business plan july 1st 2019– june 30th 2020

1

BUSINESS PLAN

JULY 1ST 2019– JUNE 30TH 2020

REVISED JANUARY 2020

2

TABLE OF CONTENTS Page 1. Executive Summary 2 2. Strategic Context and Regional Priorities 14 3. Annual Work Plan 22 4. Outcomes Table 26 5. Annual Budget 31

1. EXECUTIVE SUMMARY

RDA Peel will continue building on its achievements from earlier years in Enabling a stronger economy for the Peel region.

Working closely with the Peel Development Commission (PDC), the WA State Government agency with responsibility for developing and broadening the economic base of the region, RDA Peel will endeavour to implement the Peel Regional Investment Blueprint which describes the Peel’s vision and provides a roadmap for its achievement.

RDA Peel intends to work closely with PDC and other key stakeholders to identify and clearly understand the current and emerging critical issues and opportunities for the region and to work with proponents to develop project responses to them.

For these responses RDA Peel activities will include: • Advocacy to State and Federal Governments;• Providing advice and support to proponents in developing responsive potential options.

The Peel region’s Investment Prospectus, an RDA Peel initiative, will improve the region’s readiness to attract a share of the $967 billion direct foreign investment into Australia as well as attracting new and established businesses. The Prospectus will be centred on individual projects to be used as the basis for targeted campaigns, while still prescribing the region’s competitive advantages across a number of industries.

Key learnings from responses to the RDA Peel Customer Survey indicated the need to build community, stakeholder and Government awareness of the roles and functions of RDA Peel. RDA Peel will build its online and social media presence, including building the profiles and engagement activities of RDA members.

RDA Peel will continue membership on high level governance and strategy bodies in the region, including the Peel Regional Leaders Forum and the Peel Capability Alliance, using these vehicles to influence regional outcomes that ensure collaboration between stakeholders occurs, Australian Government interests are served and that delivery of infrastructure and services is coordinated and effective.

Summary of Key Achievements and Learnings from the Previous Year

During 2018-19 RDA Peel conducted activities in furtherance of the priorities established in the Peel Regional Investment Blueprint to 2050 and RDA Peel Business Plan 2018-19 and to support the economic development of the Peel region. Key achievements were:

https://www.peel.wa.gov.au/wp-content/uploads/2016/05/Peel-Blueprint-16_LR.pdf

3

2019-21 Action Plan RDA Peel developed the Peel Regional Investment Blueprint Action Plan 2019-21. The Peel Region Action Plan 2019-21 is designed to support the implementation of the Blueprint by:

• Prescribing key projects for the region identified from various sources (Community Strategic Plans and other stakeholder derived strategies and plans);

• Aligning these projects to Objectives and strategies in the Blueprint; • Monitoring development and implementation of the individual projects.

Canvassing of project lead agencies has established their intent over a 3 year period to progress 90 projects to implementation and an annual report will assess progress against this intent. The plan is available at http://www.rdapeel.org.au/wp-content/uploads/2019/01/PEEL-REGION-ACTION-PLAN.pdf Peel Region Investment Prospectus To develop the Peel region’s readiness to attract private investment RDA Peel commenced development of the Peel Region Investment Prospectus. Following extensive desktop research and consultation with investment experts it was ascertained that almost every prospectus for cities and regions prescribes each location as world leading in a range of areas and seeks to attract private investment based on these statements as a competitive advantage. To establish a point of difference the Peel Region Investment Prospectus will be centred on individual projects to be used as the basis for targeted campaigns, while still prescribing the region’s competitive advantages across a number of industries. The site will be developed further in 2019-20 and campaigns commenced should resources permit. These campaigns will be coordinated with project stakeholders and partners. The Prospectus will be available at www.investpeel.com.au Election Commitments RDA Peel developed the Peel region’s 2019 Federal Election Commitment Requests document, the first time a coordinated advocacy approach by regional stakeholders was undertaken. Key stakeholders submitted their projects for consideration of inclusion and the final document was distributed to Government and Opposition members during the 2019 election campaign, supported by agency and proponent advocacy. Projects included in the document that received funding commitments were:

• Tonkin Highway Extension - $253 million (Liberal/National Coalition) • Pinjarra Heavy Haulage Deviation $22 million ((Liberal/National Coalition) • Dwellingup National Trails Development - $3.465 million (Liberal/National Coalition)

Information on the 2019 Federal Election Commitment Requests document is available at https://peelalliance.org.au/advocacy-for-funding-commitments-in-federal-election-delivers-results/

http://www.rdapeel.org.au/wp-content/uploads/2019/01/PEEL-REGION-ACTION-PLAN.pdf

http://www.rdapeel.org.au/wp-content/uploads/2019/01/PEEL-REGION-ACTION-PLAN.pdf

http://www.investpeel.com.au/

https://peelalliance.org.au/advocacy-for-funding-commitments-in-federal-election-delivers-results/

4

Regional Employment Trials Program Recognising that some regions face challenges in terms of employment opportunities and growth, the Australian Government has introduced the Regional Employment Trials (RET) program in 10 disadvantaged regions, starting 1 October 2018. Peel was selected as a trial region. In the Peel region the Employment Facilitator worked closely with RDA Peel to enable local stakeholders to address employment issues by identifying, assessing and promoting RET projects that aligned with local needs. The trial will deliver:

• stronger connections between regional stakeholders, including employment services providers

• tailored employment initiatives that meet local needs • improved awareness of local labour markets • the potential for improved regional employment outcomes

As at January 2020 11 applications were approved for funding under the program:

• Fredericks Corporation Pty Ltd $106,500 (Dare Employment Bootcamp) • Bridging the Gap Inc. $54,557 (Life Without Barriers to Employment) • Inspire 4U Inc. $142,639 (PEEP Program 2.0) • Peel Youth Services $105,239 (Envision Your Future) • AtWork Australia Pty Ltd $43,500 (Get Ready Employability & Digital Skills Program) • Inspire 4U Inc. $24,866 (PEEP – Parents Educating & Exploring Personal Pathways) • Peel Youth Services $121,8914 (Recycle Me) • Palmerston Association Inc. $105,500 (Next Steps) • Dismantle Inc $67,500 (Peel Pathways Project) • Motor Traders Association WA $136,380 (Peel Youth Jobs in Automotive) • Shire of Murray $18,690 (Bindjareb Pathways to Employment)

A further 4 applications for funding are undergoing assessment. The RET Program will continue in 2019-20.

