Shire of Northam. Strategic Community Plan

Transcription

1 commerce lifestyle heritage Shire of Northam Strategic Community Plan

2 TABLE OF CONTENTS The Strategic Community Plan is the principal planning document for the Shire of Northam and will provide the basis for its actions and project development over the next ten years... MESSAGE FROM THE PRESIDENT 1 INTRODUCTION 3 INTEGRATED PLANNING FRAMEWORK 4 HOW THE STRATEGIC PLAN WAS DEVELOPED 5 EMERGENT THEMES 7 AN OVERVIEW OF THE SHIRE OF NORTHAM COMMUNITY 9 HOW THE STRATEGIC COMMUNITY PLAN WAS DECIDED 10 OUR MISSION 11 OUR COMMITMENT 11 OUR VISION 12 HOW WE WILL ACHIEVE OUR VISION 13 GOVERNANCE 13 SOCIAL 15 ECONOMIC 17 NATURAL ENVIRONMENT 19 MEASURING OUR SUCCESS 21

3 MESSAGE FROM THE PRESIDENT Following the announcement of the 2011 Regional Centres Development Plan (SuperTown) initiative by the State Government, the future for the Shire of Northam is being planned to accommodate a significant increase in population. It is indisputable that the Shire of Northam will continue to experience substantial growth over the next ten years, and the Strategic Community Plan is a welcome tool to assist Council and its administration in ensuring this growth meets the expectations of current and future residents. The Strategic Community Plan reflects the community s needs and aspirations, gathered through an extensive consultation process, and will be the framework for determining the Shire of Northam s activities and services over the next ten years. The Strategic Community Plan will set the Shire of Northam on a journey to transform it from a typical rural local government area with a small service centre, to one which offers its residents a wider range of quality services, akin to a regional city. Whilst the majority of growth resulting from the SuperTown initiatives will occur in the Northam townsite, the Shire of Northam is committed to providing quality services in all its localities. The Strategic Community Plan is based on the key themes that emerged during its development, and has taken into consideration all feedback received from the community. The Plan considers the undertakings required to ensure optimum social, economic and environmental development under an effective governance platform. We will continue to work with the community on the ongoing development and implementation of plans and strategies. I look forward to the general community, the public and private sectors, as well as State and Federal government, working collaboratively with us on this very exciting journey into a bright future for the Shire of Northam and the wider region. Steven Pollard President 1 2

4 INTRODUCTION The purpose of developing a Strategic Community Plan is to better enable the Shire of Northam to plan, manage and deliver services that will enhance the social, environmental and economic sustainability of our community. A Strategic Community Plan is an essential tool for the capacity of local governments to deliver more efficient and effective services. It enables the implementation of best practice processes to improve community outcomes and maximise regional development opportunities. A Strategic Community Plan encourages the utilisation of existing plans and ongoing consultation with the community. It is an informing strategy, which together with an Asset Management Plan, Long Term Financial Plan and Corporate Business Plan will provide integrated strategies on which to base future decision making. It is a legislative requirement for local governments to develop a Strategic Community Plan. In developing this plan consideration has been given to the financial, asset and workforce constraints that the Shire of Northam operates within, to ensure that what is being planned will be achievable. This Plan has been developed recognising the diverse and unique qualities of all of its settlement areas, aiming to meet the needs and aspirations of their respective residents. The objectives and strategies within the Strategic Community Plan are aligned to the Shire s vision in terms of governance, social, economic and environmental outcomes. Building organisational capability through ongoing asset, financial and workforce planning will result in improved customer service delivery and greater capacity to deliver the community s plans for the future. This Strategic Community Plan is to provide clear long term direction by identifying key strategies and setting the vision for the Shire of Northam. INTEGRATED PLANNING FRAMEWORK A carefully considered integrated business plan will ensure that the Shire of Northam remains sustainable as it moves into the future. This requires an understanding of external influences and community aspirations, as well as an awareness of resource capacity. With the Strategic Community Plan reflecting the aspirations of the community to assist the Shire to plan for the future, the Shire of Northam will utilise a range of supporting documents to ensure that it remains sustainable as it moves into the future. The Corporate Business Plan details the actions, services, operations and projects that the Shire will deliver. This is a living document that will be regularly reviewed to ensure services remain relevant, appropriate and attainable within the financial, physical and human constraints in which Council operates. Strategic Community Plan 10 YRS Corporate Business Plan 4 YRS Asset Management Plan Other Local Plans Long Term Financial Plan Workforce Plan Annual Budget 1 YR 3 4

