corporate business plan 2016/2017 - 2019/2020...esperance corporate business plan 2016/17 –...

Corporate Business Plan2016/2017 - 2019/2020

Our Vision“Esperance is spectacular.

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

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

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

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

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

Our ValuesProfessionalism - in the standards and ethics of our actions

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

Integrity - that builds community trust

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

Excellence - in the service that we provide for the community

Corporate MissionThe Shire of Esperance, as custodians of community infrastructure, will endeavour to be efficient,

sustainable and responsive to community needs. As a leading organisation we will operate in a responsible, transparent and ethical manner.

Matthew Scott Chief Executive Officer

Cr Victoria Brown Shire President

As representatives of both the Council and Administration of the Shire of Esperance, we are happy to present to our community the Shire of Esperance Corporate Business Plan 2016/17 – 2019/20. This four year plan is the culmination of significant work in aligning the goals identified in the Communities Strategic Plan and the Shire’s operational capabilities. The plan demonstrates “how” the Shire will achieve “what” our community desires and needs to continue to prosper, while remaining sustainable into the future.

The Corporate Business Plan is an important part of our overall Integrated Planning and Reporting Framework. The plan identifies Council priorities, driven by community input, which in turn influences and focus’s strategic decisions made for the benefit of the community. These priorities guide administration actions and these are highlighted in the Corporate Business Plan. Council have identified four priority projects that are important to the Esperance community growth and social wellbeing of the Esperance community. The Shire will plan to deliver these long term projects over the next four years, with community involvement encouraged where possible. These projects are:

1) Waste Management Initiatives;2) Greater Sports Ground Redevelopment;3) Esperance Waterfront - Tanker Jetty; and4) Increasing Agricultural capacity.

There are number of additional projects that will also be undertaken, and we encourage you to read the plan to learn more about these projects.

With the challenging economic times being experienced your Shire is continuously looking for ways to provide quality services and facilities in the most efficient manner possible. Providing value for rate payer’s funds while ensuring community needs are being met is essential for good governance. Federal and State funding has tightened, with less funding available, and your Shire is actively exploring additional income and funding opportunities that will minimise the burden on the community while encouraging continued growth and support for our region. This continued analysis of both income and expenditure streams is reinforced in the Shire’s Long Term Financial Plan, which along with the Corporate Business Plan, demonstrates a genuine and fiscally responsible approach to manage Shire services and assets for current and future generations.

Our organisation will continue to deliver services our community values in an efficient, effective and financially responsible manner. We will continue to invest in our community assets and ensure the future development of new infrastructure matches community demands.

Our challenge remains in meeting the aspirations off our community, responding to change and maintaining focus, whilst understanding the cost of service provision so that our community and future generations can afford to live, work, invest and visit in our Shire.

Esperance

Pink LakeScaddan

Lort River

Mount Ney

SinclairEast Munglinup

Castletown

Munglinup

Grass Patch

Nulsen

Cascade

Monjingup

Cape Arid

North Cascade

Wittenoom Hills

Coomalbidgup

Boyatup

Merivale

Gibson

Israelite Bay

Condingup

Howick Neridup

Bandy Creek

Salmon Gums

Lort River

Windabout

Myrup

Dalyup

Cape Le Grand

ChadwickWest Beach

Beaumont

Wylie Bay

Beaumont

Our Community (Census 2011)

Population 14240

Families 3490

Households 4731

Ave per household 2.5

Residents born in Aust 80.2%

Medium age 38

Our Profile (Census 2011)

Land Area 44366 kms

Roads 4520 kms

Footpaths 120 kms

Buildings 94 (renewal and maintenance responsibility)

120 (maintenance responsibility only)

Playgrounds 32

Sporting Grounds 7

Public Open Space 156 ha

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

Esperance is part of Australia’s Golden Outback and home to the Recherche Archipelago an A-class nature reserve with over 100 islands covering 400

square kilometres. The regionincludes numerous National Parks including Cape Le Grand National Park - the whitest sands of Lucky Bay, Cape Arid National Park - bushwalking, camping and fishing adventures. The 39 kilometre circular loop ‘Great Ocean Drive’ - crystal clear water, snow-white sand, Rotary lookup, wind farms, unique Pink Lake.The Esperance Museum is home to the biggest display of NASA ‘Skylab’ memorabilia and Esperance Stonehenge,the only full size replica of the original

Stonehenge.

The Esperance Port is the deepest port in southern Australia, exporting Nickel, Grain and Iron Ore while importing Fuel and Fertilisers.