5

Aged Care Industry Development RDA Peel, in partnership with Peel Development Commission (PDC) and the Mandurah Murray Employment Facilitator (MMEF), identified the important contribution of the Aged Care Industry to the region’s economy and it’s potential for future growth in economic and employment terms. An initial industry forum held in September 2018 established 3 major priorities for the industry: 1. Communication and community education

• Community awareness – the broader Peel community does not understand the aged care system, or what is available and how to access it.

2. Working with, within and to improve ‘the system’

• Better use of existing resources is needed, specifically – GP outreach, wellbeing, lifestyle and emergency.

• There are resources locally, but they aren’t well co-ordinated or spread across the region.

• Spirit of collaboration but competitive business model • Small number of standalone facilities which are different than ‘big’ groups – more need

to collaborate and focus on the community 3. A skilled and diverse workforce

• Skilled, equipped and suitable workforce to meet the needs of the changing aged care. Further forums were have been held with the industry in December 2018 and March 2019 to begin addressing these priorities. Despite repeated offers of assistance, particularly in the areas of staff recruitment and development which were seen as a potential opportunity to resolving the region’s unemployment issue the Aged Care Industry generally refused to amend its recruitment practices to employ people for a minimum of 20 hours per week rather than its current standard 15 hours per week (despite employees working upwards of 25 hours per week) which denied access to a raft of Australian Government employment programs. As the Aged Care Royal Commission is now due to report in March 2020 and then time allowed for the Government to respond to any recommendations RDA will suspend its involvement with the industry until this is known.

6

Peel Bright Minds After establishing Peel Bright Minds as the Peel region’s Knowledge Council in 2017 RDA Peel handed auspicing of the program to The Makers Community Development Inc. Due to operational issues this auspicing has now returned to RDA. Peel Bright Minds works with the community and partner organisations to communicate, coordinate and promote regional activities and events that:

• Promote ESTEAM (Engineering, Science, Technology, Engineering, Arts and Mathematics) and connect the community, especially young people, to activities and opportunities in the region, including citizen science opportunities.

• Encourage an aspirant culture among people of all backgrounds, ages and abilities in the Peel, celebrating our unique regional strengths through STEM and the arts.

• Work to facilitate collaboration among regional stakeholders, especially ESTEAM champions and researchers.

Advocacy by RDA Peel attracted partnership and sponsorship funding from regional stakeholders to the extent the program is now financially sustainable and able to operate independently under the guidance of a steering group which includes RDA Peel membership. Media and Marketing RDA Peel continued its marketing and social media campaigns throughout the u=year in line with its Communications Strategy. During the year:

• 23 Newsletters were sent to a total of 6,186 subscribers, promoting 16 Australian Government programs;

• 126 posts were made to social media, promoting 26 Australian Government programs, with a total reach of 10,408;

• 26 posts were made to Peel Arts & Culture social media promoting 9 Australian Government programs.

In April 2019 RDA Peel placed a large screen in the front window of its premises at Make Place (a coworking space) to promote by playing of video and other media:

• The RDA program and RDA activities; • AusIndustry programs; • Coworking activities; • Business.gov.au programs and assistance; • Stakeholder activities (tourism, environment).

Informal feedback on this initiative has revealed it has provided value to the general community in informing them of major regional initiatives and strategic direction. Regional Growth Fund RDA Peel worked with stakeholders and partners in the Peel Business Park project to develop a funding application for $21.75 million to the Regional Growth Fund to be used in the first stage of the Peel Business Park’s construction. It will be used to build the park’s Agri-Innovation Precinct, which will focus on the development of food production and processing technology.

7

Building Better Regions Fund Round 3 RDA Peel continued to work with project proponents and key stakeholders to identify projects to secure the long term economic future of the Peel region and facilitated and supported applications to the Building Better Regions Fund (BBRF). Despite anomalies in eligibility boundaries impacting the Peel region one successful application was made by the Shire of Murray for the Dwellingup Trails Hub project. BBRF funding of $3.645 million was granted to the $8.41 million project. RDA Peel:

• Promoted the opportunities available for these projects through the BBRF; • Provided advice to proponents and their consultants during project planning; • Provided assistance to proponents and their consultants in funding application development.

Other achievements during 2018-19 were that RDA Peel:

• Held meetings with Federal Ministers, Members of Parliament and Senators to discuss regional issues and priorities;

• Participated in important regional initiatives: • Peel Regional Leaders Forum – A collaborative forum of Local Governments and

other lead agencies to guide development of the region; • Peel Capability Alliance – The purpose of the Alliance is to facilitate the availability

of an educated and highly skilled community which has the capacity and capability to flexibly respond to current and future workforce requirements.

• Made submissions to the Australian Government in relation to:

• Assessment of tertiary education dual sector delivery activity and opportunities; • Survey of Australia’s Regions; • ITC Training Council re labour market review; • SME Industrial Relations issues; • Regional Employment Trials program.

• Provided letters of support to:

• Shire of Serpentine-Jarrahdale – Bushfire Centre of Excellence project; • Shire of Murray – Transwa bus service to Dwellingup; • Mandurah Music Club – application to City of Mandurah Community Grants; • Peel Bright Minds – application to Foundation for Rural and Regional Renewal; • Pinjarra Community Mens Shed – application to Lotterywest; • Shire of Murray – BBRF application Dwellingup Regional Trails Centre.

External funding was received from:

• Regional stakeholders and the Inspiring Australia Program to deliver the Peel Bright Minds initiative;

• The Peel Regional Leaders Forum to provide interim administrative support functions until an Executive Director was employed in November 2018.

Both of these initiatives were delivered with RDA leading delivery of the Peel Bright Minds initiative and strongly supporting the Peel Regional Leaders Forum.

