shire of east pilbara strategic community plan 2013 – 2022 · and the shire of east pilbara. this...
TRANSCRIPT
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Document prepareD for the
Shire of eaSt pilbara by
Shire of eaSt pilbara
november 2012
Shire of eaSt pilbaraStrategic community plan 2013 – 2022
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Our Vision
a cohesive community providing an economic hub for the region linked by vibrant local centres and shared spaces – a place to live and call home.
contents
Foreword � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 3
SECTION 1 – Introduction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 5
SECTION 2 – Our Shire � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 7
our heritage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
our communities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
our Shire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
our region . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
our challenges . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
our opportunities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
our highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
our financial position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
our critical uncertainties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
SECTION 3 – Setting our direction � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 21
how did we get here? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
informing our planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
Setting our direction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23
SECTION 4 – Our vision, objectives and priorities � � � � � � � � � � � � 29
our key priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30
SECTION 5 – Major capital projects and planned actions � � � 31
SECTION 6 – Resourcing the plan � � � � � � � � � � � � � � � � � � � � � � � � � � � � � � 35
our financial position . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35
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Major Hero IMage or collage Here
to obtain a full copy of the original Strategic community plan 2013 – 2022 document, please download from the Shire of east pilbara website www.eastpilbara.wa.gov.au.
This document may contain images of Aboriginal and Torres Strait Islander people who have passed away.
Photo: Rob Kettels
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the Shire of east pilbara is the heart of the pilbara. productivity within the Shire powers regional development, keeps ports busy and drives growth in the economies of our State and nation. our local government is both conscious and proud of its responsibility to serve the communities that enable this activity to continue. cr lynne craigie, Shire president
communities are homes to our most valuable resource: people. the Shire is committed to building partnerships and developing opportunities to resource its communities.allen cooper, chief executive officer
Foreword
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our towns have survived fluctuations of fortune for more than a century. resourcefulness and resilience, along with planning, will hold them in good stead throughout the 21st century. the energy of our people will ensure that the heart of the pilbara will beat on, and will beat strong.
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SECTION 1 IntroductIon
the Shire of east pilbara is not just about resources - it’s also about resourcefulness. from our
indigenous people to early pastoralists and miners, and through to the present day, people have
shown their capacity to not only survive but thrive in the heart of the pilbara.
our towns have survived fluctuations of fortune for more than a century. resourcefulness and
resilience, along with planning, will hold them in good stead throughout the 21st century. the
energy of our people will ensure that the heart of the pilbara will beat on, and will beat strong.
the Shire’s commitment to the future of all its towns is reflected in this plan, which outlines a
vision, strategies, initiatives and proposed outcomes for the coming decades. in framing this
plan, the Shire is fulfilling legislative obligations while paying due attention to the needs and
aspirations of residents, now and in the future.
the plan aims to meet our community needs while also addressing the expectations of
State government - requiring all local government authorities to develop a strategy and
planning document that reflects community and local government aspirations and priorities
over a period of 10+ years.
the development of this Strategic community plan is to be part of an integrated
framework designed to:
• Ensurecommunityinputisexplicitlyandreliablygenerated
• Providethecapacityforlocationspecificplanning,whereappropriate
• Informthelong-termobjectivesofthelocalgovernmentwiththeseinputs
• Identifytheresourcingrequiredtodeliveragainsttheseobjectives
• Clearlyarticulatelong-termfinancialimplicationsandstrategies
our Strategic community plan prioritises community aspirations, giving consideration to
social, economic, environmental and governance objectives. the essence of this plan can
be summarised as a community response to three questions:
1. Where are we now?
2. Where do we want to be?
3. how do we get there?
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the Shire of east pilbara has been occupied for tens of thousands of years. indigenous australians demonstrated autonomy, mobility and innovation in adapting to a harsh natural environment.
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SECTION 2 our SHIrE
our HErItagE
the area now comprising the Shire of east pilbara has been occupied for tens of thousands of
years. indigenous australians demonstrated autonomy, mobility and innovation in adapting to
a harsh natural environment. they were sustained by bonds of kinship, language, ritual and a
spiritual attachment to the land.
