Statement of Funding………………………………………………………………………………………………………………………………………………………………… 7

Additional Operating Activities………………………………………………………………………………………………………………………………………………………………… 9

Capital Program………………………………………………………………………………………………………………………………………………………………………………...…….. 12

Our People Goal……………………………………………………………………………………………………………………………………………………………………………...………. 14

Our Place Goal..……………………………………………………………………………………………………………………………………………………………………………………….. 20

Our Prosperity Goal…………..…………………………………………………………………………………………………………………………………………………………………….. 28

Our Organisation Goal……………………………………………………………………………………………………………………………………………………………………………… 33

Measuring Outcomes……………………………………………………………………………………………………………………………………………………………………………….. 37

Appendix A – Planned Capital Projects…………………………………………………………………………………………………………………………………………………….. 41

Acknowledgement …………………………………………………………………………………………………………………………………………………………………………………… 43

Introduction

Shire of Broome Corporate Business Plan 2016 - 2020 3

Strategic Community Plan

The Shire of Broome Strategic Community Plan 2015 - 2025 was originally prepared in 2013 following a period of community engagement to determine and

set out the community’s vision, aspirations and values to cover the next 10 years. The Strategic Community Plan was reviewed by Council in 2015 to capture

changes in the district and the resource capabilities of the Shire. Community’s vision, aspirations and values defined within the Strategic Community Plan

2015 – 2025 are detailed below.

Vision

A thriving and friendly community that recognises our history and embraces cultural diversity and economic opportunity, whilst nurturing our unique

natural and built environment.

Mission

To deliver affordable and quality Local Government services.

Values

The following values are defined as values of the Shire within the Strategic Community Plan.

Communication

Actively consult, engage and communicate with, and on behalf of the community.

Innovation

Drive change through leadership and energy.

Integrity

Be honest, equitable and ethical in all our dealings.

Transparency

Be open and accountable in all our activities.

Respect

Recognise and respect the individual and unique requirements of all people, cultures and groups.

Courtesy

Provide courteous service and helpful solutions.

Introduction


Strategic Community Plan (Continued)

Strategic Goals

The following four strategic goals were defined:

Our People Goal - Foster a community environment that is accessible, affordable, inclusive, healthy and safe.

Our Place Goal - Help to protect the natural and built environment and Cultural heritage of Broome whilst recognising the unique sense of place

Our Prosperity Goal – Create the means to enable local jobs creation and lifestyle affordability for the current and future population.

Our Organisation Goal – Continually enhance the Shire’s organisational capacity to service the needs of a growing community.

Desired outcomes were developed for each strategic goal and strategies established to achieve each outcome.

Corporate Business Plan

Achieving the community’s vision and Shire’s strategic goals requires development of actions to address each strategy contained within the Strategic

Community Plan. Careful operational planning and prioritisation is required due to limited resources. This planning process is formalised as a Corporate

Business Plan.

The Corporate Business Plan, is reviewed annually to assess the progress of projects and realign actions and priorities with current information and funding

availability.

Linkage with other Plans

The Corporate Business Plan is informed by at least three other plans developed in response to the Department of Local Government and Communities

Integrated Planning and Reporting Framework. The Asset Management Plan, Long Term Financial Plan, and Workforce Plan inform the Council as to the

resource options and financial circumstances.

Planning Framework

This Corporate Business Plan 2016 - 2020, together with the Strategic Community Plan, form the Shire of Broome’s Plan for the Future and is prepared to

achieve compliance with the Local Government (Administration) Regulations 1996. Development of the plan has also been influenced by the Department of

Local Government and Communities Framework and Guidelines for Integrated Planning and Reporting.

Introduction


State Government Requirements

Section 5.56 of the Local Government Act 1995, requires WA local

governments to Plan for the Future of the district. Amendments made in

August 2011, to the Local Government (Administration) Regulations 1996

result in a Strategic Community Plan and Corporate Business, together forming

a Plan for the Future.

Under Local Government (Administration) Regulations 1996 Regulation 19C

(3), a Corporate Business Plan for a district is to:

a) set out, consistently with any relevant priorities set out in the strategic community plan for the district, a local government’s priorities for dealing with the objectives and aspirations of the community in the district; and

b) govern a local government’s internal business planning by expressing a local government’s priorities by reference to operations that are within the capacity of the local government’s resources; and

c) develop and integrate matters relating to resources, including asset management, workforce planning and long-term financial planning.

In the preparation of the annual budget the local government is to have regard

to the contents of the Plan for the Future in terms of Section 6.2(2) of the Local

Government Act 1995.

The Shire’s Strategic Community Plan 2015 - 2025 sets out the community’s

vision, values and aspirations. The Corporate Business Plan aims to fulfill the

strategic direction set by Council and progress the Council’s vision while

keeping with the community’s aspiration and values.

Informing Strategies


Asset Management Plan

The Shire has developed initial Asset Management Plans for major asset

classes in accordance with Council’s Asset Management Policy. The Asset

Management Plans form a component of an overall Asset Management

Strategy which addresses the Shire’s current processes and sets out the steps

required to continuously improve the management of Shire controlled assets.

Capital renewal estimates contained within the Asset Management Plan have

been included to the extent the financial and workforce resources are

available to enable the renewals to occur. The capital renewals and new capital

works included within the plan are detailed in Appendix A.

Workforce Plan

The Workforce Plan provides the workforce management and resource

strategies necessary to deliver the goals, outcomes and strategies of the

Shire’s Strategic Community Plan.

Workforce issues have been considered during the development of this

Corporate Business Plan and the financial impacts of the workforce plan

captured within the Long Term Financial Plan. A combination of workforce and

financial constraints has influenced the prioritisation of actions within this

Plan.

Long Term Financial Plan

The Shire of Broome is planning for a positive and sustainable future. The Shire

seeks to maintain, and where possible, improve service levels into the future

while maintaining a healthy financial position.

During the development of this Corporate Business Plan the Long Term

Financial Plan was updated to confirm the financial capability to undertake the

planned actions and to ensure it remains tightly integrated with this plan. The

results of this update are reflected within the Forecast Statement of Funding

included within this document.

Forecast Statement of Funding


The following Forecast Statement of Funding (operations) is extracted from the Long Term Financial Plan to provide an indication of the net funding available from

operational activities. The forecast statement should be read in conjunction with the full Long Term Financial Plan and its underlying assumptions and predictions.