8

During 2018-19 RDA Peel worked in partnership with:

• AusIndustry Regional Manager Southern WA to deliver the AusIndustry suite of programs; • Mandurah Murray Employment Facilitator to deliver the Employment Facilitator Program; • State and Local Governments and agencies to progress regional priorities; • Other WA RDAs to identify cross regional opportunities.

RDA will seek to alleviate these issues by continuing to work with key stakeholders and proponents to identify and develop economic development initiatives that create local jobs and diversify the region’s industry. RDA peel will continue to meet on a regular basis with other WA RDAs to implement the agreed strategy outcomes of their 2018 State Workshop:

• Work closely with one another and like-minded Federal & State agencies to: • Identify & progress common regional priorities including tourism, telecommunications,

transport, Indigenous enterprise & ‘Lithium Valley’. Key Learnings Key Learnings from 2018-19 were in the areas of: RDA profile The RDA Peel Customer Survey received only a 6% response rate from the 420 surveys distributed. Key learnings from the survey were that:

• More customers engaged with RDA though its newsletter (58.33%) than Meetings (41.67%) or Social Media (37.5%).

• There is an apparent lack of understanding from customers outside the key stakeholder group

of State and Local Governments of the roles of RDA. This can be as varied as having responsibility for local land planning, scientific research, advertising local arts events and protecting wildlife.

• There is no doubt that the not-for-profit-sector (54% of respondents) is somewhat confused

regarding the role of RDAs post the introduction of the new charter, given the majority of them have had contact with RDA over many years, harking back to when RDA was involved in community development issues.

• The very low support for the statement RDA Committee members are active in the community

obviously sends a message that members need to become more visible. The percentage of respondents that Agreed or Strongly Agreed with the following statements was: 77% - makes a positive contribution to the Peel’s economic base. 68% - promotes the region effectively. 69% - engages with industry and stakeholders to drive economic growth in the region. 69% - supports training and education initiatives that will improve employment prospects for Peel

residents. 55% - encourages the provision of identified tourism infrastructure needs. 77% - staff provide professional, timely and helpful advice 50% - RDA Committee members are active in the community.

9

69% - Provides useful and timely information about the Peel in a variety of ways. 62% - e-newsletters provide useful and relevant information for my needs. Aged Care Industry Development RDA identified the importance of the Aged Care industry and adjacent industries of Retirement and Lifestyle Villages and Health and Hospital Services to the region’s economic future. As the region’s population and particularly the population of older people increases it will become a more important sector. RDAs learnings through holding the industry forum and subsequent network meetings were that:

• At a regional level the sectors’ activities are uncoordinated and often resources are duplicated;

• The disparate way in which State and Federal Government agencies currently zone their services affects the availability of services and ability of Peel regional stakeholders to effectively gain data and plan for the increasing ageing population;

• Aged care consumers are diverse in age, cultural backgrounds, support structures and often have complex health needs, managing multiple chronic conditions. This complexity is set to increase into the future with people living longer and often entering the in home or residential care system later in life with increasingly high care needs.

• Services for consumers are varied across the region; • The industry has a strong desire to come together and achieve increased sustainability

outcomes. Overview of Committee Members and Staff At 30th June 2019 the RDA Peel Inc. Committee comprised:

Chair: Mr John Erren (term expires 31/12/2020) Deputy Chair: Mr David Napoli (term expires 30 June 2021) Treasurer Vacant Secretary: Mr Ian Hill (term expires 30 June 2021) Committee Member: Mr Rhys Williams (term expires 30 June 2021) Committee Member: Mr Andrew Ward (term expires 30 June 2021) Committee Member: Mr Allan Oakes (term expires 31 December 2019) Committee Member: Ms Eleanor Britton (term expires 31 December 2019) Committee Member: Mr Robert (Bob) Cooper (term expires 31 December 2019) All Committee appointments are made in accordance with the Regional Development Australia Appointments Guide - RDA Committee Deputy Chairs, members and Directors of Regional Development (as varied from time to time. Further information on the appointments process can be found at https://rda.gov.au/join-your-rda/ The Chair is expected to provide strategic direction and leadership to the committee and to develop and ensure continued adherence to sound governance arrangements.

https://rda.gov.au/join-your-rda/

10

The Deputy Chair is to assume the role and duties of the RDA Chair at any time when the Chair is not available. The Deputy Chair also plays an important role in supporting the Chair in day-to-day matters, including chairing any sub-committees. The Committee will be asked to undertake specific activities by the Australian Government. The focus of these activities will be on issues of importance to the national and state government agendas. Committee members are expected to support the Chair and Deputy Chair by:

• actively contributing to and respecting the confidentiality of, committee debates, discussions and decision making;

• using their networks to inform committee debates and discussions; and • respecting the contributions and views of fellow committee members.

The Director of Regional Development is employed by the committee and is responsible for managing the day to day operations of the organization, strategic oversight and implementing the RDA Charter, Regional Plan and Business Plan under guidance of the Committee. For day-to-day matters, the Director of Regional Development takes direction from and reports to the RDA Committee Chair. The Communications Coordinator is employed on a part time basis by the committee and is responsible primarily for working in conjunction with the Director of Regional Development to provide and disseminate information to the community about the Commonwealth’s programs and services and RDA activities and initiatives. The RDA Peel Committee includes expertise in areas such as:

• Innovation; • Local Government; • Environment; • Economic Development; • Community Development; • Social Issues; • Indigenous issues; • Education; • Corporate Governance; • Arts and Culture; • Tourism; • Business.

RDA Peel’s office is now located at 6 George Street, Pinjarra. Contact details are: P: 08 9530 4066 W: www.rdapeel.org.au E: [email protected]

[email protected] Operational Parameters for the Coming Year The approved funding amount from the Department of Infrastructure, Transport, Cities and Regional Development for the period from 1st July 2019 to 30th June 2020 is $289,072. There are retained earnings of $26,159 to be carried forward.

http://www.rdapeel.org.au/

mailto:[email protected]

mailto:[email protected]

11

Communications Plan RDA Peel maintains a Communications Strategy to encourage community support for, and regional stakeholder engagement with, RDA Committees. The objectives of this strategy are to: • increase understanding and awareness of RDA Committees and of the benefits the national RDA network offers to regional communities; • promote the achievements of the national RDA network; • encourage and promote joint government, business and stakeholder support in promoting the network; and • promote the achievements of the RDA network. For each outcome theme prescribed in the Table of Outcomes, Activities and Performance Measures RDA Peel staff develop a campaign that lists: • The activity being performed; • The message for the campaign; • The audience; • The media to be used. At the completion of each campaign it is evaluated to ascertain effectiveness. Risk Management & Workplace Health and Safety RDA Peel maintains a current:

• Risk Management Plan; and • Work Health and Safety (WHS)—Risk Assessment, Plan and Report.

