gic pl an 016 - wmrc.wa.gov.au strategic... · gic pl 016 2011 an ... project is about to move into...

gic Pl016 2011

an

Western Metroppolitan R

Phone: (0Address: Postal Ad

egional C

08) 9384 4003 FaWearne House, 40 ddress: PO Box 47, M

w

Council

ax: (08) 9384 7511 Marine Parade, CoMosman Park WA 6

www.wmrc.w

Email: admin@wottesloe WA 6011 6912

wa.gov.au

Date: 7 Apr

wmrc.wa.gov.au

il 2011

Rebecca.Goodwin

Typewritten Text

www.wmrc.wa.gov.au

Western Metropolitan Regional Council Strategic Plan 2011‐2016

2/13

Table of Contents Table of Contents ........................................................................................................................................................................................................................................ 2

1. Foreward ............................................................................................................................................................................................................................................. 3

1.1. Chairman’s Message ......................................................................................................................................................................................................................... 3

1.2. Strategic Plan Highlights .................................................................................................................................................................................................................... 3

2. Introduction ......................................................................................................................................................................................................................................... 4

2.1. About the Western Metropolitan Regional Council .......................................................................................................................................................................... 4

2.2. About this Strategic Plan ................................................................................................................................................................................................................... 4

2.3. Strategic Planning Background ......................................................................................................................................................................................................... 5

2.4. Scope of the Strategic Plan ............................................................................................................................................................................................................... 5

3. Our Purpose, Vision, Values and Stakeholders ................................................................................................................................................................................... 6

3.1. Our Purpose ...................................................................................................................................................................................................................................... 6

3.2. Our Vision .......................................................................................................................................................................................................................................... 6

3.3. Values ................................................................................................................................................................................................................................................ 6

3.4. Stakeholders ...................................................................................................................................................................................................................................... 6

4. Strategic Objectives – Overview .......................................................................................................................................................................................................... 7

5. Strategic Actions to Achieve the Strategic Objectives ......................................................................................................................................................................... 8

5.1. Strategic Objective 1: Achieve a Comprehensive, Cost Effective Waste Management Service Across the Region ......................................................................... 8

5.2. Strategic Objective 2: Increase the Number of Councils, Businesses and People Using Our Services ............................................................................................. 9

5.3. Strategic Objective 3: Reduce Waste to Landfill ............................................................................................................................................................................. 10

5.4. Strategic Objective 4: Increase the Knowledge and Engage the local Community to Improve Waste Management .................................................................... 11

5.5. Strategic Objective 5: Become a Recognised Catalyst Implementing Innovative Practices in Waste Management ..................................................................... 12

5.6. Strategic Objective 6: Develop a Capable Team and a Great Place to Work to Achieve Our Objectives ....................................................................................... 13


3/13

1. Foreward

1.1. Chairman’s Message The Strategic Plan for the Western Metropolitan Regional Council (“WMRC”) comes at an exciting time in the development of the Council. The DiCOM project is about to move into full scale operations, the administration has commenced on an independent basis and a major redesign of the JFR (Jim) McGeough Resource Recovery Facility in Shenton Park is underway.

With all of this change, it is entirely appropriate that the WMRC reconsider its direction for the coming five years to ensure that it makes a strong mark. This Strategic Plan achieves just that, and achievement of all elements of the Strategic Plan will see the Region as a leader in waste management across Perth.

1.2. Strategic Plan Highlights

1.2.1. Our Purpose

The WMRC exists to deal with waste from Perth’s Western Suburbs and immediate surrounds in an efficient and environmentally sound manner, and to provide guidance to its community in improved waste management practices.

1.2.2. Our Vision

“We make our world. Better.”

1.2.3. Our Objectives

1: Achieve a Comprehensive, Cost Effective Waste Management Service Across the Region

2: Increase the Number of Councils, Businesses and People Using Our Services

3: Reduce Waste to Landfill

4: Increase the Knowledge and Engage the Local Community to Improve Waste Management

5: Become a Recognised Catalyst Implementing Innovative Practices in Waste Management

6: Develop a Capable Team and a Fulfilling Place to Work to Achieve Our Objectives

1.2.4. Our Values

Delivery Values Support Values

Reliability Responsiveness Transparency Excellence Excellent customer service Innovation Inspirational Passionate


4/13

2. Introduction

2.1. About the Western Metropolitan Regional Council The WMRC is a regional Council that has provided waste transfer and education services for its five member Councils since 1989. The WMRC’s member Councils are:

Town of Claremont Town of Cottesloe Town of Mosman Park Shire of Peppermint Grove City of Subiaco

The WMRC also provides services to the City of Nedlands, reinforcing the significance of the WMRC as a waste service provider to the western suburbs.