White settlement followed an expedition led by Western australian surveyor, frank gregory,
in 1861. gregory had set out in search of an inland sea, which had long been speculated upon.
his report of good pasture land along the De grey river opened an era of pastoral activity in
the region, expanding over the following two decades.
in 1884, nathaniel cooke traced the nullagine river from mouth to source. he recognised the
country’s gold-bearing characteristics and verified his suspicions with promising finds on a return
journey in 1886. in June 1888, a cooke-led party found payable gold, and pegged claims in the
locality that became known as nullagine. returning to roebourne, cooke learned that traces of
gold had also been discovered near marble bar.
the pilbara goldfield was proclaimed in october 1888 and divided into two districts, marble bar
and nullagine. in the early 1890s, the existence of alluvial gold in both mining districts produced
a significant gold rush, with many small-time prospectors arriving after the abandonment of the
Kimberley goldfield. the town of marble bar was gazetted in 1893, and lots sold rapidly following
their release in 1894. confidence in the district was reflected in the construction of impressive
stone public buildings at marble bar in 1896. nullagine was founded in 1895, and was boosted
by its connection to the telegraph the following year.
reef mining made progress as returns from alluvial gold dwindled, but transport costs meant
that only high-yielding ore was worth crushing. the failure of requests for a railway line linking
nullagine to the coast reduced activity, and the town declined after 1905. marble bar fared
better, with a railway from port hedland acting as a lifeline between 1911 and 1951. it remained
a regional centre by virtue of pastoral activity, the ebb and flow of prospecting, and the enduring
comet gold mine, brought into operation in the 1930s.
both nullagine and marble bar were overshadowed after 1970 by the new iron ore mining town
of newman. the Shire of east pilbara was formed by the 1972 amalgamation of the Shire of
marble bar and the Shire of nullagine, with marble bar remaining the seat of local government
until most Shire functions were relocated to newman in 1987.
in the early years of the 21st century, world demand for iron ore has propelled the east pilbara
into a period of rapid growth and development. long-term export contracts and increasing
recognition of the region’s diverse attractions and opportunities are certain to have even more
lasting impact than the gold boom of the 1890s.
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our communItIES
the Shire of east pilbara (Soep) is the largest local
government area in the Southern hemisphere,
bigger than victoria, tasmania and the australian
capital territory combined.
the Shire services the towns of newman, marble
bar and nullagine. the Shire area also contains
numerous aboriginal communities, the largest
being Jigalong, punmu and parngurr.
the Shire’s estimated permanent residential
population is approximately 10,500 people,
rising from 6,319 residents in 1999, representing
a 40 per cent increase in 13 years.
the major industries in the Shire are mining,
pastoral and tourism, with considerable resources
sector growth creating both a housing/construction
and mining boom. the shortfall in the labour force
in the region is currently being met by using
fly-in/fly-out resources.
newman is the primary hub of east pilbara.
much of australia’s iron ore is mined from within
the borders of the Shire and these mines are
operated by resources companies such as
bhp billiton and fortescue metals group (fmg).
the area also boasts a number of natural
attractions, including the Karijini national park to
the west and the largest national park in Western
australia – the Karlamilyi national park (formerly
known as rudall river national park) - to the east.
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neWman
newman is the largest modern mining town in the
east pilbara region, located on the edge of desert
country, 1,200km north of perth and 450km south
of port hedland.
mount newman (1,053 metres) is a unique landform
that abuts the town and was named after the
explorer aubrey Woodward newman.
in 1957, a huge iron ore deposit was discovered
at mt Whaleback, which is now the largest single
open-cut iron ore mine in the world and is operated
by bhp billiton iron ore.
the township of newman was established in
1968 by the mt newman mining company as an
accommodation centre for employees at its nearby
iron ore mine. it remained a company-run town until
1981 when a handover to local government began.
there were 5,478 persons residing in newman
at the time of the 2011, which is a 23% increase
compared to the 2006 census. 10 per cent were
identified as being aboriginal and/or torres Strait
islander, which is an increase on the seven percent
identified in 2006.