RDA Peel Risk Assessment:

The Risk – what it is and how it might happen

Likelihood (a)

Consequence Rating (b)

Risk Rating (a x b)

Strategy to mitigate risk/response to risk

Timeframe to implement mitigation strategy

Residual Risk Ranking, taking account of mitigation strategy

Power Failure Rare

Moderate

Low

Unable to mitigate due to cost of UPS. - Call Synergy 131351 to determine the problem and expected length of time disruption

Dependent on response time

Very low

Computer Network Collapse

Rare Moderate Low Risk mitigated by: Cloud backups (2) & Removeable HDD Backups - Contact IT service provider


Very low

Telephone system failure

Rare Moderate Low Unable to mitigate risk. - Contact Telstra: 132999 - Divert landline 95863400 to mobile 0428 947 837 if possible.


Very low

Break and Enter

Rare Moderate Low Premises secure and alarmed - Preserve scene - Contact Police 131444


Very low

12

Absence of staff member for an extended period of time

Rare Moderate Low Unable to mitigate risk: - Access absent staff members password and security codes - Access absent staff members work in progress and reallocate urgent tasks - Make inquiries with next of kin - If missing contact Hospital: 95378000 and Police: 131444 - Dependent on results of above steps hire temporary staff

Dependent on circumstances

Very low

Acts of violence toward staff

Rare Moderate (dependent on extent)

Low Risk mitigated by other staff on site and access to staff. - Negotiate with assailant - Protect staff member attacked - Restrain assailant - Render medical assistance to staff member - Phone Police: 131444

Dependent on extent

Very low

Changes in policy and direction by Government

Likely Moderate (dependent on extent)

Low Unable to mitigate. - Call urgent Committee meeting to discuss options - Review Contractual arrangements and financial liabilities

Dependent on extent

Very low

Building destroyed

Rare Extreme Low Unable to mitigate. - - Contact Police: 131444 and Fire: 000 - Liaise with insurance brokers - Contact Department to advise of situation - Arrange temporary accommodation - Assess all contingencies

Medium term Very low

Vehicle break down/accident

Rare Minor Very Low Unable to mitigate. - Report to authorities - Contact insurance brokers - Contact Roadside Assistance per log book

Dependent on extent

Very low

Misplaced or lost keys

Rare Minor Very Low Unable to mitigate. - Source replacement keys from relevant source

Short Very low

13

RDA Peel Work Health and Safety (WHS)—Risk Assessment, Plan and Report

Risk Assessment for coming year

Plan for coming

year

Report for year just ended

Type of

activity/work

undertaken by

the RDA

Committee to

fulfil

requirements of

Funding

Agreement

Who manages/is

directly

responsible for

this activity?

What are the

WHS risks

associated with

this activity?

Strategies to

address these

risks

Report on

implementation

of WHS

strategies

List WHS

incidents

Travel to RDA

events, forums

conferences,

meetings

RDA Committee

member or staff

member

travelling.

Person who

approved

attendance at

the event

Accident. DRD and Chair

regularly remind

members and

staff not to travel

when fatigued.

For long

distances,

members and

staff encouraged

to take breaks,

travel with

another

member/staff

person.

Insurances in

place.

Members

reminded by

managers when

travelling.

Insurances

reviewed

annually.

Nil

Attendance at

events, forums

conferences,

meetings.

Event organisers. Accident or

injury.

Ensure organisers

have appropriate

strategies in

place to mitigate

risk.

Insurances in

place.

Insurances

reviewed

annually.

Nil.

General office

duties

RDA Committee Accident or

injury.

RDA Peel OHS

Manual.

Insurances in

place.

Staff reminded to

abide by OHS

Manual

requirements.

Insurances

reviewed

annually.

Nil

14

2. Strategic Context and Regional Priorities RDA Committees have an active and facilitative role in their communities and a clear focus on growing strong and confident regional economies that harness their competitive advantages, seize on economic opportunity and attract investment. Working in close partnership with fellow RDA Committees, all levels of government, and the private sector, RDA Committees have, from 1st January 2018: 1. Collaborated with relevant stakeholders to identify economic opportunities and leverage

private and public sector investment to the regions; 2. Connected regional businesses, councils and industry sectors with international trade

partners, financial markets and potential investors; 3. Promoted and disseminated information on Australian Government policies and grant

programs to state and local governments and industry, business and community sectors; 4. Supported community stakeholders to develop project proposals to access funding; 5. Developed and maintained positive working relationships with the local government bodies in

their regions; 6. Facilitated public and private sector decentralisation; 7. Assisted in the delivery of Australian Government programs, where relevant and where

requested by the Minister; 8. Engaged with regional entrepreneurs and emerging business leaders to explore new

opportunities to grow local jobs in their regions; 9. Provided information on their region's activities and competitive advantages to all levels of

government, industry, business and community sectors; and 10. Provided evidence-based advice to the Australian Government on critical regional

development issues positively and negatively affecting their regions. The activities of the Committee have been developed to, taking into consideration the limited resources available, support these designated roles and address relevant priorities considered in development of the Peel Regional Investment Blueprint 2050.