2016-17

$ 2017-18

$ 2018-19

$ 2019-20

$

FUNDING FROM OPERATIONAL ACTIVITIES

Revenues

Rates 21,705,776 22,789,541 23,927,463 25,122,251

Operating grants, subsidies and contributions 4,264,324 4,343,373 4,357,998 4,338,215

Profit on asset disposal ( 33,672) 0 0 0

Fees and charges 11,088,006 11,451,816 12,078,805 12,320,376

Service charges 0 0 0 0

Interest earnings 1,108,622 707,510 634,019 638,041

Other revenue 27,030 27,571 28,122 28,684

38,160,086 39,319,811 41,026,407 42,447,567

Expenses

Employee costs ( 15,977,483) ( 16,347,771) ( 16,674,723) ( 17,008,213)

Materials and contracts ( 9,526,893) ( 10,033,440) ( 10,298,801) ( 10,441,200)

Utility charges (electricity, gas, water etc.) ( 2,033,305) ( 2,073,966) ( 2,115,442) ( 2,157,749)

Depreciation on non-current assets ( 7,406,247) ( 7,889,241) ( 8,223,271) ( 8,680,493)

Loss on asset disposal 0 0 0 0

Interest expense ( 198,292) ( 406,281) ( 515,496) ( 478,033)

Insurance expense ( 702,874) ( 716,931) ( 731,271) ( 745,897)

Other expenditure ( 2,341,056) ( 1,406,635) ( 1,434,767) ( 1,463,460)

( 38,186,150) ( 38,874,265) ( 39,993,771) ( 40,975,045)

( 26,064) 445,546 1,032,636 1,472,522

Funding Position Adjustments

Depreciation on non-current assets 7,406,247 7,889,241 8,223,271 8,680,493

Net profit and losses on disposal 33,672 0 0 0

Net Funding From Operational Activities (C/Fwd) 7,413,855 8,334,787 9,255,907 10,153,015

Forecast Statement of Funding (Continued)


2016-17

$ 2017-18

$ 2018-19

$ 2019-20

$

Net Funding from Operational Activities (B/Fwd) 7,413,855 8,334,787 9,255,907 10,153,015

FUNDING FROM CAPITAL ACTIVITIES

Inflows

Proceeds on disposal 501,000 0 0 0

Non-operating grants, subsidies and contributions 6,949,259 5,251,555 2,540,886 6,449,746

Outflows

Purchase of property plant and equipment ( 14,360,276) ( 2,021,000) ( 1,738,000) ( 1,799,000)

Purchase of infrastructure ( 7,199,864) ( 19,514,422) ( 9,394,306) ( 13,307,921)

Net Funding From Capital Activities ( 14,109,881) ( 16,283,867) ( 8,591,420) ( 8,657,175)

FUNDING FROM FINANCING ACTIVITIES

Inflows

Transfer from reserves 7,220,405 5,391,300 4,826,900 4,241,000

New borrowings 4,297,298 6,556,000 750,000 0

Outflows

Transfer to reserves ( 4,451,380) ( 2,941,558) ( 4,960,961) ( 4,448,470)

Repayment of past borrowings ( 971,549) ( 1,056,662) ( 1,280,426) ( 1,288,370)

Net Funding From Financing Activities 6,094,774 7,949,080 ( 664,487) ( 1,495,840)

Estimated Surplus/(Deficit) July 1 B/Fwd 601,252 0 0 0

Estimated Surplus/(Deficit) June 30 C/Fwd 0 0 0 0

Additional Operating Expenditure


A number of actions additional to current activities are forecast to be undertaken during the life of the plan which will result in additional operating expenditure.

These are presented in the table below together with Council’s contribution sourced from operating revenues presented as ‘Shire Funding’.

2016-17 2017-18 2018-19 2019-20

Ref Strategies Action

Ref Actions

Shire Funding

$

Additional Expense

$

Shire Funding $

Additional Expense

$

Shire Funding

$

Additional Expense

$

Shire Funding

$

Additional Expense

$

1.1.2 Encourage interaction and input to the Council.

1.1.2.1 Facilitate biennial community surveys.

50,000 (50,000) 50,000 (50,000)

1.2.1

Develop and implement Community Plans including Sport and Recreation Plan, Arts and Culture Plan and Youth Strategy.

1.2.1.4 Develop the Arts and Culture Plan.

Nil (30,000)

1.2.1


1.2.1.6 Implement the Youth Strategy within resource capabilities.

24,000 (30,000)

1.2.1


1.2.1.8 Develop a design for a skate park.

40,000 (40,000)

1.2.2 Support Art, Cultural and Civic Activities and Events

1.2.2.3 Undertake Civic Events for the Shire.

50,000 (50,000)

1.2.4

Facilitate community development initiatives.

1.2.4.1 Facilitate community development initiatives.

48,000 (60,000)



2016-17 2017-18 2018-19 2019-20


Ref Actions

Shire Funding

$

Additional Expense

$

Shire Funding $

Additional Expense

$

Shire Funding

$

Additional Expense

$

Shire Funding

$

Additional Expense

$

1.4.2

Maximise usage of community facilities whilst reducing the financial obligation on the Shire.

1.4.2.1 Investigate additional income generating opportunities at BRAC.

15,000 (15,000)

1.5.1 Maximise community safety through safe urban design.

1.5.1.3

Implement Community

Safety Plan in partnership

with relevant

organisations subject to

funding.

30,250 (55,000)

1.5.2

Work with agencies to update current Local Emergency Management Arrangements and Recovery Plan.

1.5.2.1

Work with agencies to update current Local Emergency Management Arrangements and Recovery Plan.

20,000 (20,000)

1.5.3

Ensure public health and safety through the provision of regulatory services.

1.5.3.1 Develop a Public Health plan.

50,000 (50,000)

1.5.3.2 Review Mosquito Management Strategy / Plan.

5,000 (5,000)

2.1.2

Develop and implement precinct based Development Strategies.

2.1.2.5

Develop a community and hard infrastructure Developer Contribution Plan.