5 HOW THE STRATEGIC COMMUNITY PLAN WAS DEVELOPED Engagement Methodology Draft Stakeholder Engagement Plan and communications material Advertising and engagement with stakeholders Council is committed to ensuring its planning is appropriate for the community and takes into consideration all relevant information... Futures workshop to validate, explore and prioritise community feedback Preliminary analysis of stakeholders feedback to inform the futures workshop In 2010 the Minister for Local Government introduced the Integrated Planning and Reporting Framework and Guidelines for Western Australian local governments. The Shire of Northam Strategic Community Plan has been developed in accordance with those guidelines and integrates the community s aspirations in its development, review and implementation. The plan also takes into consideration previous research and planning documents, including the Shire of Northam Plan for the Future, the Northam Regional Centre Growth Plan, Northam Strategic Waste Minimisation Plan, and most importantly the Looking to 2022 Shire of Northam Engagement Report. The process used to engage the community to inform the Shire of Northam Strategic Community Plan is summarised on the following page. The Shire of Northam undertook an intensive and varied community engagement program between December 2011 and April Members of the public were encouraged to put forward their views, expectations and aspirations for their community heading toward During the first stage of the engagement process 483 residents (67% from Northam townsite and 33% out of town) responded to a questionnaire seeking opinions of and aspirations for the Shire of Northam. 120 residents from across the Shire participated in the following workshops to validate and refine the emergent themes: Futures Workshop Northam Townsite Annual Meeting of Residents Southern Brook and Grass Valley Annual Meeting of Residents Bakers Hill Meeting of Residents Wundowie Meeting of Residents Analysis of stakeholder feedback Internal review of community feedback to develop response, confirm responsibility and timing Drafting of the Strategic Community Plan Consultation on draft Strategic Community Plan Endorsement by Council of the Strategic Community Plan Annual meeting of residents Drafting and presentation of stakeholder feedback 5 6

6 EMERGENT THEMES Through the strategic community planning process a number of emergent themes and community aspirations were identified. These emergent themes have guided the development of the objectives and strategies that will be delivered over the life of the Plan. I like the community mindedness of many of the residents. It s a good community to raise a family Northam feels like a country town & we are surrounded by beautiful countryside To foster the small community and its special lifestyle - without being forgotten or swallowed into a town environment The river running through the middle is a great feature and we should clean it up. how do we want to be governed leadership for the realisation of community aspirations enhanced communication with residents an improved customer service experience for residents how we want to feel about where we live enhancing aesthetic appeal strengthening community spirit maintaining a country lifestyle living in a safe community caring for the environment how will we generate wealth building prosperity managing population growth building a regional service centre what will make us happy staying active being entertained enhancing the main streets Northam has a great opportunity to grow and develop, therefore the residents need to be behind that growth for it to succeed People are not always prepared to shop locally if they think they can get a better deal elsewhere. We need to promote shopping locally from a different angle Getting along with each other - making the place safer for all old and young. 7 8