Chief Executive Officer:Matthew Scott

Deputy Shire President:Cr. Natalie Bowman

Cr. Lara McIntyre

Cr. John Parsons

Cr. Paul Griffiths

Cr. Kevin HallShire President:Cr. Victoria Brown

Cr. Ronald Padgurskis Cr. Beverly Stewart Cr. Basil Parker

Service Delivery Structure

The Role of CouncilLead Plan and provide direction through policy and practices

Provide Develop physical infrastructure and deliver essential services

Regulate Responsible for the enforcement of statutory requirements

Partner Collaborate with external stakeholders to deliver services/projects

Advocate Pro actively make representation for the Esperance community

Promote Market the Esperance community

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

Invest Investing in projects or assets that will provide a social or econmic return to the community

Office of the Chief Executive Officer External Services

BUSINESS UNIT

Chief Executive Officer Executive Services Statutory Division Commercial Division Community Division

ACTIVITY UNIT

Executive assistance Governance Emergency Management Services

Bay of Isles Leisure Centre Library & culture

Elected member support Corporate Reporting Ranger Services Airport Museum

Council liaison Delegations Planning Services Waste Management Esperance Home Care

Organisation management Media & Communications Building Services Land & Property Development Esperance Volunteer Resource Centre

Environmental Health Economic Development Senior, youth & disability

Visitors Centre Recreation & Club Development

Civic Centre

Corporate Resources Asset Management

BUSINESS UNIT

Human Resources Corporate Support Financial Services Information Management

Asset Operations Asset Planning Asset Development

Project Management

Parks & Environment

ACTIVITY UNIT

Human Resources Administration Finance management Records Renewal, upgrade & build

infrastructure

Asset Management

Road Safety Project Management

Parks & Reserves

Risk Management Lease Management Audit management Information technology Maintain infrastructure

Cleaning & Security

Traffic Management

Environment Management

Occupational safety & health

Tenders & contracts Rates Private works Building maintenance

Drafting

Payroll Insurance Grant coordination Depot & Stores Fleet Management

Surveying

Customer Service Fixed Plant Sub-division compliance

Licensing

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

The major components of this framework include the:

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

Strategic Community Plan

2012-2022 (10 years)Informing Strategies

Risk Management Policy

Asset Management Plan

Workforce Plan

Long Term Financial Plan

Disability Access and Inclusion Plan

Town Centre Revitalisation Master Plan

Regional Economic Development Strategy

Public Open Space Strategy

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

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

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

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

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

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

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

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

Fishing and aquaculture has been a stable industry in Esperance for many years and continues to seek further growth opportunities. Local operators are highly regarded in the export market with top quality products.

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

TourismEsperance has a well established tourism industry, with visitors attracted by pristine blue water and snow white beaches. With an estimated 190,000+ people visiting the Esperance region each year, tourism is a strong economic driver for local businesses. These numbers are expected to increase as studies show Australians are touring their home state before heading abroad (approx 90% of Esperance tourists are domestic).

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

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

The challenges include:• attracting and retaining people and business into the

community

• further education and building our skills within the community

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

• attracting and retaining key employment generators

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

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

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

• managing the expectations of the Esperance community

• ongoing requirement for waste management within the Shire

• fluctuating opportunities for funding from State & Federal agencies

• renewing ageing infrastructure whilst maintaining financial sustainability

• access to communication in remote areas• availability and increasing cost of energy impacting

business/industry development

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

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

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

Corporate Business Plan

2016-2020 (5 years)

Annual Business Unit Plan

(1 year)

Annual Budget

(1 year)

Annual Report(1 year)

Council’s PrioritiesIn June 2016 Council reviewed and confirmed the priority areas for the Shire to focus on and resource, these provide direction in the Corporate Business Plan.

The priorities are to:

• continue to improve communication and engagement with the community

• address and support Economic Development within the Shire

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

• establish agreed levels of service and costings

• improve efficiencies within the organisation

• aim for long term financial sustainability while improving asset management

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

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

• Waste Management Initiatives

• Greater Sports Ground Redevelopment

• Esperance Waterfront - Tanker Jetty

• Increasing Agricultural capacity

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

• Closing the Asset Management Gap

• Esperance Waste Disposal Facility

• Esperance Depot Redevelopment

• Eastern Suburbs Water Re-use Scheme

• Public Open Space Implementation

• Esperance Town Centre Parking, Traffic and Pedestrian Strategy

• Esperance Skate Park

• Development of Flinders

• Indoor Sports Stadium Upgrade

• Full review of Strategic Community Plan

• James Street Swimming Jetty Upgrade

• Road Hierarchy and Maintenance Program

• Visitors Centre Operations

• Develop an indigenous land-use agreement with local native title claimants

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

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

The objectives of Risk Management Policy are:

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

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

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

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

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

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

• reduce the cost of risk to the Shire of Esperance

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

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

identified:

• inadequate organisational Project Management method and records

• potential non compliance with waste management legislation

• difficulty in attracting and retaining qualified staff in critical positions

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

• reducing external funding sources.

