community development plan - amrshire.wa.gov.au · • community development plan - research and...

COMMUNITY DEVELOPMENT PLAN

A five year plan for strengthening and connecting the community

Connected from Land to Sea 2008 - 2013

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TABLE OF CONTENTS

MESSAGE FROM THE SHIRE PRESIDENT 4EXECUTIVE SUMMARY 5INTRODUCTION 8 3.1 Why Develop A Community Development Plan? 8 3.2 Strategic Context 8 3.3 Structure Of The Community Development Plan 8

3.4 Terms And Acronyms 8

BACKGROUND 9 4.1 What Is Community? 9 4.2 What Is Community Development? 9 4.3 Link To Economic Development 11

GOALS AND OBJECTIVES 12SHIRE ROLE IN COMMUNITY DEVELOPMENT 13KEY FINDINGS AND RECOMMENDATIONS 14 7.1 Communication & Engagement 14 7.2 Community Infrastructure 17 7.3 Community Participation / Activation 18 7.4 Community Services 20 7.5 Organisational Planning And Development 22

FINANCIAL IMPLICATIONS 28GLOSSARY OF TERMS 30TABLE OF ACRONYMS 31ACKNOWLEDGEMENTS 32REFERENCES 33ACTION PLAN 34 Year 1 – 2008 - 2009 34 Year 2 – 2009 - 2010 36 Year 3 – 2010 - 2011 38 Year 4 – 2011 - 2012 40 Year 5 – 2012 - 2013 42

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ATTACHMENTS ATTACHMENT 1 RESEARCH & CONSULTATION SUMMARY

LIST OF TABLES 1. Community Development Activities And Measures 10 2. Goals And Objectives 12 3 . Communication And Engagment 14 4. Community Infrastructure 17 5. Community Participation / Activation 18 6. Five Year Cultural Plan And Cdp Alignment 20 7. Community Services 20 8. Organisational Planning And Development 22 9. Community Development Roles And Responsibilities - Current Versus Proposed 25 10. Community Development Focus Areas - Current Versus - Proposed 26 11. Estimate Of Investment Required 29 12. Table Of Acronyms 31

LIST OF DIAGRAMS Plan Linkages 24

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MESSAGE FROM THE SHIRE PRESIDENT

The Shire of Augusta-Margaret River has experienced significant population growth for more than a decade. With this situation likely to continue into the foreseeable future it is important we take steps to not only manage this growth but be proactive in working with the community to maintain our prosperity while retaining diversity in opportunity for people to live, learn, work and relax.

As well as the main towns of Augusta, Cowaramup and Margaret River there are a number of smaller settlements throughout the district, each with differing priorities and needs, but all contributing towards the shire’s economic and social fabric. A challenge for Council is to acknowledge and support these differences while working to develop opportunities for the broader community of Augusta-Margaret River.

As the trend grows for people seeking alternative lifestyle opportunities away from the metropolitan area the shire will continue to face the impacts of demand for housing and land. This growth places immense pressures on the community therefore it is important that the Council builds and enhances a culture which nurtures a sense of community as the population grows, demographics change and new ideas and expectations become evident.

In 2005 - 2006 the Council consulted widely with the Augusta-Margaret River community and adopted its Strategic Plan. A key aspect of the Strategic Plan is to develop and resource community development opportunities which will ‘add value and be valued’ by the community. To help achieve this strategy the Shire has undertaken the development of its first Community Development Plan: ‘Connected from Land to Sea’ 2008 – 2013. This process involved a dialogue with members of the community and other key stakeholders to ensure the Plan’s outcomes addressed local ideas, passions and concerns, while adding value and strength to the broader shire community.

The Plan, like the community it was developed to serve, will change over its five year life as community priorities change. To maintain its relevance a process of review will be important. The Plan is not the end of the process to achieve the Council’s community development strategy, but a guiding document which will be the basis for decisions about priorities and resourcing for the Shire’s community development initiatives.

The involvement of many community members in the process of developing the Plan has been very important. I believe the outcome will add value because of your involvement. Thank you.

Steve Harrison Shire President September 2008

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EXECUTIVE SUMMARY

encompasses the following two documents:

Community Development Plan (this •document)Community Development Plan - Research and •Consultation Summary (Attachment 1).

Consultation OutcomesDevelopment of this Plan required engagement with the community. Extensive input was achieved through a variety of opportunities. This included:

• Three(3)qualitativeworkshops• Ashirewidesurvey• Facetofaceinterviews• Officerworkshop/feedback• Websiteandnewspaperengagement• CouncilorWorkshop.

Consultation feedback identified that Augusta-Margaret River is home to over 10,000 people, who strongly value:

The natural amenities •The community infrastructure•Their lifestyle•The community spirit to which they •contribute.

IntroductionandBackgroundWhen Council produced the Shire’s StrategicPlan in 2006 it recognised the need to value and embrace its rich and diverse communityby making a commitment to support andresource community development initiatives. The Community Development Plan: ‘Connected from Land to Sea’ 2008 – 2013 (the Plan) hasbeenproducedtoprovidea focuseddirectiontothe Shire of Augusta-Margaret River (AMRSC) Community Development Business Unit (CDBU) forthenextfiveyears.

In particular the Plan will: Defineandexplaintheconceptofcommunity•developmentClarify the role of the Shire in regards to •community developmentProvide clear direction for the Shire’s•Community Development Business UnitBe derived from consultation with the •communityandotherstakeholdersInform decision making about priorities•and resourcing for community development initiatives Help to consolidate existing plans and •documents.

The overarching Community Development Plan: ‘ConnectedfromLandtoSea’2008–2013

GoalsandObjectivesFivekeythemesorGoalareasemergedfromtheconsultationprocessforintegrationintotheCommunityDevelopment Plan.

GOAL OBJECTIVES

Communication &Engagement

To clearly articulate community development concepts and initiatives•Todeveloplocalownershipandcommunitydecisionmakingincommunity•developmentinitiatives/planningTo promote civic pride•

Community Infrastructure

To provide a range of accessible, well maintained and appropriately•planned community infrastructure

Community Participation/

Activation

To support community groups / clubs / individuals that contribute to•communityparticipation/activationTo increaseopportunities for positive social interactionand celebration•within the community

Community Services To assist in enabling the provision of adequate services to the•community

Organisational Developement &

Planning

To continue to improve internal operations to support our function•Todevelopframeworksthatguidepriorities•

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EXECUTIVE SUMMARY

FocusAreasInlinewithmeetingtheexpectationsandneedsofthecommunityasidentifiedthroughtheconsultationprocess,itisproposedthattheCDBUengagethefollowingkeyFocusAreasfrom2009/2010

CURRENTCDBUFOCUSAREAS PROPOSEDCDBUFOCUSAREAS

Arts and Culture Arts and Culture

Seniors Seniors

DisabilityAccessandInclusion DisabilityAccessandInclusion

Community Events Community Events

EconomicDevelopment(Linkages) EconomicDevelopment(Linkages)

CommunityDevelopmentFund CommunityDevelopmentFund

Youth Youth

Community Safety and Crime Prevention Community Safety and Crime Prevention

CommunityHallsandFacilities CommunityFacilitiesManagement

Engaging/DevelopmentofCommunityGroups CommunityFacilityPlanning

CommunityNetworkForums&Newsletters

Community Group Development Program

Volunteers Program

Families

Community Partnership Program

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EXECUTIVE SUMMARY

staffing levels to achieve a growing number ofoutcomes and to meet increasing community expectationsisunsustainable.

To remedy this situation, and to increase the numberandqualityofoutcomesbeingachievedby the CDBU, additional human resources arerequired.

Review and ImprovementsThis strategic document will provide short and medium term direction to the Shire to build onexisting strengths within the community. By endorsing the Community Development Plan theCouncilhastakenasignificantsteptowardsstrengthening the capacity of its community.

A community changes over time as people come and go and society undergoes changes. To remain effectiveasatoolwhichensurestheShireworkscollaborativelyandeffectivelywithotherstobuildon the things important to the community, the Plan willneedtoberevisitedandwillchangeoveritsfiveyearlife.ThereviewofthePlanwillrequireongoing consultation and research to occur in the future.

RoleoftheShire’sCommunityDevelopment Business Unit Roles which the CDBU will undertake in ordertoachieveoutcomeswithin identifiedGoalsandFocusAreasinclude:

• Leadership• Coordination/Partnerships• PolicyandPlanning• AdvocacyandSupport• ServiceandFacilityProvision.

Over the lifecycle of each community development initiative, the CDBU will undertake a variety ofroles. For example, where initially a Leadershiprolemay be undertaken to assist a program tobe established and operating effectively, onceestablished the role of the CDBU may thenchange to one of Advocacy and Support. There mayalsobeoccasions,duetoaperceivedgaporCouncil decision, when the CDBU may engage a service provision role (e.g. Youth). Byworkinginpartnershipwithstakeholders,acrossavarietyof roles, the CDBUwill be able to increase thenumber and effectiveness of outcomes beingachieved.

Resourcing the Community Development PlanTheShire’sCDBUcompetesforinternalresourceswith a very broad range of local governmentservices, functions and activities. It is essential thatitisabletodemonstratethevalueofitseffortand produces outcomes for the resources applied. Allocation of adequate funding to support the Plan will allow the role of community development to emergeandmomentumtobeachieved.

SuccessofthePlanwilltoalargeextentbedecidedbytheresourceswhichareprovidedtomatchtherecommendedactions.Iffundingisnotavailablesome of the priorities or the timing of the planned outcomesmayneedtobereviewed.

At present there are two qualified Full TimeEquivalentStaff (FTE’s) supportedby aBursary(Training) role to deliver community development outcomes. The review has found that in relation to the human resources, these are inadequate to successfully fulfill statedoutcomes in currentplans and policies. This is not to say that the currentresourcesare‘unsuccessful’atdeliveringoutcomes, moreover that the capacity of current

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INTRODUCTION

hospitality, retail trade, agriculture, forestry and fishing.Thisensuresadiversityofopportunityforthe people who choose to live here.