7 AN OVERVIEW OF THE SHIRE OF NORTHAM COMMUNITY The Shire of Northam is located within the picturesque Avon Valley and comprises some 1,400 square kilometres. The western Shire boundary commences 60 kilometres east of Perth, with the townsite of Northam situated a further 35 kilometres to the east. The Shire has six townsites and a population of 10,557 (Australian Bureau of Statistics 2011). Of these, the majority (65%) reside in the townsite of Northam, with Wundowie and Bakers Hill also being significant population centres. The Shire has a diverse cultural history which is valued by its community. The Avon River is strongly linked to the Aboriginal heritage and this continues to be acknowledged. European settlement commenced in the mid 1830s, and a diverse migration over time has resulted in a vibrant community base. Whilst the Shire of Northam has historically been considered to have a mono economy based on agriculture, its economic base has been diversifying to include tourism, retail, manufacturing, light industrial and mineral resources, as well as an expanding service industry. The Shire of Northam maintains a significant local road network, which link to the Great Eastern Highway that joins Perth with the eastern states. The town of Northam is serviced by both freight and passenger train services, as well as a bus service link to Perth. In 2011 the Government of Western Australia declared Northam as a SuperTown, with the aim of assisting the region in providing affordable, quality housing and a growing and diverse range of job opportunities, as well as improved services. It is anticipated that the SuperTown initiative will add to the significant population growth that is already occurring within the Shire of Northam, particularly in the western portion. The State Government predicts that the population within the Northam townsite will grow from its current 7,000 to over 20,000 in the coming 20 years. The Shire of Northam is privileged to have residents with a strong sense of community. There are six Community Progress Associations that each work together with the local residents and the Shire to progress the unique requirements of their community. The challenge now lies ahead to meet the expectations of this diverse community as it moves to accommodate a significant growth in population. HOW THE STRATEGIC COMMUNITY PLAN WAS DECIDED Community aspirations as identified through the Northam Looking to 2022 engagement process has been given major consideration in the development of the Shire of Northam Strategic Community Plan. Council has also given consideration to anticipated population growth and the associated demands this will place on its services, as well as key economic and environmental drivers. Similarly, State and Federal policy and planning has played its role, particularly in relation to the aspirations of Northam as a sub regional centre, with the Northam townsite s population anticipated to grow significantly as a result of the SuperTown initiatives. Most significantly, the plan aspires to recognise the needs of all of the Shire s settlement areas and to enable the development of infrastructure and services to meet the needs of each locality. This Strategic Community Plan reflects the collaborative approach where people in each township and rural locality in the Shire, elected members and shire staff have come together to discuss what people value, what they are looking for in the future and what needs to be done to achieve that. 9 10

8 OUR VISION OUR MISSION To deliver responsive, sustainable services in a manner that preserves and enhances our environment and lifestyle whilst respecting our heritage and facilitating economic growth. OUR COMMITMENT LEADERSHIP Shire of Northam is a vibrant growing community, that is safe, caring and inclusive. We are recognised as a community that values our heritage, preserves our environment and promotes our commerce. to recognise the community s expectations to provide leadership RESPECT to respect differences in age, culture, values and opinion TEAMWORK to achieve through the efforts of the team EXCELLENCE to aspire to one standard OPENNESS to engender trust through openness 11 12

9 HOW WE WILL ACHIEVE OUR VISION GOVERNANCE G1 Provide accountable and transparent leadership G1.1 Continue to develop Council s policy framework to guide decision making G1.2 Integrate planning, resources and reporting G1.3 Enhance open and interactive communication between Council and the community G1.4 Promote and support community members participation in the Shire s governance G2 Improve organisational capability and capacity G2.1 Receptive to local government structural reform opportunities to enhance the capacity of Northam as a regional sub centre G2.2 Increase capacity through the application of the integrated strategic planning processes G2.3 Operate / manage organisation in a financially sustainable manner TIMEFRAMES Continuous SHORT 0-2 years MEDIUM 3-6 years LONG 7 + years G3 Provide efficient and effective corporate management G3.1 Provide responsive high level customer service G3.2 Provide flexible and attractive work conditions in a supportive work environment 13 14