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

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

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

The objectives of Asset Management is to:

• ensure a life cycle approach

• develop cost effective management strategies for the long term

• provide a defined level of service and monitor

performance

• understand and meet the demands of growth

• manage risks

• ensure the continuous improvement in asset management practices.

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

The Long Term Financial Plan incorporates funding strategies to close the projected renewal gap and still ensure the levels of service delivered to the community is acceptable. Current and projected expenditure requirements, assumptions and improvement plans are detailed in the following Asset Management Plans (AMP):

• Road Infrastructure Asset Management Plan

• Footpath Asset Management Plan

• Coastal Asset Management Plan

• Fleet Asset Management Plan

• Airport Asset Management Plan

• Building Asset Management Plan

• Parks & Reserves Asset Management Plan

• Stormwater Asset Management Plan

AMP’s are reviewed periodically to incorporate improvements and further develop confidence in the projected funding gaps. Council is aware that a review of Road Infrastructure is being undertaken and may have a significant impact on future Long Term Financial Plans.

Asset Management

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

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

The objectives of the Workforce Plan are to identify:

• internal and external factors facing our workforce

• critical skills and positions within the organisation

• gaps between our current and future workforce requirements

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

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

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

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

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

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

Specifically, the following positions are projected to be required:

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

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

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

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

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

Position Directorate FTE 16/ 17

Cost 17/ 18

Cost 18/ 19

Cost 19/ 20

Cost

Known Resource Gap

Technical Officer Asset Management 1 1 $60,002

Parks & Reserves General Hand

Asset Management 1 1 $57,864

Administration Officer - Depot


Project RequirementsEsperance Waste Disposal Facility


Total

Total new positions 6 2 $112,062 1 $60,002 3 $177,499

Total including 16% on cost $129,992 $69,602 $205,899

Positions to be funded from existing allocations Positions to be funded from major project budgets 3

Positions requiring additional muni funds 3 2 $129,992 1 $68,800

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

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

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

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

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

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

• maintain existing service levels until service level reviews are completed

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

• maintain or progress towards meeting capital cost

in line with asset management plans

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

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

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

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

• existing external funding sources for operational activities will be unchanged

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

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

• the Shire will meet all compliance requirements

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

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

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

Operational Activity Operational activities are either an ongoing activity or a project which has a time frame for completion over the next four years. These activities are funded from the operational budget, Shire reserves or external grant funding. All operating costs are based on the annual budget plus a 3% increase based on the global

assumptions. The operational expenditure figures are indicative only. The operational projects have a nominal cost which includes any external resources required and estimated internal resources such as employee time. Non operating costs are not included within the Corporate Business Plan. Revenue and expenses for individual accounts can be found within the Annual Budget.

Activating the Strategic Community Plan

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

A safe community where residents feel secure and comfortable at home, work and play.A healthy community engaging in positive and rewarding lifestyles with access to a broad range of recreational opportunities.

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

Key Actions Responsibility Budget 16/17 17/18 18/19 19/20 Ongoing

1.1.1 Coordinate implementation of Youth Strategy

Implement the strategies identified in the ‘Communities for Youth’ project

Community Division Capital ●

1.1.2 Manage Community Division Provide advice, support and direction in the delivery of community services

Community Division Operating ● ● ● ● ●

1.1.3 Review and update the Disability Access and Inclusion Plan

Implement, review and monitor the Disability Access and Inclusion Plan


1.1.4 Manage the Esperance Visitor Centre Assist visitors within the Esperance region with their Esperance tourism adventure

Community Enterprises Operating ● ● ● ● ●

1.1.5 Support the Senior Citizens Management Committee in the management of the Senior Citizens Centre

Provide administration support to the Senior Citizens Management Committee


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

Esperance Town Centre Revitalisation Master Plan 2015 – 2035 proposes to revitalise the town centre of Esperance over a 20 year period (2015 - 2035). Community consultation throughout the development of the Master Plan, discovered ‘parking’ was considered a significant issue within the town centre, to the extent that it was recommended as a short-term implementation action requiring priority research and analysis.The Esperance Town Centre Parking, Traffic, and Pedestrian Strategy will focus on increasing foot traffic and incentives to walk through town; pedestrian and bicycle priority in main activity areas; improve car movement and parking areas; improve accessible parking, ramps and facilities for people with disabilities and the elderly; create streets that are places; improve transport options to and within the town centre and surrounding beaches; allow for access for trucks and deliveries for businesses; passenger drop off and pick up points and taxi ranks; and allow for closer parking for RV and caravans.The Community Grants Program provides funding for projects to community groups that provide valuable community, cultural, environmental, sporting and recreational services and activities to the region. It is the Shire’s principal community investment program enabling the recognition of leadership and individual achievement, the building of community capacity and sustainability, the development of cultural identity and the support of initiatives that meet community needs.