For most of its history, the WMRC has been managed under contract to one of the member Councils; typically either the City of Subiaco or the Town of Mosman Park. This changed in mid‐2010 with the appointment of an independent Chief Executive Officer and associated administration.

2.2. About this Strategic Plan This Strategic Plan defines the purpose of the WMRC, and sets out how we will deliver on that purpose. It contains an aspirational vision, describing where we hope to be after five years, whilst also detailing the strategic objectives we commit to in order to progress towards that vision. The Strategic Plan also describes the values we will embody as we go about our business.

The Strategic Plan was developed through a process of:

1. An initial staff workshop. The workshop set out key directions from the perspective of WMRC staff, and also enunciated core values that staff wanted the organisation to adopt.

2. A request for comments on a discussion paper developed from the staff workshop. The discussion paper was initially to be the subject of a strategic planning workshop; however, this workshop was cancelled due to a lack of attendees.

3. The preparation of a draft Strategic Plan, presented to Council at its meeting on 2 December 2010, and approval sought to advertise for public submissions.

4. Public submissions were sought in accordance with regulation 19C(7) of the Local Government (Administration) Regulations 1996, and the public comment period will extend from 3 December 2010 to 25 February 2011. Five submissions were received during the public comment period and have been incorporated into the final Plan.

The WMRC’s Strategic Plan 2011‐2016 was adopted by Council at its 7 April 2011 meeting.


5/13

2.3. Strategic Planning Background The first Future Directions Plan of the Regional Council was adopted by Council in April 2005. The plan was subsequently reviewed in 2008, and a Future Directions Plan 2009‐2011 adopted by Council on 7 August 2008. A minor review of the Future Directions Plan 2009‐2011 was conducted in 2010, and the Future Plan 2010/2011 – 2012/2013 was adopted by Council on 5 August 2010.

In adopting the Future Plan 2010/2011 – 2012/2013, Council also resolved to commence the preparation of a more comprehensive Strategic Plan to reflect the change in administrative arrangements from management by a member Council to a separate administration. The intent of the change in administration was to enable a greater focus of strategic project delivery, and a new Strategic Plan is intended to enable this.

2.4. Scope of the Strategic Plan The scope of this Strategic Plan is to describe the purpose, vision and values for the organisation. Subject to some shifts in the purpose, these three elements should be relatively constant over time.

The Strategic Plan also details the Strategic Objectives of the WMRC to enable it to deliver on its purpose, and move towards its vision. Each Strategic Objective is further delineated into Key Strategies, Key Actions, Resources, Measures/Targets/Responsibility and Timeline. This section of the Strategic Plan gives clear guidance to the WMRC’s activities, and is focussed on a five year planning horizon.


6/13

3. Our Purpose, Vision, Values and Stakeholders

3.1. Our Purpose The WMRC exists to deal with waste from Perth’s Western Suburbs and immediate surrounds in an efficient and environmentally sound manner, and to provide guidance to its stakeholders in improved waste management practices.

3.2. Our Vision “We make our world. Better.”

We aspire for a world in which waste is not a problem but an opportunity, when people in our local area are proud of the great things that are done in their world, when people from afar come to see us and admire what we do. And once we have achieved this for waste management, we aspire to grow our work into ultimately delivering an inspirational natural environment for the Western Suburbs of Perth.

3.3. Values In delivering value for our customers, we strive for the following delivery values:

1. Reliability. We will deliver on our purpose whenever we are needed. 2. Transparency. We will strive to be as open and transparent in our

business dealings as possible. 3. Excellent customer service. We want to be a pleasure to deal with.

Our delivery values are built upon the following support values:

1. Responsiveness. We observe events and respond mindfully. 2. Excellence. We seek to do the best we can. 3. Innovation. We always seek a better way to do something. 4. Inspirational. We fill those around us with energy and excitement. 5. Passionate. We believe in what we do, and do what we believe.

3.4. Stakeholders We will foster partnerships with key stakeholders to identify opportunities and work collaboratively to achieve our purpose and vision. Key stakeholders include:

Member Council Councillors and staff Residents of member Councils State and Commonwealth Government Customers Community volunteers Schools and education institutions Other Regional Councils