10 COMMUNITY C1 Create an environment that provides for a caring and healthy community C2 Provide services and processes to enhance public safety C2.1 Provide community services to uphold public safety standards C2.2 Support provision of emergency services C2.3 Provide, monitor and improve adequate bush fire protection provisions C1.1 Provide quality regulatory services C1.2 Advocate for provision of greater choice of educational services within the community LONG C1.3 Advocate for appropriate and accessible health services LONG C1.4 Facilitate provision of appropriate child care facilities MEDIUM C1.5 Facilitate provision of services for aged persons and people with disabilities C1.6 Provide an environment that enhances the growth, development and retention of youth C1.7 Provide an environment that enhances and builds on the liveability of the Shire. MEDIUM MEDIUM C3 Provide active and passive recreation facilities and services C3.1 Develop, maintain and support appropriate recreation facilities throughout the Shire C3.2 Partner with stakeholders to achieve greater community participation in recreational facilities and services C4 Protect and promote the Shire s diverse culture and heritage LONG C4.1 Facilitate the preservation of heritage buildings and significant sites C4.2 Encourage development sympathetic to heritage sites and values C4.3 Understand and acknowledge Aboriginal and European heritage through the provision of interpretive venues, materials and activities LONG C4.4 Facilitate the promotion of the community s heritage assets C4.5 Support provision of facilities and services for arts and cultural programs MEDIUM 15 16

11 ECONOMIC E1 Support business and investment opportunities E1.1 Promote new commercial and industrial development through appropriate zoning of land, provision of suitable infrastructure and efficient & effective business approval process E1.2 Support the identification, protection and control of the mineral resources industry through careful development and planning SHORT LONG E1.3 Support sustainable business and commerce initiatives MEDIUM E1.4 Enhance the aesthetic environment to support business opportunities E1.5 Proactively market the region s business opportunities and attractive lifestyle MEDIUM MEDIUM E2 Facilitate further development of regional tourism E2.1 Provide relevant tourist information and marketing services E2.2 Support a coordinated approach for regional tourism promotion and management E2.3 Provide and support local festivals and tourist events 17 18

12 NATURAL ENVIRONMENT N1 Mitigate the Shire of Northam s carbon footprint, reducing waste and greenhouse gas production N1.1 Manage waste disposal in an environmentally sensitive manner that meets the needs of a growing population N1.2 Increase community awareness of the impact of waste issues on the environment N1.3 Encourage the use of recycled materials and create a Towards Zero Waste culture amongst the community N1.4 Providing community leadership and transition to energy efficient operational practices SHORT SHORT MEDIUM MEDIUM N1.5 Develop an understanding and position on climate change MEDIUM N3 Management and protection of water resources N3.1 Pursue opportunities to use treated effluent water on public open space & as an emergency water supply SHORT N3.2 Promote and support initiatives to reduce water consumption MEDIUM N3.3 Encourage property owners (residential and commercial) to install water recovery & recycling systems SHORT N2 Enhance the health and integrity of the natural environment N2.1 Identify vulnerable environments or areas in need of protection SHORT N2.2 Protect the integrity of the ecosystems of our rivers and waterways N2.3 Employ risk management strategies and measures to protect natural assets from natural disasters, including fire and flood SHORT 19 20

13 INFRASTRUCTURE AND RESOURCES R1 Provide and support an effective and efficient transport network PUBLIC REALM & BUILT ENVIRONMENT P1 Promote a diverse mix of development opportunities throughout the Shire R1.1 Plan for the provision and delivery of transport services and infrastructure in the Shire in close consultation with the State and Federal governments and the local community R1.2 Maintain an efficient, safe and quality road network R1.3 Improve and encourage utilisation of existing airport facilities and associated air services P1.1 Ensure Council land use planning is in place and reflective of established objectives P1.2 Provide a proactive and supportive service to (potential) land developers P2 Accessible and legible communities P2.1 Enhance entries into the various town sites MEDIUM P2.2 Undertake Urban & CBD renewal projects MEDIUM 21 22