Nil (153,000)

2.1.2.7 Develop a Cable Beach Foreshore Masterplan.

100,000 (100,000)



2016-17 2017-18 2018-19 2019-20


Ref Actions

Shire Funding

$

Additional Expense

$

Shire Funding $

Additional Expense

$

Shire Funding

$

Additional Expense

$

Shire Funding

$

Additional Expense

$

2.1.3

Actively participate with State Government to maximise local involvement in legislation and policy review, and town planning decisions.

2.1.3.3

Review Development Services Policies, Local Planning Policies and Local Laws.

50,000 (50,000)

2.2.1 Protect and interpret historical buildings and sites.

2.2.1.1

In consultation with the community, review and update the Municipal Heritage Inventory.

100,000 (100,000)

2.3.1

Consult with relevant authorities to manage the unique natural environment for the benefit and enjoyment of current and future generations.

2.3.1.1

Develop a Biodiversity Conservation Strategy including identification, maintenance and restoration and/or protection of biodiversity areas to support the Local Planning Framework.

Nil (50,000) Nil (50,000)

2.3.2

Develop and implement a Local Environmental Management Framework and incorporate into the Local Planning Framework.

2.3.2.5

Amend Local Planning Framework to incorporate outcomes of Coastal Vulnerability Studies and develop a CHRMAP for Broome.

32,000 (82,000)



2016-17 2017-18 2018-19 2019-20


Ref Actions

Shire Funding

$

Additional Expense

$

Shire Funding $

Additional Expense

$

Shire Funding

$

Additional Expense

$

Shire Funding

$

Additional Expense

$

2.5.1

Engage with local, regional, state and national stakeholders to build a strong and resilient tourism sector.

2.5.1.4 Develop an Events Attraction Strategic Development Plan.

50,000 (50,000)

3.2.1

Assess and facilitate solutions to commercial, residential, tourism and community redevelopment opportunities within the district.

3.2.1.3 Review the Local Housing Strategy.

50,000 (50,000) 50,000 (50,000)

3.2.1.4 Review the Local Commercial Strategy.

50,000 (50,000)

4.2.2 Ensure risk management is undertaken.

4.2.2.1

Undertake risk management in accordance with risk Management Strategy/Framework.

15,000 (15,000)

4.4.1

Promote Integrated Planning Reporting and Measurement across the organisation.

4.4.1.3

Undertake full review of Strategic Community Plan and Corporate Business Plan.

45,000 (45,000)

4.5.3

Ensure all governance and compliance requirements are adhered to.

4.5.3.2

Maintain controls to ensure a high level of compliance throughout the organisation.

65,000 (65,000)

Grand Total 564,250 (810,000) 255,000 (335,000) 120,000 (170,000) 50,000 (50,000)

Capital Program


A number of additional actions are forecast to be undertaken during the life of the plan which result in additional capital expenditure. The additional activities are summarised below along with an indication of the forecast capital expenditure extracted from the Long Term Financial Plan. A detailed list of projects (by asset class) associated with each action is provided at Appendix A.

Additional Capital Expenditure

Strategy Ref

Strategy Action

Ref Action

2016-17 $

2017-18 $

2018-19 $

2019-20 $

1.2.1


1.2.1.3 Upgrade and renew the Aquatic facilities at BRAC.

3,155,000

1.2.1


1.2.1.9 BRAC Nipper Roe Lighting. 1,100,000

1.2.1


1.2.1.10 Town Beach playground improvements. 800,000

1.3.1

Create and maintain community spaces and infrastructure including public art, historical and cultural interpretation.

1.3.1.3 Facilitate the development of a Community & Sporting Storage Shed.

320,000

1.3.2

Continue to improve universal access and inclusion to Shire Assets

1.3.2.2 Continue the Implementation of the Disability Access and Inclusion Plan within resource capability.

111,000

1.3.3 Provide safe accommodation for transient populations.

1.3.3.2 Investigate the location and develop itinerant accommodation.

200,000

1.4.1 Ensure sport and recreation facilities maximise participation within available resources.

1.4.1.3 Develop alternative water sources and waste water reuse for irrigation purposes.

300,000

1.4.3 Implement the Jetty to Jetty Project in accordance with the endorsed Implementation Plan.

1.4.3.2 Implement Jetty to Jetty Project Stage 2 – Fishing Platform.

4,100,000

1.4.3.3 Implement Jetty to Jetty Revetment 4,500,000

Capital Program



Strategy Ref

Strategy Action

Ref Action

2016-17 $

2017-18 $

2018-19 $

2019-20 $

Project.

1.5.1

Maximise community safety through safe urban design.

1.5.1.1 Work with the State government to facilitate an urban renewal program for Old Broome.

100,000

1.5.3

Ensure public health and safety through the provision of regulatory services.

1.5.3.3 Construct a Broome Volunteer Bushfire Brigade Station.

1,200,000

2.1.2

Develop and implement precinct

based Development Strategies. 2.1.2.2 Implement the Chinatown Development Strategy within resource capabilities.

22,000

2.6.3 Resource renewal spending and deliver quality and affordable infrastructure.

2.6.3.1 Manage Shire building asset renewals, in accordance with affordable asset management plans.

554,331 300,000 300,000 300,000


2.6.3.2 Manage Shire roads asset renewals, in accordance with affordable asset management plans.

1,774,519 2,002,000 2,612,000 2,363,983


2.6.3.3

Manage Shire drainage, footpaths, car park, Other infrastructure and parks and ovals asset renewals, new and upgrade in accordance with affordable asset management plans.

1,174,387 1,715,122 1,511,406 1,092,938


2.6.3.4 Manage the Shire’s plant replacement programme.

1,619,000 800,000 821,000 1,040,000


2.6.3.5 Crab Creek road upgrade. 949,349


2.6.3.6 Stewart Street road upgrade. 740,000

Capital Program



Strategy Ref

Strategy Action

Ref Action

2016-17 $

2017-18 $

2018-19 $

2019-20 $


2.6.3.7 Norman and Owens Street connection project.

278,000


2.6.3.8 Hamersley Street and Napier Terrace intersection upgrade.

1,228,710

3.1.3 Ensure the construction of a new waste management facility.

3.1.3.1 Implementation of Landfill Closure Management Plan.

632,899 797,300 70,900 1,951,000

3.1.3.3 Identify Suitable site and obtain approval for a Regional Resource Recovery Park.

400,000

3.1.3.4 Construct Regional Resource Recovery Park.

9,000,000 5,200,000 1,800,000

3.1.5 Support the development of a safe boat harbour for Broome.

3.1.5.3 Improve boating Facilities. 1,000,000

3.2.1


3.2.1.1 Redevelop KRO in accordance with Business case.

5,944,757

3.2.1


3.2.1.5 Purchase key worker housing. 550,000

4.5.1

Review current systems and delivery practices, including a review of the organisation’s service delivery model.