TheCouncil’svisionfortheAMRSCisaworldclasslifestyle community which is recognised for:

The high quality of life that can be enjoyed•by our residents and visitors who value theuniqueandbeautifulenvironmentA successful and prosperous community with •diversity in opportunity offered for people to live,learn,workandrelaxThe value placed on diversity and safety within •our communityA well managed responsive and adaptive local •government which provides strong, visionary and democratic leadership.

Astrategyadoptedby theCouncil is todevelopand resource community development initiatives. The Plan was prepared through consultation with internal (Shire staff) and external (community) stakeholders. The outcome is the Shire’s firstCommunity Development Plan. It is central to the Shire’s approach that community developmentinitiatives in the Plan are focused on achieving outcomesthatreflectcommunityneedsandaddvalue to the local area.

3.3 STRUCTUREOFTHECOMMUNITY DEVELOPMENT PLANThe overarching Community Development Plan: ‘Connected from Land to Sea’ 2008 – 2013,was co-produced by Stephen Goode Consulting(SGC) and the Shire of Augusta Margaret River Community Development Business Unit. The community consultations, research and projectplanning was developed by SGC while ongoingreviewandfeedbackwasprovidedbybothpartiesindevelopmentofthefinalproductcomprising:

Community Development Plan (this •document)Community Development Plan - Research and •Consultation Summary (Attachment 1).

3.4 TERMSANDACRONYMSThis Plan has been prepared with the goalof continued community engagement. Withthis in mind, the information is intended to beunderstandable for non-professional users.Community development does have a “language

3.1 WHYDEVELOPACOMMUNITY DEVELOPMENT PLAN?In any community there are competing interests, needs and expectations requiring ongoing attention. There are also community and individual skills, assets, resources and servicesavailable to the community. The challenge forlocal government is to identify and prioritise whichoftheseneeds/gapsshouldbeaddressed,whatassetsstrengthenedandmobilised,whowillbe responsible,whatwill it cost,andwhere theresources will come from.

To assist this process, the Shire has developed a Community Development Plan which will:

Defineandexplaintheconceptofcommunity•developmentClarify the role of the Shire in regards to •community development ProvidecleardirectionforShire’sCommunity•Development Business UnitBe derived from consultation with the •communityandotherstakeholdersInform decision making about priorities•and resourcing for community development initiatives Help to consolidate existing plans and •documents.

The Department of Planning and Community Development in Victoria suggests that the objectiveofsuchaplanistoproducesomeorallofthefollowingbenefitsforthecommunity:

• Agreatersenseofsafety• Improvedhealthstatus• Improvedsenseofcontrolovertheirlife• Tofeelvalued• Moreinvolvementinciviclife1

3.2 STRATEGICCONTEXTMargaret River is a well known “brand name”,recognised not only within Western Australiabut also nationally and internationally as beinganenviableregionwithahostofcharacteristicswhichtogethermakethelifestyleworldclass.The Shire of Augusta-Margaret River (AMRSC) isapicturesqueandexpansiveareathatboastsnatural attractions such as caves, beaches,surfing,Karri forestsandfishing.Ithasawell-knownwineindustryandiconicfeaturessuchasthe Leeuwin Lighthouse, Masters International SurfingandWineandFoodFestivals.Industriesand business in the shire include tourism and1. source : www.dvc.vic.gov.au

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makingThe capacity for collective action to achieve •the development of new projects, activitiesand other opportunitiesAccesstoinformationandknowledge•Opportunities for collaboration to achieve•common goalsShared community pride and the development •of neighbourhood capacities for problem-solving.

The Department of Planning and Community Development in Victoria defines communitystrengthening as

“… a sustained effort to increase involvement and partnership among members of a community to achieve common objectives. It involves local people, community organisations, government, business and philanthropic organisations working together to achieve agreed social, economic and environmental outcomes.”

BACKGROUND

of its own” and there are many acronyms incommon use. To assist readers there is a Glossary ofTermsandaTableofAcronymsincludedinthisreport.

4.1 WHATISCOMMUNITY?A strong vibrant community is one that hasand supports social networks, creates economicadvantage, shares common values, allows for and encouragesculturalandsocialexpression,isableto encourage and accept diversity of interests and opinion, cares for its people and strives for personal, inter-personal and civic participation.

‘Community’ in the context of communitydevelopment can be interpreted as a group ofpeople with some common identity and connection whichmaybebasedonanynumberof factors.Examples include:

Geographic location – State, region, town,•suburb,streetCulturalidentity–ethnicity,age,religion•Social connections – workplace, sports and•hobbies,clubsandgroups,politicalaffiliationSpecialinterests–industry,housing,disability,•gender.

In this context almost everybody will belongto more than one community. It can be seenthat Augusta - Margaret River is more than one community standing alone. Rather it comprises many independent and inter-dependent communities. This is a complexity for community development which should be recognised whendiscussing, planning and implementing community strengthening initiatives.

4.2WHATISCOMMUNITYDEVELOPMENT? Community development is also referred to as communitybuilding.Thisisaprocessthathelpstostrengthenthecommunityandcontributestocreatingasenseofbelongingandwellbeing. Itunitestheeffortsofpeople inthebelief thatbyworkingtogethermorecanbeachievedwhichwillbenefitallpartsofthecommunity.

Community development initiatives provide the community with:

Opportunitiesforparticipation/interaction•Opportunitiestobeinvolvedinlocaldecision•

2. source : www.dvc.vic.gov.au

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BACKGROUND

COMMUNITY DEVELOPMENT ACTIVITIES AND MEASURES

COMMUNITY DEVELOPMENT ACTIVITIES HOWCANWEMEASURETHEIRIMPACT

Community programs, activities, events, festivals.

Stakeholder satisfaction (as measured in•surveys)Local pride (attendance at events, training, •seminars)Number of partnerships developed and•maintainedSupport funding received•

Supportingcommunitygroups/clubs/volunteers

Number of social assets (number of groups,•clubs,eventsandvolunteersperpopulation)Numberofinitiativesimplemented•Numberofpeopleattendingworkshops•

Community Safety initiativesImproved community safety measured by•annual surveyVandalism/Graffitilevels•

Partnerships

Numberofpartnershipsandprojectsdeveloped•/sustainedEconomic / social activity generated from•partnershipsAmount of resource sharing•Outcomes achieved•

Community engagement Numberofconsultationsandinitiatives•Plans derived from consultations•

Support (community) Services Numberofservicesavailable•Ongoingsustainabilityofservices•

NetworkopportunitiesNumberofnetworkcommittees/forums•Number of initiatives resulting from•networking

Facilityprovisionforinteraction

Number of physical assets in good condition•(numberofcommunityinfrastructuresuchasrec. centre, halls, public art etc, as per thestandard and the reported condition)

Thereareanumberofactivitiesthatcontributetowardscommunitydevelopmentandanumberofwaystheirimpact(oreffectiveness)canbemeasured.PleaserefertoTable1.

TABLE 1:

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BACKGROUND

developmentachievements/outcomesallenhancea local economy and its future prosperity, either directly or indirectly. Examples include increased visitor frequency and length of stay, higher satisfaction levels and greater destination spend. This also includes attraction of new residents, investment of new business opportunities withflowon impacts foremploymentandassociatedindustries.

Local and regionally significant community•events, festivals and activitiesSkilled,effectiveandactivecommunitygroups•/volunteersIconic public art installations and cultural•events Supportedandconnectedcommunitymembers•/groups/volunteersA safe community•Well maintained, affordable and accessible•facilities for all demographicsYoung people that are actively engaged and •developedSeniors are respected and valued•Consideration provided for access and inclusion •needs.

4.3 LINKTOECONOMICDEVELOPMENTA clear link has been established between thebuilding of community capacity and economicdevelopment outcomes. An effective community development focus can build innovation andcommunity self reliance – key elements incommunities which are distinguished by theireconomic vitality.

“Innovation in rural towns is a result of both situation and of people. Some towns have a particular set of attributes that give them an edge. It might be a combination of circumstances, like being on a particular highway, having an attractive natural resource nearby, being a resource centre for a strong primary industry, or even operating the town in a particular way. In addition, the people in some communities seem to be what make the difference. This raises the obvious questions of whether there are (a) situations that favour one town over another, and (b) something about the people who prefer to live in rural towns that leads to innovation, or to conservatism and resistance to change. If these contextual and personal characteristics could be better understood, more effective social and political management and policy development could be implemented. “ 3

AMRSC has an enviable opportunity. MargaretRiverisaworldclass“brandname”andtheshirecommunity is active and diverse. If the social capital is built effectively through the initiativesof the Community Development Plan associated economic opportunities will emerge to strengthen the local economy.

In simple terms, the following community

3. Why Some Towns Thrive While other Languish, Plowman et al, Dec 2003

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GOALS AND OBJECTIVES

The research and consultation undertaken identified a number of key issues for the Shire inrelation to community development. These have been detailed in the section Key Findings andRecommendations.

InorderfortheCDBUtoaddresstheseissues,five(5)Goalareasencompassingnine(9)Objectiveswerecreated(asshowninTable2).TheGoalswillbeengagedacrosskeyFocusAreasincludingarts/culture,youth,communitysafetyandcrimeprevention,seniors,events,disabilityaccessandinclusion,community facility planning and management, community funding, community group and volunteer development, families, economic development and events.

TABLE 2:

GOAL OBJECTIVES

COMMUNICATION & ENGAGEMENT

To clearly articulate community development •concepts and initiatives

To develop local ownership and community •decision making in community developmentinitiatives/planningTo promote civic pride•

COMMUNITYINFRASTRUCTURETo provide a range of accessible, well•maintained and appropriately planned community infrastructure

COMMUNITYPARTICIPATION/ACTIVATION

To support community groups / clubs /•individuals that contribute to communityparticipation/activation

To increase opportunities for positive social •interaction and celebration within thecommunity

COMMUNITY SERVICES Toassistinenablingtheprovisionofadequate•services to the community

ORGANISATIONAL DEVELOPMENT & PLANNINGTo continue to improve internal operations to •support our function

Todevelopframeworksthatguidepriorities•

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Theroleoflocalgovernmentdiffersbetweeneachauthorityandisgenerallybasedonitscommunitystrengthsandneeds.IntermsoftheCDBUachievingitsgoalsandobjectives,itisimportantthattheShire’sroleisclearlyarticulated.