15

RDA Peel’s key major stakeholders are: Peel Regional Leaders Forum (PRLF – trading as Peel Alliance) and its constituent members: • Peel Development Commission; • Shire of Boddington; • Shire of Murray; • City of Mandurah; • Shire of Waroona; • Shire of Serpentine-Jarrahdale; • Peel-Harvey Catchment Council; • Peel Community Development Group; and • Regional Development Australia Peel. The role of the Peel Regional Leaders Forum is to be the means at a local level of determining regional priorities for the Peel region. RDA Peel discusses regional issues with members of the PRLF at their regular meetings of the full committee and separate CEO Group meetings. RDA Peel led the PRLF in a thorough review of its role, functions and structure. Peel Development Commission (PDC) - The PDC and RDA Peel collaborate on regional priorities at a high strategic level and provide advice to State and Australian Governments on current and emerging regional issues, funding priorities and strategies to implement regional priorities. RDA and RDA Peel worked collaboratively to develop the Peel Regional Investment Blueprint 2050. Other stakeholders engaged are: • Peel Chamber of Commerce and Industry; • Business Local providers. With the wider community RDA Peel’s main engagement and communication mechanism is via its regular newsletter which is transmitted to around 500 community groups, clubs and associations in the region. It is estimated that these groups represent 10 000 – 15 000 community members in the region. Although a valuable tool for informing community, RDA Peel’s resources will be used increasingly in its role to identify and clearly understand the current and emerging critical issues and opportunities for the region and to work with proponents to develop project responses to them, therefore will shift its communication on these matters to social media, particularly Facebook. RDA Peel will continue its involvement in the PRLF and close collaboration with PDC to enable engagement at a strategic level. During stakeholder and community consultation and engagement activities RDA Peel will maintain and nurture a constructive relationship with its regional community in a manner that will assist the development of a widely-supported vision and strategy for the region. This is articulated through the Peel Regional Investment Blueprint that is informed by a diversity of sources including wide regional stakeholder consultation, regional evidence and information, and strategic planning and policy documents from the Commonwealth and state/territory governments. A review of the Regional Investment Blueprint to reflect recent changes in priorities for the region was conducted in the first half of 2018.

16

RDA Peel will also encourage strong partnerships across and between all three levels of government and the incorporation of a regional perspective into their individual agendas, plans and strategies while raising regional awareness of government programs and encouraging applications for support. These actions will demonstrate that RDA Peel has contributed to improved economic, environmental and social outcomes in its region. Regional Priorities In order for the Peel to achieve the change it is seeking over the next 20 to 30 years, the Peel Regional Investment Blueprint focuses on goals and strategies encompassed within five themes that are considered pivotal to the Peel’s future: 1. Thriving Industry: a broadened and diversified industry base to boost the depth and breadth of jobs and occupations across the region. 2. Agriculture and Food Innovation: increased economic expansion, market base and international competitiveness of the region’s agribusiness sector through innovation in production methods and renewable water and energy supplies. 3. Tourism Excellence: a network of adventures that attracts visitors and enables them to engage with the Peel’s natural and built attractions in a sustainable manner. 4. Capable People: the availability of an educated and highly skilled workforce with the capacity and capability to flexibly respond to workforce requirements for the future. 5. Strong and Resilient Communities: creation of support services and infrastructure that will ensure the community is strong and resilient and able to increase its participation in, and contribution to, the future development of the Peel. The Peel Regional Investment Blueprint underwent a review in the first half of 2018. Outcomes of the review process identified additional collaborative potential projects for the region:

Industry/Issue Group Outcome Lead Regional Transport Recommended the development

of a regional transport plan to identify infrastructure needs to ensure future people and freight movement requirements are met throughout the region.

Peel Regional Leaders Forum, with PDC to assist in the engagement of Stage agencies as required.

Agriculture & Food Recommended the development of a regional growers group which could then lead work focused on branding, research and growth opportunities.

Peel Regional Leaders Forum.

Employment Recommended the development of a Capability Statement to change the narrative of the region.

Mandurah Murray Employment Facilitator

17

Tourism with an environmental focus

Did not come to an agreed collaborative project or program, other than to review actions from Peel Tourism Economic Development Infrastructure strategy.

None identified.

Analysis The key economic issue for the Peel region is the continuing high population growth in the region impacting on its future sustainability. Impacts of this high population growth include: Decreasing employment self sufficiency (ESS) rate and a low employment self containment (ESC)rate This view is supported by the following data sourced from the Australian Bureau of Statistics 2016 Census. The ESS target for the region is 78.5% by 2050, and it was measured at 82% in 2006.

A rapidly ageing population People aged over 65 represent 24.8% of the Peel population. WA has 19.3% of its population aged over 65 and Australia 21.3% (ABS Census 2016).

18

Increasing pressures on local environmental assets The Peel Inlet and Harvey Estuary is a Ramsar listed wetland of international significance into which the majority of the catchment drains. The Peel Inlet has a surface area of 75 km2 and a volume of approximately 6l million cubic metres (61 000 megalitres) while the Harvey Estuary has a surface area of 61 km2 and a volume of approximately 56 million cubic metres (56 000 megalitres). There are disturbing trends in the catchment condition identified by the Peel-Harvey Catchment Council in their Natural Resource Management Plan Binjareb Boodja Landscapes 2025:

Estuary and lower river—condition snapshot (PHCC, 2011)

Asset/indicator Status Trend Reference

Estuary nutrient levels Good Likely deterioration

Lower river nutrient levels Of concern Likely deterioration

estuary algae levels Average Likely deterioration

Lower river algae Fisheries—estuary Of concern Average

Likely deterioration Likely deterioration

Rogers, Hall & Valesini (2010)

Fisheries—lower rivers Of concern Likely deterioration

dolphins Measures not available

Measures not available

Foreshore vegetation Measures not available

Measures not available

19

Catchment environmental values—condition snapshot

Asset/indicator Status Trend Reference

Natural watercourses condition (Coastal plain & wheatbelt)

Of concern Likely deterioration

Land Assessment (2005)

Drains—water quality Of concern Measures not available

Environmental Protection Authority - 2008

Wetlands—coastal plain Of concern Likely deterioration


Flora and fauna—Swan Coastal Plain Of concern Likely deterioration

Hick (2004)

Flora and fauna—Jarrah Forest Average Likely deterioration

EPA (2010b)

Flora and fauna—Avon Wheatbelt Of concern Likely deterioration

Government of Western Australia (2003)

Wheatbelt soil and land (dryland salinity) Of concern Likely deterioration (due to dryland salinity)