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


1.3.1 Advocate for improved access to non local government services

Campaign on behalf of the community for improved service delivery

Chief Executive Officer Operating ● ● ● ● ●

1.3.2 Manage Esperance Home Care operations

Provide a comprehensive, co-ordinated and integrated range of support services to older people, people with disabilities and their carers

Community Division External ● ● ● ● ●


1.1.6 Develop an Iconic Annual Community Event

Host an event that encourages locals and visitors to participate and celebrate Esperance

Executive Services ● ● ● ● ●

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


1.4.1 Manage the Community Grants Program

Develop and actively support Community Groups and individuals who positively contribute to community wellbeing


1.4.2 Manage the Volunteer Resource Centre Encourage and support active community participation in volunteering throughout the region

Community Division External ● ● ● ● ●

1.4 Encourage and support volunteers and community groups


1.2.1 Develop and implement Parking, Traffic and Pedestrian Strategy (Town Centre Revitalisation Master Plan)

Plan for improved accessibility, connectivity, mobility and safety for all ages and abilities

Asset Management Operating ● ●

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


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

Prepare the community for emergency situations through fire breaks, plans and policies and brigade activities

Law & Order Capital ● ● ● ● ●

1.5.2 Manage animal control Investigate, educate and enforce the efficient control and management of animals

Law & Order Operating ● ● ● ● ●

1.5.3 Manage emergency responses Manage the response of Bushfires as the controlling agency and provide support to other controlling agencies as required in an emergency


1.5.4 Manage emergency recovers services Manage recovery for the Shire post an emergency incident


1.5.5 Manage Ranger Services and facilities Manage and educate the community on compliance with applicable statutes, policies and procedures


1.5.6 Provide emergency prevention services Increase community awareness and mitigation strategies for the prevention of emergency incidents


1.5 Develop and maintain a safe environment for the community


1.6.1 Manage the Bay of Isles Leisure Centre and programs

Create an innovative and friendly facility which meets the community’s aquatic, health and fitness needs

Bay of Isles Leisure Centre

Capital ● ● ● ● ●

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


1.7.1 Manage the Civic Centre, programs and events

Encourage and promote community participation in arts and cultural activities

Community Enterprises Capital ● ● ● ● ●

1.7.2 Develop a Library Strategic Plan Plan for the community’s future library and cultural services

Community Support Operating ● ● ● ● ●

1.7.3 Manage the Frank Collett Public Library Embrace learning and knowledge for all ages and abilities


1.7.4 Manage the Museum Collect, preserve, research, document, store, display and interpret items that pertain to the natural and human history of the Esperance district


1.7.5 Develop plan for the Musuem Village Develop a plan for the Museum Village that supports community and culture activities

External Services Operating ● ●

1.7 Facilitate and promote arts, heritage and culture activities for all ages and abilities


1.8.1 Coordinate review of Environmental Health procedures and develop draft Public Health Plan

Develop a vision to support the health and wellbeing of the Esperance community

Operating ● ● ● ● ●

1.8.2 Manage Environmental Health Services and Programs

Prevention of disease and sustainable health for the community through monitoring and education


1.8 Manage environmental health risks in the community

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

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

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

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

2.1 Protect, restore and enhance our natural assets


2.1.1 Coordinate implementation schedule for Street Tree Policy

Management and preservation of street trees to enhance our urban spaces

Parks & Environment Operating ● ● ● ● ●

2.1.2 Seek funding for environmental education programs

Obtain funding to run programs that improve understanding of our environment and our potential impacts