TheAMRSChasasmallteamofofficerswhoareresponsibleforthecommunitydevelopmentfunctionsof the Shire; the CDBU.

ToascertainthemostappropriateapproachforanygivenGoalandObjective,theCDBUmayadoptanyof the following Roles.

ItisimportanttonotehoweverthattheShire’srolecananddoeschangeoverthelifecycleofaproject,program or service. For example, where initially a Leadership rolemay be undertaken to assist aprogramtobeestablishedandoperatingeffectively,onceestablishedtheroleoftheCDBUmaythenchange to one of Advocacy and Support.

LeadershipToprovidestrategicleadershipintheareaofcommunitydevelopmentbytakinganactiveroleinmobilisingcommunity assets, identifying gaps and facilitating solutions. An important outcome of effective communitydevelopmentistoestablishtheconceptofleadershipasasharedactivity–emphasising‘we’andmovingawayfrom‘me’,therebyreducingtheexpectationthattheleaderwillalwaysdoforandonbehalfofothers.

Coordination/PartnershipsDevelopandmaintain relationsbetweenorganisations toensure thatserviceprovision ismaximisedwithin the Shire. The CDBU will also identify potential partners and sponsors to fund new initiatives and tocollaborateontheprovisionofcommunityservices.

Policy & PlanningTo provide clear and transparent processes upon which decisions are made. In particular, a structured approachtoprioritisingandaddressingperceivedneedswillbeprovided.Insomecasesitwillalsobeimportantforpoliciestobereviewedandupdatedornewpoliciesdevelopedtoassistworkpractices.

Advocacy & Support (support, encourage, promote)Toprovideamechanismforindividualsandcommunitiestoexpressthemselvesandpossiblynegotiateontheirbehalfforresources,fundingandrecognitionwiththeaimofsupportingindividualsandcommunitiestoflourish.

Service&FacilityProvisionToprovidelimitedservices(programs&events)and/orfacilities(infrastructure)eitherentirelyorinpartnershipwithgovernment,communityorbusiness.

SHIRE ROLE IN COMMUNITY DEVELOPMENT

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KEY FINDINGS AND RECOMMENDATIONS

KEYFINDINGSINDENTIFIED

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7.1.1Needtounderstandcommunityexpectations/meetingexpectations of the diverse community

7.1.2Raisingtheawareness/buildtheprofileofcommunitydevelopment

7.1.3IntegrationofCDthroughouttheorganisation

7.1.4NeedforclearcommunicationoftheDisabilityAccess&Inclusion Plan

7.1.5Needtocommunicateandpromotecivicpride

7.1.6Needtopromoteabalancedfocus

7.1.7Effectivelyengagingwithstakeholders

7.1 COMMUNICATION & ENGAGEMENT

TABLE3(Shadedareaindicatesfromwhichsourcethefindingwasobtained)

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7.1.3IntegrationofCommunityDevelopment throughout the organisation

The Community Development Business Unit appears to operate in isolation from the rest of theorganisationwhereasultimatelyitshouldbeaconcept that is considered through all aspects of theShire.TheCDPshouldbeusedtoinfluencethe way the Shire interacts with its community.

Recommendation: Incorporate an internal focus in the Communications Strategy.

7.1.4NeedforclearcommunicationoftheDisabilityAccess&InclusionPlan(DA&IP)

Manyof theactions in theDA&IParebasedoncommunication,forexample,brochures,signageand internal communications with the Shire’sbuilding and maintenance staff. The Plan hasbudgetramificationswithexpenditureintheareasofsignage,stafftraining,buildingrenovationsandso on.

Recommendation: Form an internal working team and develop a prioritised schedule of works to implement the Disability Access and Inclusion Plan.

7.1.5Needtocommunicateandpromotecivic pride

Workshop feedback revealed attendees havea sense of civic pride that they would like tocommemorate.Civicprideprojectscanpreserveand commemorate heritage whilst at the same timerevitalisingstreetsandpublicopenspaces.Suggestions from residents included publicart, entry statements to the Shire (ie signage, artworks)andfestivals.

Recommendation: Develop a policy for public art and seek funding partners to support seed funding from the Shire.

7.1.1 Need to understand community expectations/meetingexpectationsofthe diverse community

Internalstakeholdersraisedthispointasthesinglebiggest issue facing their organisation in termsof delivering community development initiatives. Coupled with this, they felt meeting the needs of the diverse and growing population was a challenge,howeverthesehavebeenseparatedastwo issues with the latter addressed under point 7.5.3.

In terms of item 7.1.1, the CDBU team will need to implement an effective communications strategy that includesdefiningtheirroletostakeholders;offering opportunities for open dialogue and feedback; and networking with organisations.JohnMartinreferstonetworkingasacentralpartof the innovation process,

‘…Strong ties to other organisations mitigate uncertainty and promotes adaption by increasing communication and information sharing ’.4

Recommendation: Develop and implement a Communication Strategy (incorporating community networking forums, community newsletter, Community Development brochure / Plan, print ads, email database, mail out database).

7.1.2Raisingtheawareness/buildtheprofileofcommunitydevelopment

This finding relates to point 7.1.1 and wasidentified through the workshops and survey,and supported by staff feedback. Without itsstakeholders understanding the role of theCommunity Development Business Unit, there is uncertainty about direction and confusion as towhatitshouldbedelivering.AwellimplementedcommunicationstrategythatclearlydefineswhatCommunityDevelopment isand theShire’s role(through the CDP) is crucial (Please refer to item 7.1.1).

Recommendation: As per 7.1.1 plus conduct regular research / consultation.


4. Economic and Community Development through Innovative Local Government. J. Martin

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7.1.7 Effectively engaging with stakeholders

ResidentsexpressedtheirdesiretobeconsultedbytheShire,believingitwouldmaketheshireabetterplaceforall.Someexamplesofcommentsare:

“AvoiceforresidentswhichisheardbyShire”“MoreopenCouncil”“Empoweringcommunitymembersinthedecisionmakingprocess”

It isnotuncommon forcommunitymembers tofeel there isa lackofengagementbetween thelocalgovernmentandstakeholders.Thisoccursevenwhenthereisaveryclearcommitmentbythe Council. The perception gap often occurs because the local government does not have acohesive and clear consultation and engagement plan which stakeholders can understand. It isvital to close the gap between perceptions andreality. Thismaybeachievedbyreviewingandupdating the consultation and engagement policy and practice.

Recommendation: Review the ‘Consultation’ policy and practice.

7.1.6Needtopromoteabalancedfocus

Survey respondents and workshop attendeesvoicedtheirconcernabouttheinequitybetweenMargaret River and Augusta, believing thatAugusta received distinctly less Council attention. Interestingly the Cowaramup community members were less inclined to this view. In acommunity development sense however it is not somuchwhetherornotthereisaninequity–theperception isrealandneedstobeaddressedtocreatetheenvironmentforbuildingsocialcapital.Margaret River is the largest town in terms of populationandencompassesthecentralbusinessdistrictandcouldbeconsideredahub;howeveranequitableapproachneedstobeconsideredbythe Shire.

Recommendation: The concern about equity between Margaret River and other centres should be recognised and when developing strategies to achieve the actions of the Community Development Plan, an equitable approach needs to be considered.

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7.2.1 Need to maintain current facilities to a satisfactory level

7.2.2Fundingforcommunityfacilityprovisionbydevelopers

7.2.3Needforadditionalfacilities

7.2.4Provisionforhealth,childcareandotherrelevantfamilyfacilities

7.2.5Hallsrequiringattention(upgrade/redevelop)–butmaintainforcultural/heritagevalue

7.2COMMUNITYINFRASTRUCTURE

TABLE4(Shadedareaindicatesfromwhichsourcethefindingwasobtained)

7.2.1 Need to maintain current facilities to a satisfactory level

7.2.2 Fundingforcommunityfacilityprovisionbydevelopers

7.2.3 Needforadditionalfacilities

7.2.4 Provisionforhealth,childcareandotherrelevantfamilyfacilities

7.2.5 CommunityHallsrequiringupgrading

Theaboveissuesareaddressedasfollows:

TheShire’sDraftCommunityFacilitiesPlan(CFP)wasdevelopedinApril2008anddetailstherequiredfacilities along with a suggested approach and potential funding sources. The document is supported byresidents’feedbackwith50%ofsurveyrespondentsbelievingthattherewasaneedforadditionalcommunityinfrastructurewithintheshire.Manyofthesefacilitiesincludegeneralpublicamenitiestoimprovepublicspaces,whiletoiletsalsofeaturedasanissueinallareasofresearch.

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toilets(infactalmosthalfofthe16.3%relatedtopublicamenities).AsstatedinthedraftCFP,“theprovision of appropriately planned community infrastructure assists the Shire with achieving its vision.” The Draft Plan’s ‘Community FacilitiesPlanning Cycle’ places emphasis on planning,implementing, maintaining and enhancing.

Recommendation: CDBU to work in partnership with an Internal Community Facilities Team (representatives from finance, maintenance, recreation, libraries, planning, infrastructure and CDBU) to develop a plan for capital works and maintenance that prioritises the recommendations from the draft CFP (Link all future developments with the DA&IP requirements for new buildings).

Other community facility suggestions from residents were categorised under the following headings:

sport / recreation; arts / culture; beaches;•environmental; family / children; seniors;young people; transport; and technology

Feedbackfromsurveyrespondentsandworkshopattendees included concerns regarding the maintenance of the Shire’s current communityassets. TheCFPassessmentoftheconditionofthe Shire’s facilities found 16.3% to be in poorconditionand11.3%inaveragecondition.Oneofthe main themes emerging from the consultation relatestothestateofandlackofShirepublic

7.3COMMUNITYPARTICIPATION/ACTIVATIONTABLE5(Shaded&checkboxareaindicatesfromwhichsourcethefindingwasobtained)


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7.3.1Importanceofyouthfocusedprograms

7.3.2Needformorecommunity/socialactivitiesandevents

7.3.3Largenumberofcommunitygroupscontributingtocommunity’scapacity

7.3.4LargevolunteercommunityintheShire

7.3.5FiveYearCulturalPlan

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CommunityFundingProgramcouldbeincreasedto offer seed (start up) funding to community groups to initiate new events.