Other economic issues faced by the Peel region include: Low levels of post school qualification attainment. The WA Department of Training and Workforce Development identified in the Peel Workforce Development Plan that the attainment of Certificate III or IV level is the most common highest level of post-school qualification in each of the Peel local government areas, with a far larger proportion compared to higher level qualifications, such as a university degree. Of those with either Certificate III or IV level qualifications, the majority of the people were aged between 45–54 years (20.1%) and a smaller percentage (17.2%) were aged between 25–34 years. The Peel has a lower rate of Bachelor Degree and above qualifications and a higher rate of vocational attainment compared to Western Australian averages. This profile is common in many regional areas. Narrow and vulnerable industry base. It was identified in the Peel Regional Investment Blueprint to 2050 that “Since 2004, the Peel’s Nominal GRP has grown at an average annual rate of 13% per annum, compared to the State average of 11% per annum, but with significant annual variations.” This growth highlights not only the region’s exciting economic development opportunities, but also its fragility, due in no small part to its reliance on mining with fluctuating resource prices; housing construction which is dependent on fluctuating land and house values and interest rates; and retail which is heavily dependent on disposable income and population levels. “The critical imperative for the Peel is to build a strong, resilient and innovative economy that is sustainable, can meet the needs of a rapidly expanding population, respond to shifting global and regional conditions, and support the competitiveness of businesses and industries.” Low levels of innovation. The existence of this issue is supported by data from the Regional Australia Institute showing that the Peel region is ranked 20th out of 60 regions in Australia in terms of innovation and lags well behind the Perth region (ranked #1).

20

ABS data has shown a distinct decrease in the number of businesses operating in the Peel region, particularly in non-employing businesses which would include innovative start ups.

RDA Profile Key learnings from responses to the RDA Peel Customer Survey indicated the need to build community, stakeholder and Government awareness of the roles and functions of RDA Peel. Without an effective RDA operating in the region there is a probability the region will not be considered in Government decision making processes and the approach to infrastructure and service delivery will be uncoordinated and not based on needs analysis. Impact of RDA Activities on Regional Issues Activities conducted by RDA Peel in 2018-19 will have a medium to long term impact on:

• Decreasing employment self sufficiency (ESS) rate and a low employment self containment (ESC)rate

• Low levels of post school qualification attainment. • Narrow and vulnerable industry base.

The Peel Business Park, Government investment into which was advocated for by RDA, will create 33,000 new jobs in the region by 2050. Construction has commenced with Peel based company Wormall Civil selected to complete the first major civil works, including the earthworks for the Stage 1 land development and installation of underground power works. The infrastructure works are expected to create more than 300 jobs, with a further 160 permanent operational workforce jobs for the Peel region once the 120ha development area is fully operational. Once fully completed, the park will create about 2000 local jobs and inject about $1 billion into the WA economy each year. Peel Bright Minds is engaging people of all ages across the region in ESTEAM (Entrepreneurship, Science, Technology, Engineering, Arts and Mathematics) related activities, with a focus on inspiring young people to pursue a STEM related career.

21

It is not possible to quantify the extent to which these initiatives have benefitted the region at this early stage of their development. Joint initiatives RDA Peel sees its key role in implementing the Peel Regional Investment Blueprint as being the lead agency in advocating to the Australian Government for project funding and other support. This will entail advocating for financial and other support from Governments and private enterprise to implement key initiatives and projects identified by key stakeholders.

22

3. Annual Work Plan Priorities, activities and performance measures for 2019-20 were decided by the RDA Peel Committee in June 2019 and reviewed in January 2020, taking into account factors including:

• Identified Regional Priorities • The need for direct economic outcomes in relation to the RDA Charter’s specific themes; • Available resourcing; • Identified gaps in economic development activities in the region; • Strategic intent of other stakeholders; • Initiatives commenced in previous years; • Information provided at the RDA National Forum 2019 (November 2019)

Priorities and activities were refined after consultation with the Department of Infrastructure, Transport, Cities and Regional Development and other stakeholders. Summary of top strategic priorities for the 2019-20 year: 1. Identification of critical investments needed to drive development of the region. RDA Peel will consult with key stakeholders to identify the critical investments required to drive development of the region over the short (5 years), medium (10 years) and long term (10 years +). The culture of stakeholders in developing projects has not been to properly understand the problem or opportunity being addressed and to not consider all options available to respond to it before developing a concept. Additionally there was an expectation that State and Federal Governments should fund the business case as well as majority fund the project which was generally ultimately owned by the proponent as an asset. To address this RDA Peel has developed a process based on that used by Infrastructure Australia to identify infrastructure priorities. The process used to identify priority projects for the region will be: • Consultation with representative stakeholders to Identify problems and opportunities and assess which of these are most important; • Develop potential options (initiatives) to solve problems or realise opportunities and assess these options to select those with the highest net value to the Peel region; • Developing in detail the preferred options in a business case. Ideally, this would include at least two options in addition to a ‘do minimum’ base case; • Assessment of the business case by the RDA Peel Committee, which may draw on external expertise in doing so; • Review of the implemented solution to understand whether benefits have been realised as expected, whether costs estimations were accurate, and what lessons can be learnt. Projects are first identified as initiatives, and subsequently developed into projects through the development of full business cases for evaluation by RDA Peel.