14 Resourcing our Plan The Shire of Northam recognises that aspirational plans need to be grounded in community, financial and organisational capacity to deliver. To position the Council to deliver on its Strategic Community Plan aspirations it is important to understand the changing resources which available to the Council. Assets Council manages a wide range of assets on behalf of the Northam community that enable the provision of infrastructure and services. These assets include roads, bridges, footpaths, public buildings, reserves, parks and playgrounds. The Council has developed an asset management plan which is aimed at ensuring the Council has a clear understanding of its financial requirements to manage these assets sustainably into the future. Infrastructure priorities need to take into account an appropriate balance between service delivery, risk, reliability and cost. Individual asset management plans for each class of assets are currently being developed to support the development of a long-term funding strategy which will allow the infrastructure to continue to provide the service delivery necessary for community needs. Financial The Shire of Northam has developed a long term financial plan which highlights the Councils financial requirements to achieve its strategic vision for the community of Northam. The long financial recognises that the financial resources of the Council are limited and therefore financial decisions made annually need to be in the context of the long term financial viability of the Council. The Council is projecting that local government rates will increase by 5% in 2012/15, after which time the increases will be limited to the Perth Consumer Price Index, plus 1%. Based on the current information available this will provide the Council with sufficient financial resources to meet its objectives. Debt will form an important component of the Councils capital structure and utilised to enable key projects to be delivered over the next 10 years. Debt raisings (current dollars) are required for the following projects Northam Cultural Centre 2014/15 $685,000 Wundowie Youth Space 2014/15 $216,700 Northam Youth Space 2016/17 $266,640 Wundowie Sports Pavilion 2017/18 $850,000 Bakers Hill Pavilion upgrade 2018/19 $313,000 Northam Recreation Centre Stage /20 $1,000, /16 $ 95, /17 $162,000 Workforce The Shire of Northam has developed a long term workforce plan which highlights the resourcing requirements required to deliver on the Council objectives for the Northam Community. The Shire is a significant employer within the Local Government Area, employing 122 people in full time, part time and casual positions. The workforce plan highlights key workforce risks and challenges in the areas of current staff turnover, culture, an ageing workforce and the Councils ability to attract the necessary skilled staff. The workforce plan further recommends actions that can mitigate the risk of service delivery interruptions. In addition to the current employment costs of $6.75m (2013/14), the Shire of Northam is projecting additional resources will be required in a range of areas including governance & compliance, community development, human resource management, corporate communications an project management. The financial implication of these additional required projected to be: 2014/15 $125, /16 $ 95, /17 $162,000 General The following general information is provided as a snapshot of the Shire of Northam community which have and will continue to influence the Councils ability and associated successes in delivering its Strategic Community Plan for Northam. 2006/ / /2020 (projected) Population 9,803 10,557 13,603 Operating Revenue 11,715,849 20,787,608 32,084,763 Rates 4,539,769 8,004,143 10,360,239 Operating grants/subsidies/contributions 3,837,144 4,734,498 5,820,482 Non-operating grants/contributions 1,087,746 4,056,104 10,964,864 Capital Expenditure 2,082,235 9,676,799 16,776,934 Operational Expenditure 12,188,919 18,101,525 23,193,302 Value of Assets 52,741,236 90,334, ,007,