the Western australian planning commission
estimates that there is an additional a transient
workforce population of 2,340 living in single
person’s quarters in town. current and proposed
transient workforce accommodation totals
approximately 3,500 units, equating to a peak
fly-in fly-out population of 3,150 (assuming a 90
per cent occupancy rate). in addition newman also
provides a service hub for many remote transient
worker villages across the region.
the pilbara industry’s community council
employment and population projections anticipate
the newman residential population to increase to
8,290 by 2020.
the town has many wonderful natural features on its
doorstep, including Weeli Wolli, which is a permanent
freshwater spring with abundant fish and bird life.
Kalgans pool and eagle rock falls are also treasured
by locals and visitors alike, particularly those who
enjoy a four-wheel drive adventure. the world-
renowned canning Stock route is also within close
proximity to newman. the town and its surrounds
are popular with ‘grey nomad’ tourists, particularly
during the winter months.
in 2009, the need to effectively plan for newman’s
growth was recognised through the delivery of
the newman revitalisation project, which was
developed via a partnership between landcorp
and the Shire of east pilbara. this project,
which is funded by the Western australian State
government’s pilbara cities program, developed
a comprehensive plan for the revitalisation of the
town centre as well as developing a town growth
plan to ensure a future population of 15,000 people
is catered for by 2035. extensive consultation with
the community and stakeholders informed the
development of plan.
the vision to revitalise and grow newman supports
its evolution into a regional town of substance,
quality and permanence – a place for people to
live, work and play. extensive work has already
commenced in the redevelopment of the town
centre, with significant support provided by the
State government and bhp billiton iron ore.
newman’s future rests on expanding its economic
foundations by increasing the servicing of mining
activity in the broader region. intensified activity will
generate business opportunities and a demand
for services, which may be more conveniently and
efficiently provided in the town. this offers the
potential to expand newman’s role as a service hub.
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marble bar
marble bar was established by graziers and gold
prospectors in the 1880s and was declared to
be a town in 1893. it is 1,487km from perth and
despite being located within the Shire of east
pilbara, the town is actually closer to port hedland
(204km) than newman (304km). Subsequently,
residents seek a range of higher-order community
and commercial facilities and services from port
hedland rather than newman.
a small, but historic town, marble bar had 512
residents at the time of the 2011 census, of which
a 161 per cent on the 2006 census. 75% were
identified as being aboriginal and/or torres Strait
islander, compared to 35% in 2006.
the needs of the local community and mining activity
are serviced in the district. however, residents seek
a number of their requirements from port hedland or
newman. the area is also home to the goodabinya
aboriginal community.
Known as australia’s hottest town, marble bar
is listed in the guinness book of records for
reaching 37.8ºc or more for 160 consecutive
days. in contrast, winter offers mild daytime
temperatures and cool nights, which are
attractive to tourists and prospectors.
it is a unique example of a pioneering outback town
established in the gold rush days of the late 1800s.
Set in a rugged landscape, the area boasts natural
beauty and historic charm.
chinaman’s pool is a popular swimming and picnic
spot, and is part of an a-class reserve. the more
adventurous can take a four-wheel drive to explore
coppin’s gap, Doolena gorge or carawine gorge.
in addition to the landscape’s natural features, there
are other attractions for visitors including the comet
gold mine and museum, and the corunna Downs
raf base, which was one of the best-kept secrets
of World War ii. the iron clad hotel is one of the
most unique and iconic outback pubs in australia,
popular with locals and tourists.
the marble bar races, held in July each year, are
an institution in the pilbara, with people travelling
far and wide for this truly outback community
experience. managed by the marble bar race club,
which has been in existence since 1893 (excluding
war years), the early days of racing were supported
by district-bred horses, and a two-day meeting was
held until the advent of professional jockeys and
registered racehorses in the early 1970s.
the future role of marble bar is likely to be that of a
tourist and local service centre providing services to
the aboriginal communities in the district as well as
the resource industry. tourism should continue to
be based on the ‘grey nomads’ and special interest
(prospecting/fossicking) visitor markets.