23

2. Informing Governments of activities in the region. The Peel region has not been effective at highlighting its priority initiatives and projects to Governments. Generally this information is only made aware to Governments at short notice or during the lead up to elections in order to obtain funding through election commitments. It is imperative that Government policy and decision makers are aware of the nature of issues being experienced in the region and that the region has developed responses based on evidence and sound process. RDA Peel will develop a regular means of communication with State and Australian Government Ministers, Senators, Members and other decision makers to highlight progress of initiatives, projects and critical issues. 3. Influencing stakeholders, investors and Governments The Peel region has not been effective in influencing stakeholders, investors and Governments to invest in priority projects. Using the Peel Region Investment Prospectus, its associated Investor Chaperon service and regular communications to Government decision makers RDA will endeavour to increase this effectiveness. The prospectus will highlight the opportunities available for Government and private investors in existing projects, as well as highlighting areas of opportunity It will provide a basis for marketing campaigns into other regions. When appropriate RDA will lead delegations to meet with Ministers, Senators and other Government decision and policy makers to elicit both direct investment and policy support for the region’s identified responses to its critical issues. 4. Build profile of RDA Key learnings from responses to the RDA Peel Customer Survey indicated the need to build community, stakeholder and Government awareness of the roles and functions of RDA Peel. Without an effective RDA operating in the region there is a probability the region will not be considered in Government decision making processes and the approach to infrastructure and service delivery will be uncoordinated and not based on needs analysis. 5. Continue Regional Leadership Roles RDA has a lead role to play in the leadership of the region through continued representation in high level governance and strategy bodies in the region, including the Peel Regional Leaders Forum and the Peel Capability Alliance. Through this and other involvement at the regional level RDA can be well placed to ensure collaboration between stakeholders occurs, Australian Government interests are served and that delivery of infrastructure and services is coordinated and effective. RDA has also shown regional leadership to better coordinate activities and plans of stakeholders in the region through activities including development of the Peel Region Action Plan 2019-21 and then 2019 Federal Election Commitments Requests document.

24

Summary of top 5 business activities the 2019-20 year: 1. Identification of critical investments needed to drive development of the region. In order to identify the critical investments required to drive development of the region over the short (5 years), medium (10 years) and long term (10 years +) RDA Peel will:

• Represented by the Chair and Director of Regional Development (DRD), meet with State and Australian Government Senators , Ministers and Members having representational responsibility for the Peel region to ascertain their views on, and elicit support for, critical short, medium and long-term issues and opportunities;

• In partnership with other key agencies in the region, undertake a series of round table discussions to establish critical issues, ensuring a deep evidence-based understanding of the issue is developed and understood;

• Educate stakeholders on the robust process to be used for the identification priority projects; • Where requested and within the limitations imposed by its resources, assist proponents with

the development of business cases for identified priority projects. 2. Informing Governments of activities in the region. To better inform Government Ministers, Senators, Members and other decision makers on the progression of development of current and emerging initiatives, projects and critical issues RDA Peel will develop a regular communications medium with them. The information provided will ensure that Government policy and decision makers are aware of the nature of issues being experienced in the region and that the region has developed responses based on evidence and sound process. It will provide an opportunity for Governments and their program and service delivery agencies to improve their interaction and collaboration with the region. 3. Influencing stakeholders, investors and Governments RDA Peel will endeavour to influence stakeholders, investors and Governments by producing the Peel Region Investment Prospectus (completion due before June 2020). The prospectus will highlight the opportunities available for Government and private investors in existing projects, as well as highlighting areas of opportunity. In addition, the prospectus will provide a base medium for the development of marketing campaigns into specific regions or industries should there be an opportunity (resources permitting). Based on demand from stakeholders and proponents RDA Peel will encourage direct advocacy to the Australian Government from the region by leading delegations to meet with Ministers, Senators and other Government decision and policy makers to elicit both direct investment and policy support for the region’s identified responses to its critical issues.

25

4. Build the profile of RDA To ensure a clearer understanding of the roles and functions of RDA in the Peel region additional resources will need to be employed in the organisation’s communications. Activities will include:

• Creation of video content highlighting RDA members, riles and activities (to be posted to relevant media);

• Facilitation of networking events based on RDA roles and functions and Government policy; • Increased use of paid promotions on social media; • Redesign RDA website for increased engagement and marketing of RDA activities and

information for community and stakeholders. 5. Continue Regional Leadership Roles RDA will continue membership on high level governance and strategy bodies in the region, including the Peel Regional Leaders Forum and the Peel Capability Alliance. RDA will endeavour to influence regional outcomes that ensure collaboration between stakeholders occurs, Australian Government interests are served and that delivery of infrastructure and services is coordinated and effective. Other activities will include:

• Provide submissions to Australian Government inquiries. • Provide information on regional activities and competitive advantages to all levels of

government, industry, business and community sectors through effective communications.

26

4. Table of Outcomes, Activities and Performance Measures

What will we do? RDA role (Lead or Support)

Timeframe Expected Outcomes Funding Agreement Outcome No.

What did we do? Achievement against Priority Performance Measure

Strategic Objective 1. Identification of critical investments needed to drive development of the region. Meet with State and Australian Government Senators , Ministers and Members having representational responsibility for the Peel region to ascertain their views on, and elicit support for, critical short, medium and long-term issues and opportunities

Lead Ongoing Members have input into identification of critical issues. Members have the opportunity to support critical issues and priority projects.

3) Cooperative effort with all levels of government, industry, community and other regional stakeholders leads to improved economic development outcomes.

Number and nature of collaborative working groups/projects/partnerships with governments and regional stakeholders and economic development outcomes resulting from this.

In partnership with other key agencies in the region, undertake a series of round table discussions to establish critical issues, ensuring a deep evidence-based understanding of the issue is developed and understood.

Lead Ongoing Increased awareness and knowledge of critical issues

Assist proponents with the development of business cases for identified priority projects.

Lead Ongoing Increased economic development opportunities.

2) Increased trade and job creation.

Number of organisations assisted directly or indirectly including the number of potential and/or actual jobs created.

27


Timeframe Expected Outcomes Funding Agreement Outcome No. What did we do? Achievement against Priority Performance

Measure Strategic Objective 2. Better Informing Governments of activities in the region. Development of a regular communications medium with Government Ministers, Senators, Members and other decision makers to inform on the progression of development of current and emerging initiatives, projects and critical issues.

Lead Ongoing Government representatives and decision makers are informed of regional issues and priorities.

1) Increased economic opportunities and investment in Your Region.

Number of organisations or potential investors engaged and/or assisted with, and investment opportunities created.

28



Measure Strategic Objective 3. Influencing stakeholders, investors and Governments Continue development and refinement of the Peel Region Investment Prospectus by: • Conducting analysis to

ascertain opportunities for the Peel region.

• Advocacy and information provision at industry events and trade and investment shows.

• Ongoing updating of the web site to maintain currency and relevance.

• Ongoing development of web based resources.

Lead Ongoing Region is prepared for investment. Comparative advantages of the region are made aware to potential investors.



Advocacy to State and Federal Governments for investment into identified priority projects.