Parks & Environment External ● ● ● ● ●

The Eastern Suburbs Water Re-use Scheme Master Plan through the ESWSS Infrastructure Renewal Project (Project) proposes to replace, upgrade or expand, the existing infrastructure to enable the continual provision of water to the eastern suburbs. The Project will increase the capacity of the scheme to meet urban growth predictions, secure supply reliability, and afford the Shire product delivery control as it actively encourages users to implement more efficient irrigation practices while, promoting an overall reduction in use.With the impending closure of the Wylie Bay Waste Management facility, Council continues to work on identifying the location of the new Waste Management Facility. Preferred sites have been ranked through a desktop analysis using a broad range of considerations including environmental, topographic, access and adjoining land uses. Council has signed off on the findings and through a buying agent has negotiated to purchase a potential site dependent on site investigations being undertaken over the next 12 months.Lake Monjingup’s rehabilitation work will continue in 2016/17 working towards reopening as soon as possible. The stage 1 rebuild includes reconstruction of the birdhide, environment centre, some fencing and part of the boardwalk. Interpretive and walk trail signage will be put in place to enhance visitor experience. Local community groups and schools will assist in rebuilding this community asset.The Public Open Space Strategy, endorsed by Council in 2016, ranks our public open spaces and provides guidance to Council on how to ensure community needs are met with the provision of top quality plan spaces. The Greater Sports Ground, Condingup and Beaumont playgrounds have upgrades planned for 2016-17 including new equipment, softfall edging, shade & park furniture which will provide the community with enhanced playgrounds.

2.2 Educate the community on ways to use our environment responsibly


2.2.1 Develop and implement environmental education programs

Educate the community on the importance of protecting the sustainability of our ecosystems

Parks & Environment Operational ● ● ● ● ●

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


2.3.1 Coordinate implementation schedule of Public Open Space Strategy

Create spaces that are accessible and meeting the needs of the whole community

Parks & Environment Capital ● ● ● ● ●

2.3.2 Review and update Trails Master Plan and implementation schedule

Enhance funding opportunities and be the foundation for trail development in the region, encouraging activity amongst our natural assets

Parks & Environment Operating ●

2.3.3 Manage Parks & Environment Develop, renew and maintain parks and reserves to a high standard that meets the needs of the community and strives for environmental best practice in operations

Parks & Environment Operating ● ● ● ● ●

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


2.4.1 Coordinate implementation schedule of Coastal Management Plan

Manage the Shire’s coastal reserves in a sustainable manner that encourages responsible care-taking in our community


2.5 Sustainable manage our waste, water, energy use and facilities


2.5.1 Coordinate implementation of Eastern Suburbs Water Re-Use Scheme Master Plan

Sustainable and economical provision of water to the eastern suburbs, now, and into the future

Asset Management Operational ● ●

2.5.2 Investigate opportunities to improve energy efficiency of all Shire Buildings

Pursue energy efficient, energy saving technologies to reduce our environmental footprint and provide cost savings

Asset Planning Operational ● ● ● ● ●

2.5.3 Investigate opportunities to improve water and energy efficiencies at the Bay of Isles Leisure Centre

Pursue water and energy saving technologies to provide a cost efficient service while maintaining a high level of amenity

Bay of Isles Leisure Centre

Operational ● ● ● ● ●


2.5.4 Manage the Wylie Bay Landfill Closure Plan

Progress closure plan, including capping, gas management, surface water management and re-vegetation plan

Commercial Enterprises

Capital ● ● ● ● ●

2.5.5 Manage waste and recycling facilities and programs

Dispose of waste in a compliant manner and educate the community on waste reduction, reuse and recycling



2.5.6 Plan for and construct new landfill site Design and construct a modern, compliant landfill with minimal impact to the environment and amenity


Capital ● ● ●

2.5.7 Investigate opportunities to improve water efficiency within all Public Open Space

Pursue water saving technologies, using water efficiently and reducing overall costs


2.6 Plan for and adapt to changes in our climate


2.6.1 Seek opportunities to participate in external climate change programs, projects and initiatives

Work with stakeholders to promote and implement sustainable and adaptable practices in our changing climate

Chief Executive Officer Operational ● ● ● ● ●

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

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

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

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

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


3.1.1 Manage Asset Management Directorate Provide timely, efficient, and quality renewal, maintenance and administration of Shire Assets

Asset Management Operating ● ● ● ● ●

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

Provide an innovative new structure for the community that is fit-for-purpose, universally accessible and recognises the history of its predecessor

Asset Management Capital ● ●

3.1.3 Undertake an organisation wide Service Delivery Review

Enhance delivery of efficient services to our customers both internally and externally which are sustainable and are aligned with the Strategic Community Plan