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nullagine
established following the discovery of gold by
nathaniel cooke in 1888, nullagine takes its
nomenclature from the aboriginal term “ngullagine”
– which refers to the river that runs through the
town. the tiny township is 192km from newman,
298km from port hedland and 1,375km from perth,
and is also the site of the first diamond discoveries
in australia.
between 1895 and 1914, the town boomed
and contained a number of general stores, three
hotels, eight stamp mills and a population of over
3,000 people. this decreased to approximately
2,000 residents up until the Second World War,
when gold mining started to diminish.
Since then, the numbers have dropped significantly.
at the time of the 2011 census, 177 persons
resided in nullagine, a decrease of 10%, 65 per
cent were identified as being aboriginal and/or
torres Strait islander, compared to 50% in 2006.
the majority of the population are of martu decent.
in winter, the town still attracts fossickers and
prospectors, who visit the surrounding area that is
particularly rich in minerals such as agate, antimony,
beryl, chalcedony, copper, jade, jasper, manganese,
tiger eye and wolfram.
the facilities in the town include the nullagine
remote community School, caravan park,
community resource centre, police Station,
hotel, roadhouse and general Store, gymnasium,
library and health clinic.
nullagine’s natural beauty is well-known, with red
granite hills, rock holes, gorges, winter wildflowers
and amazing wildlife creating a unique and diverse
landscape. Key attractions include the ancient
rocks of conglomerate gorge and the peaceful
and natural beauty of elle’s pool.
With the boom in gold prices, there is an increase
in mining and exploration, with a largely fifo
workforce. the town is beginning to capitalise on
recent mining investment and the population is
predicted to increase again as a result.
the nullagine iron ore deposit is an example of
the resource sector growth, in close proximity to
nullagine. the project is being developed over
an area of 1,500km² and is jointly owned by bc
iron and fmg. the deposit lies within the northern
eastern section of the hamersley basin.
construction began in the third quarter of 2010
and the first 20,000 tonnes of ore were shipped
to china in february 2011. the mine has been
developed at an estimated cost of a$51.5 million.
it is predicted that nullagine’s future role is likely to
be that of a local service centre catering primarily to
the needs of the district’s aboriginal community and
mining activities. however, development is highly
constrained by the town’s susceptibility to serious
and extensive flooding.
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our inDigenouS communitieS
the Shire contains a number of aboriginal
communities, the largest being Jigalong, punmu
and parngurr. aboriginal communities are also
located in nullagine (irrungadji community) and
marble bar (goodabinya communitiy).
in recognising the significance of our indigenous
communities, the Shire acknowledges that currently
the delivery of municipal services into indigenous
communities does not fall within the scope of local
government operations. Despite this, the Shire is
actively working toward closer relationships with
indigenous communities.
the Shire recognises there are a range of social,
health and economic challenges facing our
indigenous communities and that it has a role to
play in improving the lives of people residing within
its boundaries. the challenges faced by aboriginal
communities is evidenced by the 2011 census
data. this shows that aboriginal households
in the east pilbara region were economically
disadvantaged in comparison to other households,
with 21 per cent of aboriginal households receiving
less than $800 per week, compared to five per cent
of other households. considering the large average
indigenous household size relying on this income
(4.5 persons compared to 2.7 persons for other
households), there is a clear economic disparity.
this situation is considerably less prevalent in
newman than in other communities within this
local government region.
the Shire also acknowledges that education is
crucial to the wellbeing of individuals and their
contribution to their community. in terms of
educational attainment, fewer aboriginal persons
in newman had completed year 12 than non-
aboriginal persons (25 per cent compared with 45
per cent). While the same was true in the broader
east pilbara region, the data suggests that the
educational achievements of aboriginal residents
in newman are better than aboriginal residents of
neighbouring towns and communities.
the Shire is a long-time advocate of legislative
change to allow for the rating of aboriginal lands
trust (alt) property, and its aboriginal affairs
policy backs initiatives that enable the delivery of
services to non-rateable aboriginal communities.