4.5.1.1 Continually improve business systems and processes in line with organisational strategies.

906,188 921,000 617,000 459,000

Grand Total 21,560,140 21,535,422 11,132,306 15,106,921

Our People Goal Foster a community environment that is accessible, affordable, inclusive, healthy and safe.


The following tables reflect the future actions to be undertaken for each strategy. The prioritisation of the actions is reflected by a square indicating when the action

is planned to be undertaken, with completed strategies omitted from the plan. The arrow in Column ‘2019 onwards’ represents actions planned to commence or

continue in the years beyond the term of the plan.

Outcome No.

Outcome Strategy No.

Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

1.1 Effective communication.

1.1.1 Ensure the community has direct input into future development through active participation and involvement.

1.1.1.1 Utilise print, radio, electronic and social media instruments to actively encourage community participation and input into the decision-making processes of the Shire of Broome.

1.1.1.2 Identify partnerships consult and collaborate with relevant stakeholders and network groups.

1.1.2 Encourage interaction and input to the Council.

1.1.2.1 Facilitate biennial community surveys.

1.1.2.2 Utilise current and emerging technologies to facilitate communication with the community.

1.1.2.3 Implement the Community Engagement Framework.

1.1.3 Maintain the Community Sponsorship Program.

1.1.3.1 Continue to promote and encourage participation in the Community Sponsorship program.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

1.2 Affordable services and initiatives to satisfy community needs.

1.2.1 Develop and implement Community Plans including Sport and Recreation Plan, Arts and Culture Plan and Youth Strategy.

1.2.1.1 Develop the Sport and Recreation Plan.

Action completed 2015/16

1.2.1.2 Implement the Sport and Recreation Plan within resource capability.

1.2.1.3 Upgrade and renew the Aquatic facilities at BRAC.

1.2.1.4 Develop the Arts and Culture Plan.

1.2.1.5 Implement the Arts and Culture Plan within resource capabilities.

1.2.1.6 Implement a Youth Strategy within resource capabilities

1.2.1.7 Construct youth precinct including skate park, BMX mountain bike facility.

1.2.1.8 Develop a design for a skate park.

1.2.1.9 BRAC Nipper Roe Lighting.

1.2.1.10 Town Beach playground improvements.

1.2.2 Support art, cultural and civic activities and events.

1.2.2.1 Support and facilitate community festivals and events.

1.2.2.2 Delivery of an efficient and highly valued community services locally and regionally.

1.2.2.3 Undertake civic events for the Shire.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

1.2 Affordable services and initiatives to satisfy community needs. (Continued)

1.2.3 Investigate opportunities to outsource or partnership management of community facilities.

1.2.3.1 Undertake feasibility study to outsource or partnership management of community facilities.

1.2.4 Facilitate community development initiatives.

1.2.4.1 Facilitate community development initiatives.

1.3 Accessible and safe community spaces.

1.3.1 Create and maintain community spaces and infrastructure including public art, historical and cultural interpretation.

1.3.1.1 Review accommodation needs of Not for Profit Organisations in Broome.

1.3.1.2 Investigate the development of a community centre in Broome North.

1.3.1.3 Facilitate the development of a Community & Sporting Storage Shed.

1.3.2 Continue to improve universal access and inclusion to Shire Assets.

1.3.2.1 Review of the Disability Access and Inclusion Plan.

1.3.2.2 Continue the Implementation of the Disability Access and Inclusion Plan within resource capability.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

1.3 Accessible and safe community spaces. (Continued)

1.3.3 Provide safe accommodation for transient populations.

1.3.3.1 Lobby for Communities to remain on Country.

1.3.3.2 Investigate the location and develop itinerant accommodation.

1.4 Participation in recreational and leisure activity.

1.4.1 Ensure sport and recreation facilities maximise participation within available resources.

1.4.1.1 Investigate site selection and prepare Master plan for relocation of Motocross facility.


1.4.1.2 Lobby WaterCorp for continued use of treated effluent for irrigation purposes.

1.4.1.3 Develop alternative water sources and waste water reuse for irrigation purposes.

1.4.1.4 Continue to provide beach lifeguard services.

1.4.2 Maximise usage of community facilities whilst reducing the financial obligation on the Shire.

1.4.2.1 Investigate additional income generating opportunities at BRAC.

1.4.2.2 Explore opportunities to outsource or partnership management of community facilities.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

1.4 Participation in recreational and leisure activity. (Continued)

1.4.3 Implement the Jetty to Jetty Project in accordance with the endorsed Implementation Plan.

1.4.3.1 Develop accord with traditional owners to implement stage 1 of the Jetty to Jetty Project.


1.4.3.2 Implement Jetty to Jetty Project Stage 2 – Fishing Platform.

1.4.3.3 Implement Jetty to Jetty Revetment Project.

1.5 A healthy and safe environment.

1.5.1 Maximise community safety through safe urban design.

1.5.1.1 Work with the State government to facilitate an urban renewal program for Old Broome.

1.5.1.2 Develop Community Safety Plan in partnership with relevant organisations subject to funding.

1.5.1.3 Implement a Community Safety Plan in partnership with relevant organisations subject to funding.

1.5.1.4 Develop and review legislative and policy framework for Local Planning.

1.5.2 Work with agencies to update current Local Emergency Management Arrangements and Recovery Plan.

1.5.2.1 Work with agencies to update current Local Emergency Management Arrangements and Recovery Plan.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

1.5 A healthy and safe environment. (Continued)

1.5.3 Ensure public health and safety through the provision of regulatory services.

1.5.3.1 Develop a Public Health plan.

1.5.3.2 Review Mosquito Management Strategy / Plan.

1.5.3.3

Construct a Broome Volunteer Bushfire Brigade Station.

Our Place Goal Help to protect the natural and built environment and cultural heritage of Broome whilst recognising the unique sense of the place.


Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.1 Realistic and sustainable land use strategies for the Shire within the state and national frameworks and in consultation with the community.