Recommendation: a) Develop a community events calendar b) Consider increasing the annual allocation of Community Development Funding in year 2

7.3.3Largenumberofcommunitygroupscontributingtocommunity’scapacity

TheCommunitySurveyrevealedaverysignificant80% of respondents belonging to a communitygroup/club,withthelargestproportioninvolvedinsporting/recreationclubs.TheShire’sinitiativeinfosteringsupport,skillsdevelopmentandaccessto facilities will contribute to the sustainabilityof theseclubs /groupsand the individuals thatbelongtothem.

Recommendation: Develop and implement a suite of opportunities for community clubs/groups including the Community Development Fund, community newsletter (promotion / information), community network forums, and training.

7.3.4LargevolunteercommunityintheShire

According to the results of the Community Survey, the level of volunteerism in the Shire (60%) iswellabovethestatenon-metroaverageof45%.Effortsshouldbemadetomaintainthis levelasthecommunitybenefitsthroughincreasedsocialcohesiveness and the strengthening of community spirit.

Recommendation: Develop and implement a suite of opportunities to support and promote volunteering in the Shire, e.g. Training, ‘Thank You’ Event, awards, community network forums, community newsletter (information / promotion).

7.3.5FiveYearCulturalPlan

TheFiveYearCulturalPlanevolvedfromanoriginalreportproducedbyCommunityArtsNetworkWA(CANWA)in2003-2004.ThemainconcernwasthattheShire’sresourcecapacitieswerenottakeninto account, and as a consequence the cost for theimplementationoftheplanwasnotbudgetedfor.

While Council did not endorse the Five YearCultural Plan, since 2006 the Shire has provided

7.3.1Importanceofyouthfocusedprograms

Shirestafffeedbackratedtheirdeliveryofyouthprograms as the third biggest issue facing theShire, which is supported by the communityconsultation(43%ofsurveyrespondentswantedto see more activities for young people) and the Community Safety and Crime Prevention Plan (CS&CPP).

Demographics for the shire however indicate a relatively low proportion of 15 to 25 year oldscompared to the state average, so whilst emphasis and resources should be maintained on thisgroup,theprogramsshouldbeclearlylinkedwiththe CS&CPP and outsourcing for service providers shouldbesought.ThiswillallowfundingsourcestoincreasethroughtheOfficeforCrimePreventionand minimise internal resource allocation (i.e. theShire’sresourcesshouldbefocusedtowardsidentifying partnerships with other youth program providers for example, the Salvation Army and other Churches, or other organisations such as PCYC) to support their provision of programs as opposedtobeingthedirectprogramprovider.

Recommendation: Review the Youth Plan which considers sourcing partnerships to provide youth services.

7.3.2Needformorecommunity/socialactivities and events

Community consultation revealed that over 50%ofsurveyrespondentswantedtoseemorecommunity events and activities. This was also highlightedasafavourableresponsewhenasked‘Whatdoyoubelievewillassistinsupportingthecommunityandmakingitabetterplaceforall?’Some of the responses included;

• “Moresocialeventsandmusiceventswhicharesafeforallpeople”

• “Moresocialevents”• “Another weekly / fortnightly market NOT

aimed at tourists. Generally more services &activitiesforthelocals”

• “Morecommunityevents”• “Morefestivalstopromotedifferentevents

withintheregion”• “Moreactivitiesforyoungpeople”

Community events are an excellent tool for celebratingwhatacommunityvalues,promotingthe uniqueness of an area, and to build uprelationshipsbetweengroupsandorganisations.In the second year of the CDP, the Shire’s


20


As part of the CDP, it has been proposed thata policy position on Cultural Development beconsidered within the next two years.

TABLE 6

FiveYearCulturalPlan CDP

DevelopArts/EventsCalender

seepoint7.3.2

EstablishArtsGrants Seepoint7.3.3(Community DevelopmentFund

Community Transport Seepoint7.4.3

Recommendation: Communicate the CDP actions (in particular those that refer to 7.3.5 and 7.2.1 - 7.2.5) to Arts Groups.

$45,000 annually to Arts Margaret River tosupport employment of a Technical Officer andAdministration Assistant, plus free rental and utilities at the Margaret River Cultural Centre (MRCC).TheShirehasalsobeenverysupportiveof capital works requests for the MRCC withapproximately$40,000fundingprovided.

InexchangefortheShire’ssupport,ArtsMargaretRiver provided a commitment to oversee all MRCC bookings, advertise and promote eventsplus control ticketing and sales and to providetechnical support for cultural centre events and performances.

The Cultural Plan however does contain strategies that are supportedby the consultationfindings.ThestrategiesoftheFiveYearCulturalPlanthatsupporttheCDParelistedinTable6.

7.4COMMUNITYSERVICESTABLE 7(Shadedareaindicatesfromwhichsourcethefindingwasobtained)


CDSTAFF

EXTERNAL

STAKEHOLDER

WORKSHOP

EXTERNAL

STAKEHOLDER

SU

RVEY

INFORMATION

REVIEW

COMMUNITY SERVICES

7.4.1Possibleneedformoreaffordablehousing

7.4.2Possibleneedforadditionalchildcareservices

7.4.3Needtoconsidermorelocalpublictransportation

7.4.4CurrentservicedeliverybytheShire

21

7.4.4CurrentservicedeliverybytheShire

The review of literature revealed that the Shire is currently offering relevant services to the community that could be further developed tosupport priority areas. These are the Youth Zone RoomandtheCommunityDevelopmentFund.

Recommendation: Youth Zone Room (see point 7.3.1)Community Development Fund (see point 7.3.3 & 7.3.5)

7.4.1Possibleneedformoreaffordablehousing

This was raised in both theworkshops and thesurvey and is generally speaking a nation-wideissue. Rather than direct service provider, the Shire’sprimeroleherecouldbetoadvocateandsupport for research to identify needs (planning) and shortfalls in service delivery, then investigate linksbetweenorganisationsandindividuals.Thefocusheremaybeto increasetheopportunitiesto better access theStateGovernment servicesavailable. The Shire must also ensure that itdoes not build any impediments into planningrequirements which hinder efforts to address affordability.

Recommendation: To advocate and support further research (through consultation and networking) to assist the development of a Shire policy position on affordable housing.

7.4.2Possibleneedforadditionalchildcare services

The need for additional child care services is highlightedintheCFPinadditiontotheCommunitySurvey. The issue of not enough child care services is considered a nation wide issue and the provision of places overlaps local, state and federal governments. The Shire has a direct provider role in child care services through the Margaret River Recreation Centre. Its current involvement should not necessarily lead to expansion in that capacity. There is an opportunity for the AMRSC totakealeadershipandcoordinationrolesimilartopoint7.4.1.

Recommendation: To advocate and support further research (through consultation and networking) to assist development of a Shire policy position on child care services.

7.4.3Needtoconsidermorelocalpublictransportation

Identified throughout the consultation as acommunity benefit, contributing to communityactivation and participation. The example of the “beachbus”initiativewaswellregarded.Thisisa service that the communitywould like to seecontinued and supported.

Recommendation: Research transport service providers / service provision and through a partnership approach investigate improved transport opportunities.


22


7.5ORGANISATIONALPLANNINGANDDEVELOPMENT

TABLE8(Shadedareaindicatesfromwhichsourcethefindingwasobtained.)


CDSTAFF

EXTERNAL

STAKEHOLDER

WORKSHOP

EXTERNAL

STAKEHOLDER

SU

RVEY

INFORMATION

REVIEW

ORGANISATIONAL PLANNING & DEVELOPMENT

7.5.1NeedtoupdatepoliciesrelevanttoCDBU

7.5.2Plansneedtobelinkedandmeasurable

7.5.3Meetingtheneedsofagrowinganddiversecommunity

7.5.4Inadequateresourcestoeffectivelyimplementstatedoutcomes

7.5.5Needforshorttomediumtermdirectionforcommunitydevelopment

7.5.6Limitedresources

7.5.7Demographics

23


statedgoalsarebeingreached.Thebenefitsofwhich are:

Identifiessynergiesbetweentheprograms•Minimises duplication•Provides clearer direction.•

Pleaserefertodiagram1belowwhichdemonstratesthelinkages:

Recommendation: Link current CD plans into the CDP 2008 – 2013, and actions of the CDP into position descriptions.

7.5.1NeedtoupdatepoliciesrelevanttoCDBU

A review of the Shire’s policies in relation tocommunity development revealed that they do not support the current programs. The active policies relating to the CDBU were:

• CulturalPolicy• ArtonLoan• ArtAcquisition.

It issuggestedthat in thefirstyearof thePlanfocus is given to developing the necessary policies to support the community development program for the following years. New policies to support theCDBUthatcouldbeconsideredinclude:

Communications Policy (see points 7.1.1, •7.1.2&7.1.3)Consultation/EngagementPolicy(seepoints•7.1.7)VolunteerSupportPolicy(seepoint7.3.4)•Community Development Fund Policy (see•point7.3.3)CommunityServicesPolicy(seepoints7.4.1,•7.4.2&7.4.3)DisabilityAccess&InclusionPolicy(seepoint•7.1.4)PublicArtPolicy(seepoint7.1.5)•Community Infrastructure Development Policy •(see section 7.2).

Recommendation: Review and redraft Community Development Policies.