it is also Shire policy to recognise ‘the benefits of
cooperation with all levels of government, regional
councils and aboriginal community organisations in
the planning and delivery of programs and services
for aboriginal and torres Strait islander people’.
in line with these policies, the Shire understands
that it is increasingly important that the
apportionment of responsibility for indigenous
communities is addressed by all tiers of
government. the Shire is positioned to play a key
role in inter-agency coordination in a wide range
of matters, but is unable to lead the way until
appropriate funding arrangements are put into
place. the Shire of east pilbara stands ready to
assist communities on alt land to attract funding
to support local government in meeting service
requirements, and is keen to enter into dialogues
and partnerships with other stakeholders.
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our rEgIon
astronomical resource sector growth is
underpinning an amazing transformation of
the pilbara region.
the development of the resources sector is a
driving force of the economy of the pilbara -
which is often referred to as the ‘economic heart’
of Western australia.
the pilbara accounts for approximately 20 per cent
of Western australian land mass and 2 per cent
of the State’s population. however it accounts for
approximately 80 per cent of total Wa resources
sector value. the total production value was just
over $80 billion in 2010/11 for both on-shore
and off-shore operations. resource production is
predicted to increase significantly in the coming
decade, leading to further growth in the region.
the Shire of east pilbara understands the need
for collaborative approaches to directing township
growth and, as such, is paving the way for ongoing
dialogues and mutually productive partnerships with
State and commonwealth governments, industry,
not-for-profit and non-government organisations.
With the State government’s pilbara cities vision
anticipating a trebling of the region’s resident
population to more than 140,000 by 2035, and
an expansion of mining, petroleum and industrial
activities, the Shire is eager to play its part in
guiding the growth of its communities.
pilbara cities recognises the need to transform
the pilbara from a mono-producer economy
to a broader, more-balanced economy. Such a
transformation will initially be based on resource
industry supply chain completion, followed by an
increase in knowledge-based industries and a
growing capacity to export a range of goods
and services.
the Western australian planning commission’s
pilbara framework designates newman as a future
sub-regional service and tourism centre, with
opportunities to develop the town as a significant
distribution centre due to its strategic position on
the great northern highway.
marble bar and nullagine are designated as
‘villages’ that may or may not experience growth,
depending on the mining and other activities in
them, or at least in close proximity to them.
the Shire of east pilbara supports the pilbara
cities vision but notes that around one-third of the
Shire’s population reside outside newman, and
that the prospects of our smaller towns have rarely
looked brighter.
the Shire of east pilbara’s strong commitment to all
its communities is reflected in strategies, proposed
actions and intended outcomes clustered around
five broad priorities.
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our cHallEngES
communities in the Shire of east pilbara have more
in common than their occupancy of a region that
fuels the australian economy and plays a significant
role in global trade. most people who call the
northwest of Western australia home have a love
of the open air, a sense of pride in their heritage
and a high level of resourcefulness. they will roll
up their sleeves to accomplish goals. these are
just some of the common bonds. however, while
life in the heart of the pilbara can be fulfilling, many
would also concede that living, working and having
families in a regional area far from the State’s major
service hubs brings a range of challenges.
the Shire of east pilbara itself faces challenges.
governing the largest local government area in the
Southern hemisphere and providing services to its
residents is no easy task. our centres of population
are separated by many kilometres – distances
that, in other parts of the world, would mean the
crossing of national borders.
newman is the Shire of east pilbara’s largest town
in terms of population, and projections indicate
that it will continue to grow rapidly. in a local
government area increasingly dominated by a
major, sub-regional centre, it is perhaps inevitable
that challenges arise. a key challenge is to establish
effective channels of communication and a stronger
presence and profile in its outlying towns, providing
local opportunities for needs to be articulated and
grievances aired.
the Shire’s approach to such challenges stems
from a belief that all residents have a common
interest in living healthy, happy and productive
lives, with access to the best possible services and
facilities. moreover, this applies equally to residents
who are short-term, medium-term and long-term.