2.1.1 Collaborate with Department of Planning and Traditional Owners in land use planning for the remote communities.

2.1.1.1 Develop a policy regarding cultural heritage consultation with traditional owners and other stakeholders.

2.1.1.2 Develop information sheets regarding cultural heritage for potential developers and investors.

2.1.2 Develop and implement precinct based Development Strategies.

2.1.2.1 Review of the Chinatown Development Strategy and Incorporate the review of the Old Broome Development Strategy.

2.1.2.2 Implement the Chinatown Development Strategy within resource capabilities.

2.1.2.3 Implement the Old Broome Development Strategy within Resource capabilities.

2.1.2.4 Develop a Cable Beach Development Plan Strategy and incorporate the review of the 2003 Cable Beach Development Plan.

2.1.2.5 Develop a community and hard infrastructure Developer Contribution Plan.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.1 Realistic and sustainable land use strategies for the Shire within the state and national frameworks and in consultation with the community. (Continued)

2.1.2 Develop and implement precinct based Development Strategies. (Continued)

2.1.2.6 Develop subdivision and structure plan guidelines that incorporate water sensitive urban design.


2.1.2.7

Develop a Cable Beach Foreshore Masterplan.

2.1.3 Actively participate with State Government to maximise local involvement in legislation and policy review, and town planning decisions.

2.1.3.1 Participate in the development and review of Layout Plans for Aboriginal communities.

2.1.3.2 Review the Local Planning Strategy and Local Planning Scheme 6.

2.1.3.3 Review Development Services Policies, Local Planning Policies and Local Laws.

2.2 A built environment that reflects arid tropical climate design principles and historical built form.

2.2.1 Protect and interpret historical buildings and sites.

2.2.1.1 In consultation with the community, review and update the Municipal Heritage Inventory.

2.2.1.2 Prepare and adopt the Heritage List under LPS6.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.3 A unique natural environment for the benefit and enjoyment of current and future generations.

2.3.1 Consult with relevant authorities to manage the unique natural environment for the benefit and enjoyment of current and future generations.

2.3.1.1 Develop a Biodiversity Conservation Strategy including identification, maintenance and restoration and/or protection of biodiversity areas to support the Local Planning Framework.

2.3.1.2 Participate with the lead agencies in the preparation of appropriate management plans where management orders or vestings lie with the Shire of Broome. Ensure alignment with Indigenous Land Use Agreement.

2.3.2 Develop and implement a Local Environmental Management Framework and incorporate into the Local Planning Framework.

2.3.2.1 Review the State of Environment Report aligned with State Government’s State of the Environment Report.


2.3.2.2 Prepare a Coastal Vulnerability Study for the Broome townsite (CVS 1).


2.3.2.3 Prepare a Coastal Vulnerability Study for the Shire of Broome with a focus on Aboriginal Communities (CVS2).



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.3 A unique natural environment for the benefit and enjoyment of current and future generations. (Continued)

Develop and implement a Local Environmental Management Framework and incorporate into the Local Planning Framework. (Continued)

2.3.2.4 Develop a district stormwater management strategy for the town site of Broome.


2.3.2.5 Amend Local Planning Framework to incorporate outcomes of Coastal Vulnerability Studies and

develop a CHRMAP for Broome.

2.3.2.6 Prepare a Local Environmental Management Strategy.


2.3.2.7 Implement the Local Environmental Management Strategy within resource capabilities.

2.4 A preserved, unique and significant historical and cultural heritage of Broome.

2.4.1 Support the identification and preservation of the historical and cultural heritage of Broome.

2.4.1.1 Support key organisations and actively participate in the identification of culturally significant items i.e. memorabilia, activities / events, sites etc.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.5 Retention and expansion of Broome’s iconic tourism assets and reputation.

2.5.1 Engage with local, regional, state and national stakeholders to build a strong and resilient tourism sector.

2.5.1.1 Review and implement revised differential rate policy with the view to supporting Australia's North West, Broome Visitors Centre, Broome Tourism Association and providing support for attracting and retaining major events to Broome.


2.5.1.2 Facilitate Sanctuary Road caravan park development.

2.5.1.3 Facilitate Roebuck Bay Caravan Park Redevelopment.

2.5.1.4 Develop an Events Attraction Strategic Development Plan.

2.5.2 Support the Shire of Broome as an attractive place to visit.

2.5.2.1 Develop, review and implement a Tourism Planning Strategy that includes in town and out of town areas and Aboriginal tourism.

2.6 Core asset management to optimise Shires’ infrastructure whilst minimising life cycle costs.

2.6.1 Create and continually improve asset management (AM) plans and systems to manage and maintain all classes of Shires’ assets.

2.6.1.1 Review and implement the Shires Asset Management Improvement Strategy.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.6 Core asset management to optimise Shires’ infrastructure whilst minimising life cycle costs. (Continued)

2.6.2 Deliver defined levels of service to maintain all assets in the most cost effective way.

2.6.2.1 Manage Shire asset renewals, in accordance with affordable asset management plans.

Covered under Strategy 2.6.3

2.6.2.2 Manage Shire asset maintenance and operations in accordance with affordable asset management plans.

2.6.2.3 Maintain relevant asset data to optimise the management of Shire assets.


2.6.3.1 Manage Shire building asset renewals, in accordance with affordable asset management plans.

2.6.3.2 Manage Shire roads asset renewals, in accordance with affordable asset management plans.

2.6.3.3 Manage Shire drainage, footpaths, car park, Other infrastructure and parks and ovals asset renewals, new and upgrade in accordance with affordable asset management plans.

2.6.3.4 Manage the Shire’s plant replacement programme.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

2.6.3.5 Crab Creek road upgrade.

2.6 Core asset management to optimise Shires’ infrastructure whilst minimising life cycle costs. (Continued)

2.6.3 Resource renewal spending and deliver quality and affordable infrastructure. (Continued)

2.6.3.6 Stewart Street road upgrade.

2.6.3.7 Norman and Owens Street connection project.

2.6.3.8 Hamersley Street and Napier Terrace intersection upgrade.

2.7 Council is able to mobilise resources to deliver municipal services to Indigenous communities that are compliant, effective and within Council’s capacity.

2.7.1 Actively participate in the implementation of the Agreement with Commonwealth and State Government.

2.7.1.1 Council to confirm with government stakeholders the following: - definition of an Indigenous community - areas of accountability for all stakeholders - agreed implementation process (Memorandum of Understanding) to be signed by all parties.