15 MEASURING OUR SUCCESS The purpose of the Strategic Community Plan is to align the Shire of Northam s objectives with the community s vision and aspirations. The objectives that have been set in the Plan will be measured by both quantifiable and nonquantifiable outcomes. The methodology for measuring the progress toward achieving the objectives will be through the two following methods: KEY PERFORMANCE MEASURES Key performance measures will be monitored and reported. A range of measures will be developed with a base level and target level of each measure. An example of some of the measures that may be used are provided below. GOVERNANCE Performance Area Key Performance Indicator Formula Target Accountability & Leadership Community Satisfaction with Council Communications Biennial Community Survey (2014,2016,2018 etc) 75% COMMUNITY SATISFACTION The Shire of Northam will conduct a biannual Community Satisfaction Survey. The results of the survey will provide a measure of ongoing community satisfaction levels to guide the prioritisation of the delivery of the Plan s objectives. Corporate Management Safety - Lost Time Injury Frequency Rate Staff turnover rate Number of lost time injuries x 1,000,000 / Total hours worked Number of staff separations*/ Total number of staff (less casual and Council instigated) <15 <20% Debt Servicing - This ratio is the measurement of a local government s ability to repay its debt including lease payments. The higher the ratio is, the easier it is for a local government to obtain a loan Annual Operating Surplus BEFORE Interest and Depreciation / Principal and Interest >4 Organisational Capacity & Capability This is a modified commercial ratio designed to focus on the liquidity position of a local government that has arisen from past year s transactions Current Assets MINUS Restricted Assets Current Liabilities MINUS Liabilities Associated with Restricted Assets 1:1 (100% or greater) Percentage of elements identified within the annual Department of Local Government Audit Return identified as being complied with by the Shire of Northam # of Audit elements complied with x 100 / Total number Audit elements Compliance audit for the period 1st January to 31st December against the requirements of the Compliance Audit Return 90% 25 26

16 COMMUNITY Performance Area Key Performance Indicator Formula Target Growing, Caring and Healthy Public Safety Recreation Facilities Culture & Heritage Estimated Residential Population (ERP) of 13,700 for Northam Town SLA Reduction in Crime Regular Local Emergency Management Meetings Community Satisfaction with Council provided recreational facilities According to ABS (measured annually) Reduction in reported assaults ( Reduction in reported burglary (dwelling) ( Reduction in reported burglary (other) ( Reduction in reported graffiti ( Reduction in reported robbery ( Reduction in reported motor vehicle theft ( Northam Population to be 20,000 by 2031 <15 <20% To be determined To be determined To be determined To be determined To be determined Number of meetings held annually 4 Biennial Community Survey (2014,2016,2018 etc) NATURAL ENVIRONMENT Performance Area Key Performance Indicator Formula Target TBD ECONOMIC Performance Area Key Performance Indicator Formula Target Business & Investment Regional Tourism Unemployment Rate reduces to below WA State average DEEWR provides statistics Reduction Grow Labour Force Size DEEWR provides statistics above 2.5% pa Growth in number of businesses employing 50 or more workers with registered address in Northam LGA Increase in Gross Regional Product (GRP) Number of visitors to Visitor Centre ABS provided statistics ABS provided statistics Annual visitation counts (through door) Growth Growth Growth INFRASTRUCTURE & RESOURCES Performance Area Key Performance Indicator Formula Target Effective and efficient transport network Asset consumption ratio (ACR) Asset sustainability ratio (ASR) Asset renewal funding ratio Depreciated replacement cost of assets (written down value) divided by current replacement costs of depreciable assets. Capital expenditure on replacement or renewal of assets divided by the depreciation expense Net present value of planned capital expenditure based on current Departmental guidance on renewals over ten years divided by the net present value of the required capital expenditures on renewals over the same period 60% 90% 95% Waste Management Waste diverted from landfill Percentage of Natural Environment Water Resources Decrease in nutrients and sediments within Town Pool Decrease in annual Council water consumption Water sampling (Dept of Water) Comparison of water used from June to June. Having a healthy town pool Having a full town pool Reduction PUBLIC REALM & BUILT ENVIRONMENT Performance Area Key Performance Indicator Formula Target Development Opportunities Current local Planning Scheme in place Current local Planning Strategy in place Age of Planning scheme Reviewed every 4 years or less Age of Planning strategy Reviewed every 4 years or less 27 28

17 The Shire of Northam wishes to acknowledge the funding provided by the Department of Local Government and the Department of Regional Development and Lands through the Royalties for Regions to support this initiative. SHIRE OF NORTHAM 395 FITZGERALD STREET (PO BOX 613 ) NORTHAM WA 6401 P (08) E records@northam.wa.gov.au