7.5.2Plansneedtobelinkedandmeasurable

TheShire’sCDBUhasseveraldetailedplans forspecificprogramareas,i.e.disabilityaccessandinclusion, community safety and crime prevention, youth and community facilities. All of these plans support the Council’s Strategic Plan Goal 5 ofSustainableDevelopment;howeveranoverarchingplan(i.e.theCDP)willprovidebroaderdirection,link objectives and resources, and provideindicators that can measure the success of the team’sachievements.LinkingactionsfromtheCDPtoOfficer’spositiondescriptionsandperformanceoutcomes are paramount to the success of the Plan. Including the outcomes established through theCDP in the Inter Plan performance management system will improve focus and accountability.Celebratingmilestonesandachievements in theCDP isalsorecommended,toacknowledgestaffand communicate with stakeholders that the

24

7.5.4Inadequateresourcestoeffectivelyimplement stated outcomes

At present there are two qualified Full TimeEquivalentStaff (FTE’s) supportedby aBursary(Training) role. The Bursary role requires a percentage of time from the two FTE’s formentoring, training and direction. This in itself is acommunitydevelopmentinitiativeby‘upskilling’acommunitymember.Thereviewhasfoundthatin relation to the human resources, there are:

1) Inadequate resources to successfully fulfillstated outcomes in current plans and policies.

2) Unclear linkages between the roles andstated outcomes in current plans and policies.

This is not to say that the current resources are ‘unsuccessful’ at delivering outcomes,moreoverthat the capacity of current staffing levels toachieve a growing number of outcomes andto meet increasing community expectations is unsustainable. Furthermore, given the sheergeographical size and location of towns, coupled with the increasing population and recognition of

7.5.3Meetingtheneedsofagrowingand diverse community

Staff feedback revealed their concerns about“meeting the high expectations of a very diverse, educated and vocal community with limited resources–particularlygiven thehighnumbersofpeopleseekingtorelocatetothecommunity”.ClearlydefiningtheShire’sroleintermsofwhatitcandeliverthroughthefiveyearplanisvital.Community expectation can be incredibly highand local government is the point to which people turnasitviewedasanot-for-profitfacilitatorthatcandrawtogetherthecommunityforthebenefitof the community. Additionally many people tend tolookattheirShiretofillthegapasStateandFederalprogramsfailorarewithdrawn.TheCDPwill define community development, the Shire’srole and what the Shire can realistically achieve withtheresourcesavailable.

Recommendation: The CDP receive Council endorsement, allow public comment and following Council adoption, be implemented, including an active focus on identifying and enlisting partners to address community development priorities.


Shire’sStrategicPlan

Townsite StrategyResearch & Consultation

Community Services Department

LibraryServices CommunityFacilitiesPlan

Community Development

Recreation Services

LibraryPlan Community Development Plan

Recreation Centre Plan

Youth Zone PlanCommunity Safety & Crime Prevention

Plan

DisabilityAccess&Inclusion Plan

FiveYearCulturalPlan (Not Council

Endorsed)

25


Recommendation:Review job descriptions• Develop a job description for a (proposed) • new positionLink to Internal Plans• Budget for 2009 - 2010• Recruit for position•

the importance that community development has akeyfunctionwithinlocalgovernment,itisvitalthatadequate resourcesaremadeavailable. ItisnottheintentionoftheCDPtobetheproviderof all things community development to the communityand fundedbytheShire,howeverarealisticapproachtosupportingakeyfunctionoflocalgovernmentisbeingsuggested. Table 9 below highlights the current positionswithinthebusinessunitandtheirroles,andlistsa‘proposed’columnwiththeadjustedrolesandanewpositioninordertosupporttheCDP.Table10listsboththecurrentfocusareasandtheproposedfocus areas to support the CDP.

TABLE9CommunityDevelopmentBusinessUnitrolesandresponsibilities–CurrentversusProposed

JOB TITLE CURRENT ROLE & RESPONSIBILITIES PROPOSED ROLE & RESPONSIBILITIES

Community Development Manager

Budgets•Research & Planning•Staff management•Reporting•Arts & Culture•Seniors•Community halls & facilities•Funding&grants•Disabilityaccessandinclusion•Community events•Link–EconomicDevelopment•Engagement with and development of •community groups

Research & planning•Communication & consultation•Budgets•Staff management•CommunityFacility•management & planningCommunitynetworkforums&•newslettersPolicies & management •practicesLink–EconomicDevelopment•Community Partnerships •Program

Community Development Officer

Youth Program (YAC, Youth Plan, programs •and activities)Engagement with and development of •community groupsCommunity Safety & Crime Prevention•

Youth•Community Safety and Crime •PreventionSeniors•Volunteer program•DisabilityAccess&Inclusion•

Community Development ProjectOfficer(BursarPosition–nonqualified)

Assisting with: Youth, Arts & Culture, Disability Access•& Inclusion, & Engagement with and development of community groupsAdministration•

No change•

NEW-proposedCommunity Development Officer

Arts•Community Events•CommunityFundingProgram•Community Group Development •ProgramFamilies•

26

the importance of partnerships in being able tosuccessfully achieve their goals. This is supported by the literature review, it being clear thatsuccessfully leveraging Shire funding through grant programs and other partnerships is essential. A program which encourages potential partnerships andrecognisesestablishedpartnershipswillassistthe Shire in achieving the outcomes of the CDP. A focused approach to sourcing external funds wherepossibleshouldbeadopted.

Recommendation: Develop a Partnerships Program that recognises links with other businesses, community groups, non government agencies and governments, and source alternative funding streams for projects where possible.

7.5.7Demographics

Research identified that there are a highproportion of families with young children of school age relative to other age cohorts. This has been identifiedas an issuedue to the fact thattheCDBUdoesnothaveanysignificantresourcesdedicated to this area, and it is important that the

7.5.5Needforshorttomediumtermdirection for community development

The current focus of the CDBU has grown over the pastfewyearsonanad-hocbasis.TheresearchandconsultationconductedforthisCDPshouldbeconsideredastheinitialprocesswhichwillbebuiltupon in the future.

The research and consultation revealed various findingsand theCDPhassought to identify thepriorityareasthattheShireshouldfocusontakingintoaccountresourcelimitationsandtheCouncil’sstrategic direction. Rather than the Shire trying to‘beallthingstoallpeople’,thePlanhasdefinedthe concept of community development and the Shire’sroleincontributingtothis.

Recommendation: Implement the actions in the CDP.

7.5.6LimitedResources

AchallengefortheShireistobeabletomaximiseitscapacityascommunitybuilderswiththefiniteresources available. Staff feedback revealed


TABLE 10 CommunityDevelopmentBusinessUnitfocusareas–currentversusproposed

CURRENTCDBUFOCUSAREAS PROPOSEDCDBUFOCUSAREAS

Arts and Culture Arts and Culture

Seniors Seniors

Community halls & facilities Community facility management

DisabilityAccess&Inclusion Community facility planning

Community events DisabilityAccess&Inclusion

EconomicDevelopment(Linkages) Community events

Engaging/developmentofcommunitygroups EconomicDevelopment(Linkages)

CommunityDevelopmentFund Communitynetworkforums&newsletters

Youth Community Group Development Program

Community Safety & Crime Prevention CommunityDevelopmentFund

Volunteers Program

Youth

Families

Community Safety & Crime Prevention

Community Partnerships Program

27


provision for health, child care and other relevant services and facilities needs to be considered inShire planning.

It should be noted however that the Shire doesengage the families and children demographic through services provided at its recreation centre andchildcareprogramaswellasitstwolibraries.There are also a number of community groupsoperating locally that also engage these groups.

Similar to the State, the shire has a significantageing population which also requires consideration in planning. The Department for Communities (Seniors Interests and Carers) has recently provided a $16,000 grant to assist the Shire conduct an Age FriendlyCommunityStudy.

Recommendation: a) Consider allocating additional resources to

support planning and implementation of family focused initiatives.

b) Conduct a report on Age Friendliness of the shire.

28

The proposals within the CDP include an emphasis on improved maintenance of existing community infrastructure(aspertheCFP)andfundingoftheDA&IP.TheseinitiativesarenotnewexpendituresarisingfromtheCDPandshouldbefundedthroughappropriatebudgetallocationswhichrespondtotherecommendations in those plans.

CommunitydevelopmentwillrequireafinancialinvestmentifthepurposeofthePlanistobeachieved.TheShirehasmanydemandsforfinancialsupportandonlylimitedfundingcapacity.ItisthereforecrucialthatthePlanisrealisticinwhatitsetsouttoachieve.Obtainingsupportingfundingthroughpartnershipswillenablearelativelymodestinvestmenttoachieveimportantoutcomes.Manypartnershipsarepossibleincludinggrantprograms,workingwithotheragenciesandthroughsponsorshipfromthedevelopmentsector and other private sector partners. The recommended initiatives for the CDBU are phased in over thefirst3yearsofthePlan.Whenfullyimplementedtheestimatednewannualexpenditurerequiredis$80,000.Table11presentsanestimateoftheinvestmentrequired.

Themost importantnew initiative isanadditionalCommunityDevelopmentOfficer. Thisposition isplannedforthe2009-2010yearwhichisthesecondyearofthePlan.Afullyearcostforthepositionis estimated at $60,000, which includes salary, superannuation and other employment costs.

RATIONALEFORNEWPOSITIONIn2003,theShire’sCommunityDevelopmentteamconsistedoftwofulltimeequivalent(FTE)officersandaBursary(Scholarship/Trainee)position.In2008,theCDBUcontinuestooperatewiththesamestructure, however over this time:

Thenumberofresidentsandtheirgeographicalspreadhassignificantlyincreased•Communityexpectationshavesignificantlyincreased•The level of external state and federal government support for activities, programs and services has •decreased.Forexample,theCS&CPPwhichreceivedseedfundingforonlyyearoneofafiveyearprogramThenumberofCDBUfocusareashassignificantlyincreasedinresponsetocommunityandinternal•needs.Forexample,Leavers,CommunityEvents(suchastheMargaretRiverRegionWineFestival,MargaretRiverPro,GreatEscapadeBikeRide),Volunteers,Seniors,Families,DisabilityAccessandInclusion, Community Safety and Crime Prevention, Community HallsThenumberofinternalsupportrequeststoassistwithcommunityengagementstrategiesandproject•involvement has also increased.

Consequently,theCDBUhashadtotakeonadditionalrolesandresponsibilitiesinordertofillgapsandtomeetthegrowingdemandsofinternalandexternalstakeholderswithoutanincreaseinresourcestoassistthesetasks.