Our Prosperity Goal Create the means to enable local jobs creation and lifestyle affordability for the current and future population.


Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

3.1 Affordable and equitable services and infrastructure.

3.1.1 Lobby the State Government to ensure an alternative airport site remains available.

3.1.1.1 The Shire of Broome protects the land tenure for an alternative airport site.

3.1.2 Support the relocation of Broome Heliport and General Aviation facility.

3.1.2.1 Engage with agencies to progress the matter whilst ensuring robust research and future planning and modelling is undertaken.

3.1.3 Ensure the construction of a new waste management facility.

3.1.3.1 Implementation of Landfill Closure Management Plan.

3.1.3.2 Actively seek external funding to deliver waste management initiatives to reduce waste to landfill.

3.1.3.3 Identify suitable site and obtain approval for a Regional Resource Recovery Park.

3.1.3.4 Construct Regional Resource Recovery Park.

3.1.4 Actively participate in regional collaboration and groupings.

3.1.4.1 Ensure two-way communication between the Zone and Shire of Broome Council exists allowing local perspective and priorities to be considered by Zone and vice versa.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

3.1 Affordable and equitable services and infrastructure (Continued).

3.1.4 Actively participate in regional collaboration and groupings. (Continued)

3.1.4.2 Continue to support the employment of the Kimberley Zone Project Officer.

3.1.4.3 Work with State Government agencies to enable co-ordinated provision of services.

3.1.4.4 Liaise and actively participate in the development of a Regional Blue Print including State and Local Government outcomes.

3.1.5 Support the development of a safe boat harbour for Broome.

3.1.5.1 Lobby State Government to facilitate development of the harbour in response to economic growth, resources development and local community/recreational impact.

3.1.5.2 Maintain strong and productive relationships with key stakeholders and assist with planning and development issues relating to recreational boating facilities.

3.1.5.3 Improve boating Facilities.

3.1.6 Actively explore Public, Private and Cultural partnerships.

3.1.6.1 Actively explore service delivery through Public, Private and Cultural partnerships.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

3.1 Affordable and equitable services and infrastructure (Continued).

3.1.7 Promote Broome as a regional centre for Education and Training.

3.1.7.1 Liaise with Non-Government and Registered Training Organisation’s to encourage provision of pathways for education, training and employment (including cadetships and apprenticeships).

3.1.7.2 Working with industry bodies and tiers of Government, encourage business to establish in Broome.

3.2 Affordable land for residential, industrial, commercial and community use.

3.2.1 Assess and facilitate solutions to commercial, residential, tourism and community redevelopment opportunities within the district.

3.2.1.1 Redevelop KRO in accordance with Business case.

3.2.1.2 Coordinate the approach with the State Lands Department for Shire managed State land.

3.2.1.3 Review the Local Housing Strategy.

3.2.1.4 Review the Local Commercial Strategy.

3.2.1.5 Purchase key worker housing.

3.2.2 In response to local population growth data and planning, ensure the redevelopment and release of land for residential development.

3.2.2.1 Continue to lobby State Government to ensure that appropriate land is released in response to economic and population growth and demand.



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

3.2 Affordable land for residential, industrial, commercial and community use. (Continued)

3.2.3 Promote Broome as a supply base for the Browse Basin.

3.2.3.1 Liaise with stakeholders to promote Broome as a supply base for the Browse Basin.

3.2.4 Promote the development of agricultural and aquaculture industries.

3.2.4.1 Liaise with stakeholders to promote the development of agricultural and aquaculture industries.

3.3 Key economic development strategies for the Shire which are aligned to regional outcomes working through recognised planning and development groups/ committees.

3.3.1 In collaboration with stakeholders, support the development and implementation of a Kimberley Regional Business Plan.

3.3.1.1 Continue to integrate and support projects outlined in the Kimberley Zone Regional Business Plan and Community Plan with the Shire of Broome’s Plan For The Future.

3.3.2 Identify opportunities for local economic development in aboriginal communities.

3.3.2.1 Liaise with the Department of Prime Minister and Cabinet to identify what opportunities exist for micro economic development, growth in social capital, reduced financial hardship, employment opportunities, education, training and development pathways.

3.3.3 Create an Economic Blueprint for the district.

3.3.3.1 Develop Economic Blueprint for the district. Action completed 2015/16



Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

3.3 Key economic development strategies for the Shire which are aligned to regional outcomes working through recognised planning and development groups/ committees. (Continued)

3.3.4 Prepare and implement an Economic Development Strategy.

3.3.4.1 Prepare an economic development strategy to be incorporated into Growth Plan initiative.

3.3.4.2 Implement an economic development strategy.

Our Organisation Goal

Continually enhance the Shire’s organisational capacity to service the needs of a growing community.


Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

4.1 An organisational culture that strives for service excellence.

4.1.1 Ensure organisational resources and staff are aligned with Council’s vision and community expectation.

4.1.1.1 Continuous monitoring and review of Workforce Plan, ensuring Strategic Alignment to Council's Vision and Community expectation.

4.1.2 Maintain appropriate and effective communication throughout the organisation which conforms to the Shire of Broome Code of Conduct and legislative requirements.

4.1.2.1 Develop and maintain a professional relationship with Elected Members in relation to media coordination.

4.1.2.2 Implement an Internal Communications Plan.

4.1.3 Ensure the Shire has a competent and effective workforce and a panel of skilled contractors.

4.1.3.1 Develop a workforce plan.

4.1.3.2 Develop, Review and Manage human resources policies, procedures and services.

4.1.3.3 Review organisational training and development in-line with annual budget.

4.1.4 Provide a safe and harmonious work environment for all staff and elected representatives.

4.1.4.1 Develop and implement a Work-Health and Safety System and promote a culture of health and wellbeing.




Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

4.1.5 Improve our customer service experience.

4.1.5.1 Maintain an Organisational Customer Service focus.

4.2 Sustainable and integrated strategic and operational plans.

4.2.1 Undertake Council and staff information sharing in accordance with Shire of Broome Code of Conduct and legislative requirements.