Chief Executive Officer Capital ● ●

Redevelopment of the Esperance Indoor Sports Stadium will see a highly anticipated upgrade to the current facility. Staged works will include two new outdoor courts, a new premium indoor court, upgrade of the existing indoor asphalt court, and additional clubroom, community and storage amenities. The Shire is actively pursuing federal, state and regional funding opportunities to enable the project to be funded and subsequently commenced.The new Esperance Skate Park will be a unique, iconic and site responsive multi-purpose, multi-generational facility that aims to complement the existing uses and facilities of existing waterfront recreational precincts within Esperance. This facility will be the central social hub on the beach front for the youth and the broader community of Esperance.In November 2015 a structural assessment of the James Street Swimming Jetty resulted in its closure to the public due to safety concerns. Repairs will be undertaken this year including replacing the concrete deck, the installation of new handrails and lighting. This community asset is well used over the summer months by locals and tourists.Council had to make the difficult decision to call for the dismantling of the Tanker Jetty due to the extremely high costs to refurbish the failing sections. The recognition of the historical value and role of the jetty in Esperance will be recognised in an interpretation plan, similar to that already in place on the headland. The retention of a structural footprint will be incorporated in a new design and all reusable timbers will be recovered and stored while investigations are undertaken on potential ideas for public use (foreshore seating, sculptures etc).

2.5 Sustainable manage our waste, water, energy use and facilities


3.1.4 Maintain transport infrastructure Ensure Shire infrastructure is maintained to a high standard providing a safe transport network that meets community needs

Asset Operations Operating ● ● ● ● ●

3.1.5 Renew, upgrade and build new rural infrastructure

Prioritise and program rural infrastructure renewal and upgrades which meet industry standards


3.1.6 Renew, upgrade and build new urban infrastructure

Prioritise and program urban infrastructure renewal and upgrades which meet industry standards


3.1.7 Maintain Shire buildings Ensure the community has access to high quality buildings meeting diverse needs

Asset Planning Operating ● ● ● ● ●

3.1.8 Renew, upgrade and build new Shire buildings

Renew, upgrade and build Shire building to meet the ongoing needs of the community

Asset Planning Capital ● ● ● ● ●

3.1.9 Renew, upgrade and build new parks, reserves and landscape areas

Renew, upgrade and build new parks, reserves and landscape areas to meet the ongoing needs of the community

Parks & Environment Capital ● ● ● ● ●

3.1.10 Construction of new Skate Park facility Construct a world-class, multi-purpose, skate park that provides an anchor for an Esperance Youth Precinct

Asset Management Capital ●

3.1.11 Construct new depot facility Construct a functional and safe depot facility, improving service capabilities and efficiencies

Asset Management Capital ●

3.1.12 Manage Indoor Sports Stadium upgrade

Deliver a fit-for-purpose and future-proof indoor sports and recreation precinct for the Esperance community


3.1.13 Manage Tanker Jetty demolition Manage the safe demolition of the jetty, whilst recognising the heritage significance


3.1.14 Manage James Street Swimming Jetty repair

Repair and maintain the jetty, to ensure safety for all users while enjoying the use of a community asset

Asset Management Operating ●

3.2 Deliver a diverse, efficient and safe transport system


3.2.1 Manage the Esperance Airport Manage a compliant, efficient and sustainable airport that meets the needs of our customers



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


3.3.1 Represent and communicate community priorities at Federal, State, Regional and Local levels

Maintain and foster key partnerships, sponsorships and stakeholder relationships


3.3.2 Seek funding for Shire priority projects Lobby and apply for Federal and State Government funding for a range of major strategic projects


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

Administer and monitor the process for external grant funding to ensure all opportunities are capitalised and beneficial to the community

Financial Services Operating ● ● ● ● ●

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


3.4.1 Implement asset management plans across Shire Operations

Integrate asset management across Shire operations, based on whole of life, sustainability and level of service principals


3.4.2 Manage the Shire Fleet Maintain and replace the Shire’s fleet Asset Planning Operating ● ● ● ● ●

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

3.5 Advocate and plan for economic development in a sustainable manner


3.5.1 Manage Commercial Division Manage commercial services to maximize sustainable community outcomes

Commercial Division Operating ● ● ● ● ●


3.5.2 Participate in the implementation of the Regional Economic Development Strategy

Guide positive future growth and development within the Esperance Region


3.5.3 Develop initiatives to increase Agricultural capacity within the Shire

Undertake feasibility study and due diligence for allocation of additional agricultural lands

Statutory Division Operating ● ● ● ● ●

3.5.4 Develop an Indigenous Land-Use Agreement with local native title claimants

Initiate discussions with local native title claimants


3.5 Advocate and plan for economic development in a sustainable manner


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

Maintain and foster stakeholder relationships that benefit the Esperance community


3.6.2 Provide support and advice to community groups

Encourage and support Community Groups to build robust relationships across the region


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


3.7.1 Manage Asset Development Provide a safe sustainable road network for all road users including motor vehicles, heavy transport, public transport, cyclists and pedestrians

Asset Development Operating ● ● ● ● ●

3.7.2 Continue the development of Flinders Estate

Ensure the sustainable development of the Flinders estate providing a premier location to live