7/13

4. Strategic Objectives – Overview

1. Achieve a Comprehensive, Cost Effective Waste Management Service Across the Region

1.1 A comprehensive, cost effective waste transfer station

1.2 A harmonised waste collection service across the Region that encourages source separation

1.3 Define and communicate best practice in waste management

2. Increase the Number of Councils, Businesses and People Using Our Services

2.1 Increase the number of Councils using WMRC Services

2.2 Increase commercial customers at the Transfer Station

2.3 Increase the number of residents using WMRC Services

2.4 Build a strong identity

3. Reduce Waste to Landfill

3.1 Establish the DiCOM facility on a commercially viable basis

3.2 Remove Non‐Specification waste from the waste stream

3.3 Sort and divert waste at the Transfer Station

3.4 Recover value from residual material before landfill

4. Increase the Knowledge and Engage the Local Community to Improve Waste Management

4.1 Develop waste education infrastructure in the Region

4.2 Develop waste education programmes in local schools

4.3 Change behaviour in the household to minimise waste and foster sustainable living

4.4 Collaborate with Councils across Region

5. Become a Recognised Catalyst Implementing Innovative Practices in Waste Management

5.1 Establish research partnerships

5.2 Contribute to the development of innovation in waste management

5.3 Participate in waste industry peak bodies

5.4 Advocate for improved waste management

6. Develop a Capable Team and a Fulfilling Place to Work to Achieve Our Objectives

6.1 Develop a capable team

6.2 Make the WMRC a great place to work


8/13

5. Strategic Actions to Achieve the Strategic Objectives

5.1. Strategic Objective 1: Achieve a Comprehensive, Cost Effective Waste Management Service Across the Region Key Strategies Key Actions Measures/Targets Responsible By When

1.1 A comprehensive, cost effective waste transfer station

1.1.1 Acquire more land at the transfer station

Agreement from Department of Defence to acquire land

CEO 2016

1.1.2 Upgrade waste transfer infrastructure Reduced cost per tonne for haulage

Improved site traffic flow

Eng

Eng

2012

2012

1.1.3 Provide expanded waste recycling services for the public

Increased tonnes of recycling at public recycling area

Eng, SS 2012

1.2 A harmonised waste collection service across the Region that encourages source separation

1.2.1 A single recycling service across the Region with no net cost increase

All Councils agree to new service

Service commenced

BDM

CEO

2013

2014

1.2.2 A single bulk waste service across the Region that meets expectations and contains costs

All Councils agree to new service

Service commenced

Eng

CEO

2014

2015

1.2.3 Improve the efficiency and reduce the number of garbage collection runs in the Region

All Councils agree to amended runs to optimise truck movements

Service commenced

CEO

CEO

2015

2016

1.3 Define and communicate best practice in waste management

1.3.1 Provide training and education for member Council staff in sustainable waste management

50% of member Council staff associated with waste management and sustainability tour site

One staff member from each member Council attendsan Earth Carers course

SWEM

ECC

2013

2013

1.3.2 Implement a standardised Waste and Recycling calendar for the Region

Standardised calendar introduced SWEM 2013


9/13

5.2. Strategic Objective 2: Increase the Number of Councils, Businesses and People Using Our Services Key Strategies Key Actions Measures/Targets Responsible By When

2.1 Increase the number of Councils using WMRC Services

2.1.1 City of Nedlands a member of WMRC City of Nedlands a member CEO 2013

2.1.2 Town of Vincent using Transfer Station

5,000 tpa of putrescible waste from Town of Vincent

CEO 2012

2.1.3 Mindarie Regional Council supplying DiCOM Facility

15,000 tpa from Mindarie Regional Council

CEO, BDM 2012

2.2 Increase commercial customers at the Transfer Station

2.2.1 Negotiate waste supply contracts with key commercial customers

5,000 tpa covered under waste supply contracts with key commercial customers

BDM 2012

2.2.2 Provide waste education services to SME customers

SME waste education programme developed

Waste education provided to 10 SMEs

BDM, SWEM

SWEM

2014

2016

2.3 Increase the number of residents using WMRC Services

2.3.1 Increase utilisation of resident passes 50% increase per year in utilisation of resident passes

BDM 2012

2.3.2 Increase numbers of paying residents through promotion

50% increase per year in number of paying residential customers

BDM 2012

2.4 Build a strong identity 2.4.1 Rebrand WMRC to make the transfer station, logo and general image more streamlined

New style for WMRC

New WMRC logo

New name or way of referring to the facility

BDM

BDM

BDM

2012

2013

2014

2.4.2 Establish a strong public image as a local service provider

5% increase annually in public recognition of WMRC services

BDM, SWEM 2011


10/13

5.3. Strategic Objective 3: Reduce Waste to Landfill Key Strategies Key Actions Measures/Targets Responsible By When

3.1 Establish the DiCOM facility on a commercially viable basis

3.1.1 Deliver tonnages required of WMRC in Waste Supply Agreement

33,000 tonnes of waste suitable for DiCOM plant

BDM 2012

3.1.2 Continue to improve the quality of waste supplied to DiCOM facility through the implementation of new diversion programmes