4.2.1.1 Continue to participate in required groups and committees that have a Local Government Industry direction.

4.2.2 Ensure risk management is undertaken.

4.2.2.1 Undertake risk management in accordance with risk Management Strategy/Framework.

4.2.2.2 Project Risk Management Framework developed and implemented.

4.2.3 Utilise and prioritise technology where appropriate.

4.2.3.1 Review whole of organisation ICT plan.

4.2.3.2 Implement a whole of organisation ICT plan within resource capabilities.

4.2.4 Promote a cohesive and productive workplace culture.

4.2.4.1 Implement Workforce Plan.




Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

4.3 Responsible resource allocation.

4.3.1 Conduct financial planning and revenue identification.

4.3.1.1 Ensure Long Term Financial Planning is undertaken in accordance with the Integrated Planning Framework review and budget timelines.

4.3.1.2 Continually review Rating Strategies in line with budget timelines.

4.3.2 Review the capacity and prepare a long term strategy for the civic precinct.

4.3.2.1 Undertake a review of current and future capacity of the office accommodation requirements for staff.

4.4 Effective community engagement.

4.4.1 Promote integrated planning reporting and measurement across the organisation.

4.4.1.1 Development of meaningful and timely feedback to our staff and community through effective processes.

4.4.1.2 Timely and regular progress reporting on Integrated Planning.

4.4.1.3 Undertake full review of Strategic Community Plan and Corporate Business Plan.

4.5 Improved systems, processes and compliance.

4.5.1 Review current systems and delivery practices, including a review of the organisation’s service delivery model.

4.5.1.1 Continually improve business systems and processes in line with organisational strategies.

4.5.1.2 Develop and implement service delivery plans as appropriate.




Outcome No.


Strategy Action No.

Action 2016-17 2017-18 2018-19 2019-20 2020 Onwards

4.5 Improved systems, processes and compliance. (Continued)

4.5.2 Provide proactive, up-to-date and regular training resources for compliance and quality work practices.

4.5.2.1 Organisational Development Plan to be developed and implemented.

4.5.3 Ensure all governance and compliance requirements are adhered to.

4.5.3.1 Review and improve business processes and controls.

4.5.3.2 Maintain controls to ensure a high level of compliance throughout the organisation.

Measuring Outcomes


Key performance indicators have been determined for each desired outcome to assess if the goals are being achieved. These are defined within the Strategic

Community Plan and provided in the table below.

Our People Goal - Foster a community environment that is accessible, affordable, inclusive, healthy and safe.

Outcome KPI

1.1 Effective Communication. Community satisfaction with the Shire’s communications processes that will be measured every 2 years via a community survey.

1.2 Affordable services and initiatives to satisfy community need. Community satisfaction with the level and affordability of key services that will be measured every 2 years via a community survey.

1.3 Accessible and safe community spaces. Community satisfaction with the sense of safety in community spaces that will be measured every 2 years via a community survey.

Community satisfaction with accessibility of community spaces that will be measured every 2 years via a community survey.

1.4 Participation in recreational and leisure activity. Community participation rates in recreational activities.

1.5 A healthy and safe environment. Percentage of Environmental Health inspections completed.

Customer Service satisfaction rating in relation to Municipal law enforcement actions undertaken.

Measuring Outcomes


Our Place Goal- Help to protect the natural and built environment and Cultural heritage of Broome whilst recognising the unique sense of place

Outcome KPI

2.1 Realistic and sustainable land use strategies for the Shire within state and national frameworks and in consultation with the community.

Percentage compliance with statutory reviews required of the Local Planning Framework.

2.2 A built environment that reflects arid tropical climate design principles and historical built form.

Community satisfaction with the amenity of the built environment within the District that will be measured every 2 years via a community survey.

2.3 A unique natural environment for the benefit and enjoyment of current and future generations.

Community satisfaction with the state of the natural environment that will be measured every 2 years via a community survey.

2.4 A preserved, unique and significant historical and cultural heritage of Broome.

Community satisfaction with the preservation of the historical fabric of Broome.

Percentage of compliance with statutory requirements for the review of the Municipal Heritage list.

2.5 Retention and expansion of Broome’s iconic tourism assets and reputation.

Increasing $ value of investment by Council into tourism assets and promotion.

2.6 Core asset management to optimise the Shire’s infrastructure whilst minimising life cycle costs.

Trend identified via Benchmarking the Shire’s Asset Management systems and processes against like local governments via the WAAMI Program.

2.7 Council is able to mobilise resources to deliver municipal service to indigenous communities that are compliant, effective and within Council’s capacity.

Percentage of municipal services to indigenous communities delivered in line with negotiated service level agreements.

Measuring Outcomes


Our Prosperity Goal – Create the means to enable local jobs creation and lifestyle affordability for the current and future population.

Outcome KPI

3.1 Affordable and equitable services and infrastructure. Customer satisfaction with all services delivered by the Shire.

Community satisfaction with Infrastructure measured against targets in Asset Management Plans.

3.2 Affordable land for residential, industrial, commercial and community use.

Number of lots supported in subdivision applications annually.

Percentage of planning applications approved within the statutory timeframe.

Percentage of building applications approved within the statutory timeframe.

3.3 Key economic development strategies for the Shire which are aligned to regional outcomes working through recognised planning and development groups/committees.

Adoption by Council of the Growth Plan by December 2013.

Measuring Outcomes


Our Organisation Goal – Continually enhance the Shire’s organisational capacity to service the needs of a growing community.

Outcome KPI

4.1 An organisational culture that strives for service excellence.

Measure improvement of organisation culture every 2 years with staff survey.

4.2 Sustainable and integrated strategic and operational plans.

Trend resulting from benchmarking the Shire’s Integrated Planning & Reporting systems, processes and documentation against like local governments.

4.3 Responsible resource allocation. Trend resulting from benchmarking the Shire’s Integrated Planning & Reporting systems, processes and documentation against like local governments.

4.4 Effective community engagement. Community satisfaction with the Shire’s Community Consultation and Engagement Framework.

4.5 Improved systems, processes and compliance. Percentage of compliance with the annual Compliance Audit Return.

Appendix A


Planned capital projects by asset class and associated impact on the Long Term Financial Plan are provided in the table below.