In order to implement the recommendations and strategies within this plan, additional resources (in the formofLevel5FTECommunityDevelopmentOfficer)willberequired.FocusareasforthenewFTEasoutlinedinTable9(page30)wouldinclude:

Arts and culture •Community events•Community funding •Community groups development•Families.•

Provision of an additional resource would also free other CDBU staff to achieve enhanced outcomes in areas such as economic development, policy and management practices, community facility planning and management, partnership and resource sharing, seniors, volunteers, community safety and crime prevention,youth(includingLeaversandZoneRoom)andregionalevents(MargaretRiverWineRegionFestival,AugustaRiverFestival,GreatEscapadeBikeRide).

FINANCIAL IMPLICATIONS

29

ESTIMATEOFINVESTMENTREQUIRED

YEAR NEWINITIATIVE ESTIMATE

2(2009-2010)

Additional Funding forCommunity Funding Program•to support local activitiesCapitalWorks(PublicArtProjectasseedingfundsto•attract additional funds)NewStaffPosition(Level5-Salary$50,000prorata•9months,plusoncosts)TOTAL YEAR 2•

$10,000

$10,000

$42,000

$62,000

BeyondYear 2 As for year 2 (with new position full year) $80,000

30

COMMUNITY STRENGTH AND VIBRANCYCommunitydevelopmentseekstounitetheeffortsof people in the belief that by working togetherthe community is fundamentally strengthened and a more interesting, diverse and active community canbesupported.

COMMUNITY STRENGTHENING Refers to actions which contribute to buildingthe strength of a community, resulting in an improvement in the health, safety and individual contributionsinacommunity.

COUNCILRefers to the body of publicly elected officials(Councillors) that represent the residents of the shire.

ECONOMIC VITALITYAlinkhasbeendemonstratedbetweentownswhichhave an active, diverse and vital community and economic strength. This translates to economic vitalitywherecreativeand interestingbusinessesarecreatedandfacilitated.Inturntheycontributetothevibrancyofthecommunity.

KEYSTAKEHOLDERSThis term is used to identify those individuals or institutionswhichareexpectedtobeimportanttoachieving the Council’s community developmentgoals.

NATURAL AMENITYIn the context of this plan natural amenity refers to the pleasant natural environment which is frequentlyidentifiedasbeinghighlyvaluedbythecommunity. This can include amenities such as the coast/beach,forest,waterways,parks,reservesetc.

PLACE ACTIVATIONPlace activation addresses the vitality and accessibilityofthepublicdomain(parks,beachesand other public space). A poorly designed andmaintained space is uninviting and may encourage anti-socialbehaviour.Converselyplaceactivationcanbeanimportantcontributortobuildingsafer,more active and more connected communities.

SELFRELIANTCOMMUNITYThe idea of community development is for the communitytobehelpedtoreachapointwherelessinvolvement from the Shire or other agencies is needed.InitiallytheShirewillworkcollaborativelywith community groups and agencies to meet local needs and over time the Shire aims to have less direct involvement.

COMMUNITYCommunity in the context of community development can be interpreted as a group ofpeople with some common identity and connection which may be based on any number of factors.Examples include:

Geographic location – State, region, town,•suburb,streetCulturalidentity–ethnicity,age,religion•Social connections – workplace, sports and•hobbies,clubsandgroups,politicalaffiliationSpecialinterests–industry,housing,disability,•gender.

COMMUNITY ANIMATIONRefers to a communitymade livelier by drawingout and stimulating the spirit of the people and their place.

COMMUNITY CAPACITYIs about developing the capacity of individuals,local groups and organisations to participate in planning, decisionmaking and community actionin order to:

Improve the lifestyle for the whole community •Provide communities with greater control over •the conditions that affect their lives

COMMUNITY DEVELOPMENTCommunity development is also referred to as community building. It is a concept that helpsto strengthen the community and contributes tocreating a sense of belonging andwellbeing. Itunites the efforts of people in the belief that byworkingtogethermorecanbeachievedwhichwillbenefitallpartsofthecommunity.

COMMUNITY DEVELOPMENT PLANA Community Development Plan is to provide directionfortheCouncil’sresourcestocontributetowards the development of a strong and self reliant community.

COMMUNITYFACILITIESCommunity facilities refers to the permanent structures or installations (like public halls,playgrounds and public art) which supportcommunity development.

COMMUNITY PARTICIPATIONCommunity participation refers to people within the shire becoming involved in activities whichincrease interaction with others. It may also offer the opportunity for greater involvement in civic matters.

GLOSSARY OF TERMS

31

GLOSSARY OF TERMS / TABLE OF ACRONYMS

SENSEOFPLACEMost people want to live in an environment which is comfortable and reflects the values, attitudesand identity of their local community. Creating a senseofplaceisaboutturningpublicspacesintoplaceswherepeoplefeelcomfortable,wheretheycanmeetorjustfeelinvolved.

ShireThe Shire of Augusta-Margaret River as the local government authority.

shireThe locality of Augusta-Margaret River in a geographical context.

SOCIAL CAPITALSocial Capital is a measure of a community’ssocialstrengthandcapacity.Itcanbemeasuredbythenumberofpartnerships,networksorothercommunity activities that act to enhance the well beingofthatcommunity.

SOCIAL SUSTAINABILITYThe concept of a sustainable communityrecognises the interdependence of the economic, environmentalandsocialwell beingof the shire.The measure of social sustainability is how wellthe aims of the community development plan can beachievedsothatcommunitymembersworkingcollaborativelywith communitygroups, theShireand other agencies meet local needs for a strong andvibrantcommunity.

WELLBEINGThis term describes the state of being happy,healthy or prosperous.

TABLEOFACRONYMSTABLE 12

CDP Community Development Plan C&C Communication & Consultation

MCS Manager Community Services AMRSC Shire of Augusta-Margaret River

CDM Community Development Manager RSM Recreation Services Manager

CDO CommunityDevelopmentOfficer LSM LibraryServicesManager

CDPO CommunityDevelopmentProjectOfficer CSM Customer Services Manager

CS Admin CommunityServicesAdminOfficer CS&CPP Community Safety & Crime Prevention Plan

CD Community Development DA&IP DisabilityAccess&InclusionPlan

CFP CommunityFacilitiesPlan(Draft) DSC DisabilityServicesCommission

CDBU Community Development Business Unit CF CommunityFacilities

CANWA CommunityArtsNetworkWesternAustralia AMRTA Augusta Margaret River Tourism

Association

YAC Youth Advisory Council ABS Australian Bureau of Statistics

PCYC PoliceandCitizensYouthClub OCP OfficeofCrimePrevention

OCY OfficeofChildrenandYouth OSI OfficeofSeniorsInterestsandCarers

FaHCSIADepartmentofFamilies,Housing,Community Services and Indigenous Affairs

CS Admin CommunityServicesOfficer

The reference (REF) column in the tables isa cross reference to thefindingsand recommendationssection of the Community Development Report.

32

ShireOfficersJamesTrail–ChiefExecutiveOfficer

CaryGreen–DirectorCommunity&CorporateServices

DarrenJones–ManagerCommunityServices

PaulGravett–CommunityDevelopmentManager

RanceDriscoll–CommunityDevelopmentOfficer

MoanaLutton–CommunityDevelopmentProjectOfficer

CameronAgnew–RecreationServicesManager

MelaniePimm–LibraryServicesAssistantManager

SallyWenman–A/CommunityServicesAdministrationSupportOfficer

249Surveyrespondents

WorkshopAttendeesasfollows:

Sat8March2008:D.Littlewood,N.Williams,F.Yates,J.Abfermit,P.Ayers,H&PMatthews,V.McCartney,I.Esslemont,L.Brandes,L.Serventy,A.DelFante,M.Esslemont,N.Tyler,S.Harrison,B.Middleton,D& D Holland

Monday10March2008:P.Gray,L.Ker,B.Maidment,J&CKnudson,C.Buys,H.Locke,J.Barber,B.Timmons,D.McAlary,J.Murray,E.Biddalyn,G.Penfold,J.Akerman,J.McGregor,S.Harrison,A.Parker,A.Shepherdson,J.James,J.Woodward,L.Bremer

Saturday29March2008:J.White,E.Biddle,D.Hoskin,B.Stiles,B.Neal,H.McKenzie,J.Ryan,P.Wood,J&J.Benbow,S.Juniper

ACKNOWLEDGEMENTS

33

TheDepartmentofPlanningandCommunityDevelopmentinVictoriawebsitewww.dvc.vic.gov.au•Economic and Community Development through Innovative Local Government, p 4. J.Martin,•Sustaining Regions v.1 no.1 Oct 2001WhySomeTownsThriveWhileothersLanguish,Plowmanetal,Dec2003•

Additional Reading

Shire of Augusta-Margaret River - Strategic Plan 2006•ShireofAugusta-MargaretRiver-CommunitySafety&CrimePreventionPlan2007–2010•(Youth) Zone Development Advisory Committee - Youth Zone Plan 2002-2007•ShireofAugusta-MargaretRiver-CommunityDevelopmentBusinessPlan2007-2008•ShireofAugusta-MargaretRiver-DisabilityAccess&InclusionPlan2007-2008•Five Year Cultural Plan - Implementation of the Augusta Margaret River Cultural Plan – Tasks,•EstimatesofCostsandTimetable,FinalReportShireofAugusta-MargaretRiver–DraftMargaretRiverTownsiteStrategyFebruary2008•Augusta-MargaretRiverRegionalProfile–Abackgrounddocumentintothelocation,demographics,•economy and the environment of the Shire of Augusta-Margaret RiverCommunityDevelopmentFundGuidelinesandApplicationForm2007-2008•DraftCommunityInfrastructurePlan–ShireofAugustaMargaretRiver,SymeMarmion&CoApril•2008