3.7.3 Manage Building Services Manage building maintenance, cleaning and security of Shire buildings

Development Compliance


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


3.7.4 Manage Planning Services Manage and review the planning framework in an equitable, efficient and consistent manner to promote sustainable development and well-designed places



3.7.5 Review, update and implement Local Planning Scheme and Policies

Meet the planning needs of our community and stakeholders through the development and implementation of planning strategies and policies



3.7.6 Manage Statutory Division Aim to provide high quality, efficient and compliant services through continual improvement and a focus on Customer Service


3.7.7 Manage Development Compliance Maintain and enhance the quality and regulate compliance of development within the Shire



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

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

Governance structures that ensure accountable, transparent and ethical decision making

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

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

4.1 Assist Councillors to provide strong and visionary leadership


4.1.1 Facilitate Councillors opportunities to represent the community

Ensure Councillors meet with State and Federal Representatives to advocate for their community


A full review of the Strategic Community Plan will be undertaken in 2016 and require significant community input. The Strategic Community Plan is the overarching document that guides the future direction of Councils policies, plans, projects and decision making over a ten year period. Community input is vital to enable Council to keep abreast of community goals and aspirations, maintain a clear vision for the future and determine priorities ensuring informed decisions are made on behalf of the community. A Customer Response Management system will be implemented at the Shire this year which will see efficiencies in the receival and response rate in customer enquiries. With a reduction in the number of steps in the process and an improved tracking facility, responses will be more expedient and performance data can be collated and benchmarked.Communication continues to be a focus area for Council and Shire staff with new communication tools being researched and community sessions being held on a more regular basis. Ensuring accurate and up to date information is available on Shire services and activities is critical. This will be achieved through a new user friendly website (making information and documentation easily accessible), increased application of social media, e-newsletters, community sessions and our traditional print and radio promotions.

4.2 Maintain a clear, transparent and ethical decision making process


4.2.1 Facilitate regular public Council meetings

Ensure monthly council meetings take place and both Council and the Community are provided with quality information


4.2.2 Review Shires suite of Local Laws Reviews are undertaken to ensure relevancy of Local Laws with parent legislation and within the community

Executive Services Operating ● ●


4.2.3 Review the Strategic Community Plan Undertake a major review of the Strategic Community Plan, to capture community goals and aspirations

Executive Services Operating ● ● ●

4.3 Ensure open and consistent communication between the Shire and the community


4.3.1 Develop and implement Communications Plan

Develop a Communications Plan to accurately reflect the changing and dynamic communication environment

Executive Services Operating ●

4.3.2 Manage Corporate Reporting Provide a fully integrated robustgovernance framework and monitor corporate performance

Executive Services Operating ● ● ● ● ●

4.3.3 Manage media relations Ensure accurate and timely informations distributed to the community and media


4.3.4 Develop and implement an organisation Marketing and Branding Strategy

Update and refresh Shire branding to reflect current values and aspirations

Executive Services Operating ●

4.4 Actively engage with the community to inform decision making


4.4.1 Manage engagement activities for Council and Shire

Provide engagement opportunities for community involvement on current projects and topical issues


4.2 Maintain a clear, transparent and ethical decision making process

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


4.5.1 Manage Asset Planning Integrate asset management into Shire operations


4.5.2 Manage the Organisation Provide leadership and direction to both staff and Councillors to achieve the organisational goals


4.5.3 Coordinate opportunities for Shire of Esperance freehold and managed properties

Utilise freehold and managed properties to capitalise on opportunities that benefit the Esperance community


4.5.4 Manage Commercial Enterprises Ensure best practice principles are promoted across the division to provide efficient and sustainable service levels



4.5.5 Manage Corporate Resources Provide corporate related internal services, processes and advice that meet the needs of the Shire

Corporate Resources Operating ● ● ● ● ●

4.5.6 Manage Corporate Support Provide support, advice and direction to internal and external customers

Corporate Support Operating ● ● ● ● ●

4.5.7 Manage Shire leases and insurances Ensure all agreements entered into are financially sustainable and beneficial to the community

Corporate Support Operating ● ● ● ● ●

4.5.8 Annual review and update Delegated Authority Register

Ensure upto date delegations are maintained for the organisation


4.5.9 Manage External Services Directorate Provide advice, support and direction to Council, CEO and Staff

External Services Directorate


4.5.10 Manage Finance Maintain accurate and compliant financial records

Financial Services Operating ● ● ● ● ●

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


4.5.11 Manage Human Resources Recruit, develop and retain a highly skilled workforce

Human Resources Operating ● ● ● ● ●

4.5.12 Manage Risk Management System Identify and support the organisation to monitor and control risks

Human Resources Operating ● ● ● ● ●

4.5.13 Manage Information Technology Support and educate staff in the provision of efficient IT systems

Information Management


4.5.14 Manage Shire Records Provide timely and efficient record keeping to maintain accurate and historical records

Information Management


4.5.15 Annual review of Long Term Financial Plan

Prepare a plan that seeks to realise the goals and aspirations of the Strategic Community Plan