Action No. Asset Class Project 2016-17 2017-18 2018-19 2019-20

1.2.1.3 Plant and Equipment BRAC Aquatic Centre Upgrade

3,155,000

1.2.1.3 Total 3,155,000

1.2.1.9 Other Infrastructure & Landfill BRAC Nipper Roe Lighting

1,100,000

1.2.1.9 Total 1,100,000

1.2.1.10 Other Infrastructure & Landfill Town Beach playground improvements

800,000

1.2.1.10 Total 800,000

1.3.1.3 Buildings Community Storage Shed Carryover

320,000

1.3.1.3 Total 320,000

1.3.2.2 Buildings Changing Place Accessible Bathroom BRAC

111,000

1.3.2.2 Total 111,000

1.3.3.2 Other Infrastructure & Landfill Itinerant Camping

200,000

1.3.3.2 Total 200,000

1.4.1.3 Other Infrastructure & Landfill New Water Bores/ Waste Water reuse Feasibility

300,000

1.4.1.3 Total 300,000

1.4.3.2 Other Infrastructure & Landfill Jetty to Jetty Town Beach Amenity Improvements & Fishing Platform

4,100,000

1.4.3.2 Total 4,100,000

1.4.3.3 Other Infrastructure & Landfill Jetty to Jetty Revetment Project

4,500,000

1.4.3.3 Total 4,500,000

Appendix A


1.5.1.1 Other Infrastructure & Landfill Urban renewal project contribution

100,000

1.5.1.1 Total 100,000

1.5.3.3 Buildings Broome Bushfire Volunteer Fire Brigade Station

1,200,000

1.5.3.3 Total 1,200,000

2.1.2.2 Other Infrastructure & Landfill Other (Chinatown Entry Statement)

22,000

2.1.2.2 Total 22,000

2.6.3.1 Buildings Admin Building Renewal

100,000

100,000

100,000

2.6.3.1 Buildings BRAC Multi Sport Hard Court Resurfacing

271,431

2.6.3.1 Buildings Building Renewal

200,000

200,000

200,000

2.6.3.1 Buildings Admin & Various Other Building Renewal

282,900

2.6.3.1 Total 554,331 300,000 300,000 300,000

2.6.3.2 Roads Roads per Transport AMP

2,002,000

2,612,000

2,363,983

2.6.3.2 Roads Roads per Transport AMP

1,774,519

2.6.3.2 Total 1,774,519 2,002,000 2,612,000 2,363,983

2.6.3.3 Car Parks Carparks per Transport AMP

325,000

325,000

275,000

2.6.3.3 Car Parks Carparks per Transport AMP

25,000

2.6.3.3 Drainage Drainage per Transport AMP

685,000

415,000

150,000

2.6.3.3 Drainage Drainage per Transport AMP

135,000

2.6.3.3 Footpaths Pathways per Transport AMP

390,000

450,000

335,000

Appendix A


2.6.3.3 Footpaths Pathways per Transport AMP

281,005

2.6.3.3 Other Infrastructure & Landfill Bin replacement

311,443

170,032

175,133

180,387

2.6.3.3 Other Infrastructure & Landfill Bus Facilities per Transport AMP

39,000

37,000

40,000

2.6.3.3 Other Infrastructure & Landfill Other (Lighting, Cemetery Rd, Lugger, Bus Fac, Bme Entry, Jetty to Jetty Design)

319,939

2.6.3.3 Parks & Ovals Parks and Gardens Works per AMP

106,090

109,273

112,551

2.6.3.3 Parks & Ovals Parks and Gardens Works per AMP

102,000

2.6.3.3 Total 1,174,387 1,715,122 1,511,406 1,092,938

2.6.3.4 Plant and Equipment Plant Replacement Program – Waste Facility

270,000

21,000

240,000

2.6.3.4 Plant and Equipment Plant Replacement

1,349,000

800,000

800,000

800,000

2.6.3.4 Total 1,619,000 800,000 821,000 1,040,000

2.6.3.5 Roads Crab Creek road upgrade

949,349

2.6.3.5 Total 949,349

2.6.3.6 Roads Stewart Street road upgrade

740,000

2.6.3.6 Total 740,000

2.6.3.7 Roads Norman and Owens Street connection project

278,000

2.6.3.7 Total 278,000

2.6.3.8 Roads Hamersley Street and Napier Terrace intersection upgrade

1,228,710

2.6.3.8 Total 1,228,710

3.1.3.1 Other Infrastructure & Landfill Old Waste Facility Capping, & Other Rehabilitation Works

554,500

797,300

70,900

1,951,000

Appendix A


3.1.3.1 Other Infrastructure & Landfill Other (refuse Site Water Main & weigh bridge)

78,399

3.1.3.1 Total 632,899 797,300 70,900 1,951,000

3.1.3.3 Other Infrastructure & Landfill Waste Site - detail Design and approvals

400,000

3.1.3.3 Total 400,000

3.1.3.4 Other Infrastructure & Landfill New Waste Facility Construction and Road

9,000,000

3.1.3.4 Other Infrastructure & Landfill New Waste Facility Construction Costs

5,200,000

1,800,000

3.1.3.4 Total 9,000,000 5,200,000 1,800,000

3.1.5.3 Other Infrastructure & Landfill Boating Facilities - Upgrades to Entrance and Gantheaume Point

1,000,000

3.1.5.3 Total 1,000,000

3.2.1.1 Buildings Fitout KRO

5,944,757

3.2.1.1 Total 5,944,757

3.2.1.5 Buildings Key Worker Housing Project

550,000

3.2.1.5 Total 550,000

4.5.1.1 Furniture and Equipment ICT Plan Hardware Renewals

193,000

326,000

162,000

182,000

4.5.1.1 Furniture and Equipment ICT Strategic Hardware projects

382,000

220,000

60,000

12,000

4.5.1.1 Furniture and Equipment ICT Strategic Software projects

331,188

375,000

395,000

265,000

4.5.1.1 Total 906,188 921,000 617,000 459,000

Grand Total

21,560,140

21,535,422

11,132,306

15,106,921

Acknowledgement


The Shire of Broome 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.

Adopted by Council – 30 June 2016.

SHIRE OF BROOME If you seek further information or have any questions relating to this Plan please contact: The Shire of Broome PO Box 44 BROOME WA 6725 Ph: 08 9191 3456 Fax: 08 9191 3455 Email: [email protected] www.broome.wa.gov.au

Documents

Corporate Business Plan - Shire of Broome · Introduction Shire of Broome Corporate Business Plan 2016 - 2020 4 Strategic Community Plan (Continued) Strategic Goals The following