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priat

ely

pla

nned

CommunityFacilities

CoordinateareviewoftheShire’s

•co

mm

unity

hal

ls

Support

the

pro

gre

ssio

n o

f co

mm

unity

•fa

cilit

y pla

nnin

g,

ensu

ring inte

gra

tion w

ith

CD

pla

nnin

g p

rinci

ple

s (D

A&

IP)

into

futu

re

CFinitiatives/management

AllLeasesandfinancialagreements

finalisedbyendoftheyear

All

com

munity

hal

ls incl

uded

into

the

Shire’sAssetManagementProgram

Participationonprojectteam

NoofprojectsreflectingDA&IP

princi

ple

s

CD

M

CFTeam:

CD

MRSM

LSM

FinanceRep

Buildings/MaintenanceRep

Plan

nin

g

Infr

astr

uct

ure

Oper

atio

nal

AMRSCCapitalbudget

& v

ario

us

exte

rnal

pro

vider

s as

outlin

ed

intheCFP

7.3.3

7.3.4

7.3.5

Com

munity

Participation/

Act

ivat

ion

To s

upport

co

mm

unity

gro

ups

/clubs/individuals

thatcontribute

to c

om

munity

participation/

activa

tion

CoordinateaForumforcommunitygroups

•/clubsandvolunteerstoidentifypriority

needsforskilldevelopment

Usi

ng e

xist

ing p

rogra

ms

and s

ervi

ces

•(database,fundingprogram)packageand

offertocommunitygroups/clubsand

volu

nte

ers

LaunchCommunityGroup/VolunteerSkill

•D

evel

opm

ent

Progra

mSeekanincreaseinCDFundannual

•al

loca

tion

Imple

men

t Sta

ge

2 o

f th

e CS&

CPP

•

(maintaininglinksintotheYouthPlan)

Priorityneedsforvolunteersidentified

DraftprogramapprovedbyExecutive

Man

agem

ent

Numberofattendeesatlaunches

Skilldevelopmentworkshopsconducted

Fundingsecured

AsperkeyindicatorsintheCS&CPP

CD

O (

curr

ent)

CD

MCD

POCS A

dm

in

CD

M

CD

O

AMRSCCDbudget

Part

ner

ship

s w

ith

Sta

te G

ovt

(Dep

t of

Sport

& R

ec)

and

reso

urc

e sh

arin

g w

ith

Loca

l G

ovt

(e.g

. Shire

of Buss

elto

n

YE

AR

1 –

200

8 -

2009

REF

GO

AL

Wha

t are

ou

r prio

rity

area

s

OB

JEC

TIVE

SW

hat i

s th

e th

eme

KEY

OU

TCO

MES

Wha

t will

we

doK

EY IN

DIC

ATO

RS

Wha

t is

our m

easu

re o

f su

cces

s?

RES

PON

SIB

ILIT

YW

ho is

Res

pons

ible

?B

UD

GET

Whe

re w

ill th

e m

oney

com

e fr

om?

35

7.1

.17.1

.27.1.3

7.1.4

7.1

.67.1

.7

Com

munic

atio

n

& E

ngag

emen

t To

cle

arly

art

icula

te

com

munity

dev

elopm

ent

conce

pts

and

initia

tive

s

Clearlydefiningtheroleofcommunity

•dev

elopm

ent

thro

ugh p

roduct

ion a

nd

promotionoftheCDPandaCDbrochure,

linkedtoShirewebsiteandintegratedinto

the

CD

Com

munic

atio

ns

Str

ateg

y

Brochuresproducedanddistributed;

websiteupdated

CD

MAMRSCCDbudget

7.1

.17.1

.27.1.3

7.1.4

7.1

.6

7.1

.7

7.1.5

To d

evel

op loca

l ow

ner

ship

and

com

munity

dec

isio

n

makingincommunity

dev

elopm

ent

initiatives/planning

To p

rom

ote

civ

ic p

ride

CD

Com

munic

atio

ns

Str

ateg

y

•D

evel

opm

ent:

1.Formaninternalworkingteam

•2.

Dev

elop C

om

munic

atio

ns

Str

ateg

y•

3.Commenceimplementationofthe

•communicationstrategytostakeholders

(inte

gra

ting s

trat

egie

s fr

om

DA&

IP a

nd t

he

CS&

CPP

Rev

iew

the

polic

y an

d s

trat

egy

for

•consultingwithstakeholders

DevelopPublicArtPolicyandStrategyand

•preparecapitalbudgetfor2009-10project

CommunicationsStrategyapprovedby

Sen

ior

Man

agem

ent

Consultationstrategyapprovedby

Exe

cutive

Man

agem

ent

Consu

ltat

ion P

olic

y ad

opte

dPublicArtPolicyadopted

C&

C T

eam

: M

CS

CD

MCommunications/PR

Officer

CS A

dm

inCSM

C&

C T

eam

CD

M &

consu

ltan

t

AMRSCCDbudget

AMRSCCDbudget

7.2

.17.2

.27.2.3

7.2.4

7.2.5

Com

munity

Infr

astr

uct

ure

To p

rovi

de

a ra

nge

ofaccessible,well

mai

nta

ined

and

appro

priat

ely

pla

nned

CommunityFacilities

CoordinateareviewoftheShire’s

•co

mm

unity

hal

ls

Support

the

pro

gre

ssio

n o

f co

mm

unity

•fa

cilit

y pla

nnin

g,

ensu

ring inte

gra

tion w

ith

CD

pla

nnin

g p

rinci

ple

s (D

A&

IP)

into

futu

re

CFinitiatives/management

AllLeasesandfinancialagreements

finalisedbyendoftheyear

All

com

munity

hal

ls incl

uded

into

the

Shire’sAssetManagementProgram

Participationonprojectteam

NoofprojectsreflectingDA&IP

princi

ple

s

CD

M

CFTeam:

CD

MRSM

LSM

FinanceRep

Buildings/MaintenanceRep

Plan

nin

g

Infr

astr

uct

ure

Oper

atio

nal

AMRSCCapitalbudget

& v

ario

us

exte

rnal

pro

vider

s as

outlin

ed

intheCFP

7.3.3

7.3.4

7.3.5

Com

munity

Participation/

Act

ivat

ion

To s

upport

co

mm

unity

gro

ups

/clubs/individuals

thatcontribute

to c

om

munity

participation/

activa

tion

CoordinateaForumforcommunitygroups

•/clubsandvolunteerstoidentifypriority

needsforskilldevelopment

Usi

ng e

xist

ing p

rogra

ms

and s

ervi

ces

•(database,fundingprogram)packageand

offertocommunitygroups/clubsand

volu

nte

ers

LaunchCommunityGroup/VolunteerSkill

•D

evel

opm

ent

Progra

mSeekanincreaseinCDFundannual

•al

loca

tion

Imple

men

t Sta

ge

2 o

f th

e CS&

CPP

•

(maintaininglinksintotheYouthPlan)

Priorityneedsforvolunteersidentified

DraftprogramapprovedbyExecutive

Man

agem

ent

Numberofattendeesatlaunches

Skilldevelopmentworkshopsconducted

Fundingsecured


CD

O (

curr

ent)

CD

MCD

POCS A

dm

in

CD

M

CD

O

AMRSCCDbudget

Part

ner

ship

s w

ith

Sta

te G

ovt

(Dep

t of

Sport

& R

ec)

and

reso

urc

e sh

arin

g w

ith

Loca

l G

ovt

(e.g

. Shire

of Buss

elto

n

7.5.1

7.5.2

7.5.5

Org

anis

atio

nal

D

evel

opm

ent

To c

ontinue

to

impro

ve inte

rnal

oper

atio

ns

to s

upport

our

funct

ion

Rev

iew

curr

ent

and c

reat

e re

leva

nt

polic

ies

•tosupportthebusinessunit

Dev

elop n

ew p

osi

tion d

escr

iption

•

LinkallPD’stoCDPoutcomesviaPESand

•In

ter

Plan

New

polic

ies

adopte

d (

Com

munity

Funding,CDCommunications,

Consu

ltat

ion,

Part

ner

ship

s)

PDcompletedandapprovedby

Exe

cutive

Man

agem

ent

Perf

orm

ance

Appra

isal

s co

nduct

ed

CD

M

CD

M

CD

MM

CS

AMRSCCDbudget

Oper

atio

nal

7.5.2

7.5.7

To d

evel

op

frameworksthat

guid

e priorities

Conductan‘AgedFriendly’Report(Seniors

•needsidentified)

Rev

iew

the

Youth

Pla

n a

nd c

om

men

ce

•im

ple

men

tation

Establishareportingmechanism

•fo

r th

e outc

om

es o

f th

e D

A&

IP

(im

ple

men

ted t

hro

ugh t

he

Com

munity

FacilityMaintenanceProgramandthe

Com

munic

atio

ns

Str

ateg

y)

Consultant’sBriefcompleted.

Consu

ltan

t en

gag

ed.

Rep

ort

adopte

d

LinkswithCS&CPPandPlanAdopted

Str

ateg

ies

from

the

DA&

IP

imple

men

ted a

nd r

eport

ed t

o

Exe

cutive

Man

agem

ent

and D

SC

CD

M

CD

O (

curr

ent)

, CD

PO

CD

O

AMRSCCDbudget&

fundin

g O

SI

YE

AR

1 –

200

8 -

2009

REF

GO

AL

Wha

t are

ou

r prio

rity

area

s

OB

JEC

TIVE

SW

hat i

s th

e th

eme

KEY

OU

TCO

MES

Wha

t will

we

doK

EY IN

DIC

ATO

RS

Wha

t is

our m

easu

re o

f su

cces

s?

RES

PON

SIB

ILIT

YW

ho is

Res

pons

ible

?B

UD

GET

Whe

re w

ill th

e m

oney

com

e fr

om?