Lead (Federal) & Support (State)

Ongoing Public investment made into identified priority projects.



Facilitate and assist with project and business planning for identified priority projects.

Support Ongoing Identified priority projects are investment ready.

Identification of further priority projects for investment.

Support Ongoing The future of the region is planned.

29



Measure Strategic Objective 4 - Build profile of RDA Promote and disseminate information on Australian Government policies and grant programs.

Lead Ongoing Community and stakeholders are aware of opportunities.

5) Maximise access to Government programs and grants.

Number and nature of promotional channels/events.

Support community stakeholders to develop project proposals to access funding.

Lead Ongoing Capacity of community and stakeholders to successfully apply for funding is increased.

5) Maximise access to Government programs and grants.

Number of enquiries received/generated and proposals assisted with. Number and value of successful proposals. Number of organisations assisted to connect with government programs.

Maintain RDA Peel Web Site to enable improved dissemination of information and to reflect RDA roles under revised Charter.

Lead Ongoing Community and stakeholders are informed of regional activities and competitive advantages.

6) Advice supports development outcomes.

Effectiveness of communication of regional activities and competitive advantages to regional stakeholders.

30


Timeframe Expected Outcomes Funding Agreement Outcome No.

What did we do? Achievement against Priority Performance Measure

Strategic Objective 5 - Continue Regional Leadership Roles Continue involvement in Peel Regional Leaders Forum.

Support Ongoing Alignment with Australian Government policy is considered in regional decision making processes.



Continue involvement in Peel Capability Alliance.

Support Ongoing Alignment with Australian Government policy is considered in regional decision making processes.



Provide submissions to Australian Government inquiries.

Lead Ongoing Australian Government is aware of regional development issues and these are considered in policy development.

6) Advice supports development outcomes.

Number of reports or submissions to the Australian Government about critical regional development issues. Effectiveness of communication of regional activities and competitive advantages to regional stakeholders.

Provide information on regional activities and competitive advantages to all levels of government, industry, business and community sectors through effective communications.

Lead Ongoing Australian Government is aware of regional activities and competitive advantages and these are considered in policy development.

4) Achieve Government program objectives.

Evidence of identification of decentralisation opportunities and facilitation undertaken to deliver these. Number and description of initiatives to assist in the delivery of Australian Government programs

31

5. Annual Budget

RDA Name

GST Exclusive AmountsBudget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Surplus Funding carried forward from previous period (See note 1 below) $26,159 $26,159 $0

Project Funding carried forward from previous period(outlined in Schedules B & C)Insert new lines- if multiple projects

$0 $0 $0

Funding for this Period $289,072 $289,072 $0

Project Funding (Project 1) Peel Bright Minds $0 $12,000 $24,424 $51,785 $88,209 $0

Project Funding (Project 2) $0 $0 $0

Project Funding (Project 3) $0 $0 $0

Other Income $1,500 $1,500

Interest on Commonwealth funds $0 $0 $0

Total Income (A) $316,731 $0 $12,000 $0 $0 $0 $24,424 $0 $51,785 $0 $404,940 $0

% Funding Carried Forward 9% Please refer to the RDA Better Practice Guide for advice on the process for approval of any Carry-Forward greater than 15% of your previous year’s Funding.

Income

Note 1: Clause 6.16 of the Funding Agreement requires that an RDA Committee must write to the Department if more than 15% of the total Budget remains unspent at the end of the financial year and the RDA Committee wishes to treat that unspent amount as Funding for the following year. Please identify below the estimated Carry-Forward from previous years as a percentage of your previous year’s Funding. The actual carry-forward is to be confirmed in your Annual Audited Accounts. The RDA Better Practice Guide provides advice on the process for approval of Carry-Forwards greater than 15%.

Peel WA

This template is to be completed for both the Annual Business Plan and Budget and for the Annual Audited Accounts (A.4.3 of Schedule A of the Funding Agreement.) Dates should be amended as appropriate for future financial years.

Funding Sources and BudgetCommonwealth Funding

(incl. All $ in FA & Schedules)Commonwealth

3rd Party Projects State/Territory Operational State/Territory Projects Other Total

32

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Budget 1/07/19-30/06/20

Actual to 31/06/20

Project Funding carried forward from previous period(As outlined in Schedules B & C)Insert new lines- if multiple projects

$0 $0 $0

Staff Salaries (Includes allowances and leave entitlements)

$171,394 $171,394 $0

Employee Entitlements (included in staff salaries)

$0 $0 $0

Other Staff Expenses $8,700 $8,700 $0

Office Lease & Outgoings $67,631 $67,631 $0

Vehicle Costs $9,292 $9,292 $0

Operational $7,613 $7,613 $0

Financial. Legal & Professional $4,800 $4,800 $0

Marketing $2,000 $2,000 $0

Asset Acquisition $5,000 $5,000 $0

Committee costs $13,400 $13,400 $0

Other Supplementary Funding (if any) $0 $0 $0

Other Project 1 RDA Activities $26,901 $26,901 $0

Other Project 2 - Peel Bright Minds $0 $12,000 $24,424 $51,785 $88,209 $0

Other Project 3 $0 $0 $0

Total Expenditure (B) $316,731 $12,000 $0 $0 $0 $24,424 $0 $51,785 $0 $404,940 $0

SURPLUS (A-B) $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0

Expenditure Major Budget Items

Chair’s Certification:Annual Budget / Annual Audited Accounts (indicate which) Certified as Correct by:

Independent Auditor's Statement to accompany the Annual Audited Accounts: I certify that the statement of receipts and expenditure are fair and true, and that Funding and Other Contributions (if any) were held and expended by the RDA Committee in accordance with the Funding Agreement

Name of RDA Chair: ………………………………………………………………….Signature: ………….....................................................Date: ………………………………………………………………….

Name of Auditor: ...................................................................................Auditor’s Company: ...................................................................................Signature: ..................................................................................Date: ..................................................................................

GST Exclusive Amounts

Commonwealth Funding(incl. All $ in FA & Schedules)

Commonwealth 3rd Party Contracts State/Territory Operational State/Territory Projects Other Total

business plan july 1st 2019– june 30th 2020

Documents