Average proportion of Total Recoverable Material increased to 80%

BDM 2016

3.2 Remove Non‐Specification waste from waste stream

3.2.1 Expand household battery recycling programme

2,000 kg batteries collected each year SWEM 2012

3.2.2 Establish permanent Household Hazardous Waste (HHW) drop off area at Transfer Station

Permanent HHW drop off area at Transfer Station

BDM 2011

3.3 Sort and divert waste at the Transfer Station

3.3.1 Sort waste from verge collected waste for recycling

20% of weight of verge collected waste sorted and recycled

SS 2015

3.3.2 Sort waste from residents for recycling

20% by weight of resident residual material sorted and recycled

SS 2014

3.4 Recover value from residual material before landfill

3.4.1 Investigate waste to energy options to manage residual waste from DiCOM

Business case for waste to energy plant at transfer station

Eng 2014

3.4.2 Develop partnerships with other Regional Councils to develop a regional waste to energy solution for residual waste from alternative waste processing plants

Memorandum of Understanding with other Regional Councils in relation to a regional waste to energy solution

CEO 2014


11/13

5.4. Strategic Objective 4: Increase the Knowledge and Engage the local Community to Improve Waste Management Key Strategies Key Actions Measures/Targets Responsible By When

4.1 Develop waste education infrastructure in the Region

4.1.1 Establish waste education centre at transfer station

Education centre established

Viewing platforms for DiCOM and transfer station established

Eng, SWEM

Eng

2014

2015

4.1.2 Western suburbs waste and sustainability education place

Waste and sustainability education place established

SWEM 2014

4.2 Develop waste education programmes in local schools

4.2.1 Conduct school tours through transfer station

50% of local schools conduct a site tour

SWEM 2013

4.2.2 Incorporate waste aspects into curriculum of local schools

Package for school curriculum developed

SWEM 2012

4.3 Change behaviour in the household to minimise waste and foster sustainable living

4.3.1 Develop Earth Carers into an active and autonomous group

Earth Carers organising some events without WMRC coordination

ECC 2014

4.3.2 Increase the adoption of composting or worm farms by households

50 residential composters or worm farms established per year

ECC 2013

4.3.3 Promote refuse, reduce, re‐use and repair message

Education tools developed to encourage residents to refuse, reduce, re‐use and repair

ECC 2014

4.4 Collaborate with Councils across Region

4.4.1 Prepare consistent waste education messages

Consistent waste education message agreed by all participating Councils

SWEM, BDM 2012

4.4.2 Run joint waste, recycling and sustainability advertisements

Joint advertisements agreed SWEM, BDM 2011


12/13

5.5. Strategic Objective 5: Become a Recognised Catalyst Implementing Innovative Practices in Waste Management Key Strategies Key Actions Measures/Targets Responsible By When

5.1 Establish research partnerships 5.1.1 Conduct collaborative research project with a university

A collaborative research project commenced

CEO 2014

5.1.2 Host undergraduate student for work experience

An undergraduate student hosted CEO 2016

5.2 Contribute to the development of innovation in waste management

5.2.1 Present papers at waste management conferences

Two papers presented annually by WMRC

CEO 2012

5.2.2 Create and implement a system to trial innovative practices

System to trial innovative practices created

CEO 2015

5.3 Participate in waste industry peak bodies

5.3.1 Contribute to FORC Attend 90% of FORC meetings CEO 2011

5.3.2 Contribute to MWAC Attend 90% of MWAC meetings CEO 2011

5.3.3 Contribute to the WMAA Attend WMAA meetings as appropriate

CEO 2011

5.4 Advocate for improved waste management

5.4.1 Respond to national and state waste policy discussion papers

Respond to all state waste policy discussion papers

Respond to 50% of national waste policy discussion papers

CEO 2011

2011

5.4.2 Initiate discussions with the State and Federal governments on waste related issues

Prepare a strategy for advocacy with State and Federal governments

CEO 2013


13/13

5.6. Strategic Objective 6: Develop a Capable Team and a Great Place to Work to Achieve Our Objectives Key Strategies Key Actions Measures/Targets Responsible By When

6.1 Develop a capable team 6.1.1 Develop and implement a WMRC succession plan

Succession plan developed CEO 2012

6.1.2 Enable staff to grow in their knowledge and experience

Training and development plan developed for each staff member

CEO 2012

6.2 Make the WMRC a great place to work

6.2.1 Develop a flexible work environment Review WMRC HR policies CEO 2012

Legend to code in “Responsible” column:

BDM: Business Development Manager CEO: Chief Executive Officer ECC: Earth Carers Coordinator Eng: Engineer SS: Site Supervisor SWEM: Sustainability and Waste Education Manager

gic pl an 016 - wmrc.wa.gov.au strategic... · gic pl 016 2011 an ... project is about to move into...

Documents