36

7.1

.17.1

.27.1.3

7.1.4

7.1

.67.1

.7

Com

munic

atio

n

& E

ngag

emen

tTo

cle

arly

art

icula

te

com

munity

dev

elopm

ent

conce

pts

and

initia

tive

s

To d

evel

op loca

l ow

ner

ship

and

com

munity

dec

isio

n

making

Imple

men

t Sta

ge

two o

f th

e fo

llow

ing

•pla

ns;

Consu

ltat

ion S

trat

egy

•CD

Com

munic

atio

ns

Str

ateg

y•

Sat

isfa

ctio

n lev

el a

s in

dic

ated

throughAnnualCDSurvey(linkedto

Consu

ltat

ion S

trat

egy)

C&

C T

eam

: C

DM

Communications/PR

Officer

CS A

dm

in C

SM

AMRSCCDbudget

7.1.5

To p

rom

ote

civ

ic

pride

Firstpieceofpublicartcommenced

•Art

ists

Agre

emen

t Com

ple

ted

CD

M &

CD

O (

new

)AM

RSC,

loca

l businesses,State

Govt(ArtsWA),

dev

eloper

s

7.2

.17.2

.27.2.3

7.2.4

7.2.5

Com

munity

Infr

astr

uct

ure

To p

rovi

de

a ra

nge

ofaccessible,well

mai

nta

ined

and

appro

priat

ely

pla

nned

CommunityFacilities

Support

pro

gre

ssio

n o

f co

mm

unity

•fa

cilit

ies

pla

nnin

gImprovementon‘ConditionofFacilities’

rating(lessthan16.3%inpoor

conditio

n)

CFTeam:

CD

M R

SM

LSM

FinanceRep

Buildings/MaintRep

Plan

nin

g

Infr

astr

uct

ure

AMRSCCapitalbudget

& v

ario

us

exte

rnal

pro

vider

s as

outlin

ed

intheCFP

7.3.2

7.3.5

7.3.2

7.3.1

7.3.3

7.3.4

7.3.5

Com

munity

Participation/

Act

ivat

ion

To incr

ease

opport

unitie

s fo

r posi

tive

soci

al

inte

ract

ion a

nd

celebrationwithinthe

com

munity

To s

upport

communitygroups/

clubs/individuals

Com

munity

Eve

nts

:•

Holdaforumwithlocalbusinessesand

•ar

ts o

rgan

isat

ions

to iden

tify

exi

stin

g

andplannedeventsandpossibilitiesfor

par

tner

ship

sD

evel

op a

nd im

ple

men

t a

Com

munity

•Eve

nts

Cal

endar

that

com

ple

men

ts a

nd

pro

mote

s ev

ents

alrea

dy

occ

urr

ing in t

he

Shire

Imple

men

t st

rate

gie

s fr

om

the

Aged

•

FriendlyReport

Imple

men

t th

e ac

tions

in t

he

revi

sed Y

outh

•

Str

ateg

y

ImplementStage3oftheCS&CPP

•(maintaininglinksintotheYouthStrategy)

Furtherdevelopandimplement

•CommunityGroupSkillDevelopment

Package

Numberofattendeesattheforum;

Numberofopportunitiesidentified

Brochure/websitepromotingevents

pro

duce

d

Leve

l of

atte

ndan

ce a

nd s

atis

fact

ion a

t co

mm

unity

even

ts m

easu

red t

hro

ugh

‘spot’surveys

Attendancenumbersandsatisfactionat

programs/activities


programs/activities

RelevantKPI’sfromtheCS&CPPmet


Leve

l of

com

munity

volu

nte

er

participationandcommunitygroup/

clubinvolvementmeasuredthroughthe

CD

O (

new

) w

ith a

rts

gro

ups,

AM

RTA

and loca

l businesses

CD

O (

curr

ent)

CD

PO

CD

O (

curr

ent)

CD

PO

CD

O (

curr

ent)

CD

PO

CD

O (

curr

ent)

CD

O (

new

), C

S A

dm

in

AMRSCbudget

localbusinesses,

Lott

eryw

est

and

Hea

lthw

ay for

even

ts

AMRSCCDbudgetand

Sta

te G

ovt

(OSI)

AMRSCCDbudgetand

Sta

te G

ovt

(OCP,

OCY,

FAHCSIA,Healthway,

Lott

eryw

est)

AM

RSC a

nd

Part

ner

ship

s w

ith

Sta

te G

ovt.

(D

epar

t.

YE

AR

2 –

200

9 -

2010

REF

GO

AL

Wha

t are

ou

r prio

rity

area

s

OB

JEC

TIVE

SW

hat i

s th

e th

eme

KEY

OU

TCO

MES

Wha

t will

we

doK

EY IN

DIC

ATO

RS

Wha

t is

our m

easu

re o

f su

cces

s?

RES

PON

SIB

ILIT

YW

ho is

Res

pons

ible

?B

UD

GET

Whe

re w

ill th

e m

oney

com

e fr

om?

37

7.1

.17.1

.27.1.3

7.1.4

7.1

.67.1

.7

Com

munic

atio

n

& E

ngag

emen

tTo

cle

arly

art

icula

te

com

munity

dev

elopm

ent

conce

pts

and

initia

tive

s

To d

evel

op loca

l ow

ner

ship

and

com

munity

dec

isio

n

making

Imple

men

t Sta

ge

two o

f th

e fo

llow

ing

•pla

ns;

Consu

ltat

ion S

trat

egy

•CD

Com

munic

atio

ns

Str

ateg

y•

Sat

isfa

ctio

n lev

el a

s in

dic

ated


Consu

ltat

ion S

trat

egy)

C&

C T

eam

: C

DM

Communications/PR

Officer

CS A

dm

in C

SM

AMRSCCDbudget

7.1.5

To p

rom

ote

civ

ic

pride

Firstpieceofpublicartcommenced

•Art

ists

Agre

emen

t Com

ple

ted

CD

M &

CD

O (

new

)AM

RSC,

loca

l businesses,State

Govt(ArtsWA),

dev

eloper

s

7.2

.17.2

.27.2.3

7.2.4

7.2.5

Com

munity

Infr

astr

uct

ure

To p

rovi

de

a ra

nge

ofaccessible,well

mai

nta

ined

and

appro

priat

ely

pla

nned

CommunityFacilities

Support

pro

gre

ssio

n o

f co

mm

unity

•fa

cilit

ies

pla

nnin

gImprovementon‘ConditionofFacilities’

rating(lessthan16.3%inpoor

conditio

n)

CFTeam:

CD

M R

SM

LSM

FinanceRep

Buildings/MaintRep

Plan

nin

g

Infr

astr

uct

ure

AMRSCCapitalbudget

& v

ario

us

exte

rnal

pro

vider

s as

outlin

ed

intheCFP

7.3.2

7.3.5

7.3.2

7.3.1

7.3.3

7.3.4

7.3.5

Com

munity

Participation/

Act

ivat

ion

To incr

ease

opport

unitie

s fo

r posi

tive

soci

al

inte

ract

ion a

nd


com

munity

To s

upport

communitygroups/

clubs/individuals

Com

munity

Eve

nts

:•

Holdaforumwithlocalbusinessesand

•ar

ts o

rgan

isat

ions

to iden

tify

exi

stin

g

andplannedeventsandpossibilitiesfor

par

tner

ship

sD

evel

op a

nd im

ple

men

t a

Com

munity

•Eve

nts

Cal

endar

that

com

ple

men

ts a

nd

pro

mote

s ev

ents

alrea

dy

occ

urr

ing in t

he

Shire

Imple

men

t st

rate

gie

s fr

om

the

Aged

•

FriendlyReport

Imple

men

t th

e ac

tions

in t

he

revi

sed Y

outh

•

Str

ateg

y


•(maintaininglinksintotheYouthStrategy)

Furtherdevelopandimplement

•CommunityGroupSkillDevelopment

Package

Numberofattendeesattheforum;

Numberofopportunitiesidentified

Brochure/websitepromotingevents

pro

duce

d

Leve

l of

atte

ndan

ce a

nd s

atis

fact

ion a

t co

mm

unity

even

ts m

easu

red t

hro

ugh

‘spot’surveys


programs/activities


programs/activities

RelevantKPI’sfromtheCS&CPPmet


Leve

l of

com

munity

volu

nte

er



CD

O (

new

) w

ith a

rts

gro

ups,

AM

RTA

and loca

l businesses

CD

O (

curr

ent)

CD

PO

CD

O (

curr

ent)

CD

PO

CD

O (

curr

ent)

CD

PO

CD

O (

curr

ent)

CD

O (

new

), C

S A

dm

in

AMRSCbudget

localbusinesses,

Lott

eryw

est

and

Hea

lthw

ay for

even

ts

AMRSCCDbudgetand

Sta

te G

ovt

(OSI)

AMRSCCDbudgetand

Sta

te G

ovt

(OCP,

OCY,

FAHCSIA,Healthway,

Lott

eryw

est)

AM

RSC a

nd

Part

ner

ship

s w

ith

Sta

te G

ovt.

(D

epar

t.

thatcontribute

to c

om

munity

participation/

activa

tion

Dev

elop a

reg

ion a

ppro

priat

e Volu

nte

er

•Pr

ogra

m (

Volu

nte

er R

esourc

e Cen

tre

and

shar

ed s

ervi

ces

rese

arch

ed)

CD

annual

surv

ey

PlanendorsedbyExecutive

Man

agem

ent

CD

O (

curr

ent)

Sport

& R

ecre

atio

n),

&Lo

cal G

ovt.

(Buss

elto

n

7.4.1

7.4.2

7.4.3

Com

munity

Ser

vice

sToassistinenabling

the

pro

visi

on o

f ad

equat

e se

rvic

es t

o

the

com

munity

Developaresearch/consultapproach

•to

det

erm

ine

gap

s in

com

munity

serv

ice

del

iver

y (e

.g.

child

car

e, t

ransp

ort

)

Gapsidentifiedandprioritisedin

‘ImprovingServiceDelivery’report

com

ple

ted

CD

M &

CD

O (

new

) &

co

nsu

ltan

tAMRSCCDbudget,

exte

rnal

funds

from

relevantagency(SWDC,

Dep

t fo

r Com

munitie

s)

7.5.1

7.5.2

7.5.5

7.5.6

7.5.2

7.5.7

Org

anis

atio

nal

D

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38

7.1

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7.1

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39

7.1

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7.1

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Com

munic

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40

7.1

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7.1

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41

7.3.3

7.3.4

7.3.5

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42

7.1

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7.1.4

7.1

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.7

Com

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