Corporate Resources Operating ● ● ● ● ●

4.5.16 Annual review of Corporate Business Plan

Review the Corporate Business Plan to update priorities and actions


4.5.17 Manage the Esperance Shire Caravan Park

Provide a contemporary and well resourced space for visitors to enjoy

External Services Directorate



4.6.1 Manage transport licensing Efficiently process customer licensing needs Corporate Support Operating ● ● ● ● ●

4.6.2 Develop new Shire of Esperance Enterprise Agreement

Develop an agreement providing satisfactory outcomes to all parties

Human Resources Operating ●

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

Financial Position SummaryThe Financial Position Summary is a snapshot of the Shire’s Long Term Financial Plan, identifying our ability to resource our activities with expected revenue and expenditure for the next four years based on known and assumed figures. More detailed breakdowns are available within the annual budget and the Long Term Financial

Plan. The summary highlights our objective to retain a budget surplus over the next four years whilst ensuring service levels are maintained and major projects are funded.

2016/17 2017/18 2018/19 2019/20Operating Revenue

Rates 18,793,472 19,676,693 20,601,423 21,569,611Operating Grants 8,629,053 8,844,779 9,065,898 9,292,546Fees & Charges 9,803,406 10,097,508 10,400,434 10,712,447Other 1,162,780 (1,467,001) 1,488,974 1,580,180Total 38,388,711 37,151,980 41,556,730 43,154,784

Operating ExpenseEmployee Costs (14,691,235) (15,146,663) (15,616,210) (16,100,313)Materials & Contracts (8,025,460) (8,242,147) (8,464,685) (8,693,232)

Depreciation (15,448,284) (15,856,228) (16,978,323) (17,190,415)Other (4,421,354) (4,685,087) (2,576,316) (4,766,055)Total (42,586,333) (43,930,125) (43,635,534) (46,750,014)

Non Cash Items- Adjustments 15,000,654 18,123,452 16,259,676 16,451,659

Capital Expenditure & RevenueCapital Expenditure (17,945,459) (32,632,221) (21,863,433) (16,436,109)Repayment of Loans (831,370) (1,507,789) (1,541,472) (249,442)New Loan Borrowings - 7,188,388 - -External Grant Funding 7,464,285 11,652,086 9,416,557 3,892,916Sale of Assets 1,357,415 2,314,101 2,148,822 2,340,203Other- Including Reserves (813,256) (1,632,095) (2,333,658) (2,422,843)Total (10,768,385) (11,353,340) (14,173,184) (12,875,275)

Estimated Surplus/(Deficit) B'fwd - 34,647 26,613 34,301

Estimated Closing Position 34,646 26,613 34,301 15,454

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

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

The Long Term Financial Plan, Workforce Plan and Asset Management Plans have been developed alongside the Corporate Business Plan to ensure

appropriate resources are allocated to deliver the Strategic Community Plan.

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

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

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

Implementation Process

Strategic Community Plan

Corporate Business Plan

Operational Planning

Progress Reporting

Integrated Planning and Reporting Framework Implementation Process

Vision for Esperance

Goals and strategies

Community indicators

Shire services

Actions to deliver strategy

Operational performance indicators

Business unit plans

Annual budget

Annual operational plans

Monthly reports to Council

Annual Report to Community

Regular reviews of plans

To implement and continually improve the way we deliver services to the community, we need to monitor and evaluate our performance on an ongoing basis.

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

The Corporate Business Plan’s progress toward achieving the outcomes of the Strategic Community Plan will be

monitored against the Strategic Community Indicators identified.

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

To achieve the outcomes identified for our community we need to ensure the organisation runs efficiently and effectively. The Shire has Operational Key Performance Indicators that measure our performance with regard to assets, finance, employees and governance. These are

presented to Council on a monthly basis as a part of their Ordinary Council Meeting agenda. These are publicly available to all stakeholders. The annual review of our Business Unit Plans ensures our performance indicators remain relevant and provide data that is used to inform Council decision making.

Monitoring Our Progress

Acknowledgements

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

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

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

Photo credit: Shire of Eperance

Final Version - 28th June 2016Document Number - D16/14696

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