therefore our planning for communities reflects a
holistic approach to their wellbeing. While some
actions and initiatives may be town-specific, the
interconnectedness of communities and the issues
that affect them is reflected in broad strategies
for Shire development. Quite simply, working to
improve services or address issues within one town,
community or population group serves the interests
of all Shire residents.
among the shared challenges– that could
be addressed through the development of
strategies and programs in partnership with other
stakeholders in region – are:
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• Dependenceonresource-basedregional
economic growth
• Difficultiesattractingandretaininglabour
to the area
• Highcostsoflivingandoperatingbusinesses
• Theavailabilityandaffordabilityofhousing
and land
• Theprovisionandcoordinationofa
comprehensive range of government
and ngo services
• Relativelypooramenitywithinthepublic
realm and streets
• Highturnoverofgovernmentandnon-
government staff, which impacts on the
continuity of services
• Shiftworkandrostersthatimpactoncivic
or community engagement and volunteering
• Harshclimaticconditions
• Economicdevelopmentand,inparticular,
the development of a more balanced economy
with diversity and choice in employment
• Increasingtheengagementofyouththrough
a range of programs and services
• Changingresponsibilitiesinserviceprovision
to remote aboriginal communities
• Socialandeconomicissuesconnectedwith
fly-in, fly out (fifo) and population transience
clearly many of these issues are interrelated.
for example, a lack of housing and land availability
within towns has a highly deleterious effect on
economic development. it decreases affordability,
increases cost of living and limits the natural growth
of the town. lower resident populations decrease
incentives for small business ventures, and tourism
is constrained through a lack of accommodation.
land and housing shortages can also mean that
government employees in such areas as education
and health care cannot be housed appropriately or
retained, which may have adverse consequences
for indigenous development.
the Shire of east pilbara is committed to working
with stakeholders across all sectors to ensure that
the people and communities who keep the heart
of the pilbara beating enjoy the quality of life they
deserve and are not disadvantaged by postcode,
lifestyle or career choices.
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our opportunItIES
the Shire of east pilbara understands that the
current resources boom represents a very rare
opportunity indeed – one with the power to
transform lives across generations. Shire growth
is assured – for at least a quarter of a century.
now is the time to make luck happen – to meet
the opportunities presented by economic strength
and population growth, with quality planning and
with strategies that deliver long-term benefits to all.
clearly the Shire of east pilbara is at the threshold
of unprecedented – perhaps previously unimagined
opportunity. as an economic hub within our region
and State, the Shire is growing in importance.
our people are proud of where they live. We have
strong community groups, community-minded
corporate stakeholders, committed governance,
good community services and a developing range
of hard and soft infrastructure.
in view of this, where do we want to be? the
answer lies in the challenges we face. the Shire
of east pilbara seeks to work with the community
and other stakeholders in the region to address
those shared challenges, now and in the future.
in so doing, our goal will always be to ensure that
economic and population growth is concomitant
with growth in such areas as enterprise
opportunities, education and skills development
options, employment choice, health service
provision, social inclusion, sustainability and
access to recreational activities.
how do we get there? it may seem glib to say
‘hard work’, but that is the truth of it. in meeting
opportunity with preparation, the Shire of east
pilbara embraces strategic planning and review
processes on a Shire-wide and town-specific basis.
integral to planning is Shire leadership of community
engagement initiatives, as well as regular and
purposeful consultations with stakeholders.
no amount of hard work, however, would enable
the Shire of east pilbara to meet its challenges
alone. therefore, we recognise the importance of
nurturing collaborations and developing our Shire’s
capacity to operate effectively as an advocate and
partnership broker. leadership in these areas is
likely to have a significant impact on the future of
the region and, in turn, reveal new opportunities.
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in summary, some key opportunities include:
• Developingcohesiveandcollaborative
approaches with State and federal
governments and the resources sector
to community investment
• DevelopingtheShire’smaincentre–Newman-
as a sub-regional service and distribution area
• Enhancingtourismthroughpromotionofthe
region’s unique character, lifestyle, culture and
natural environment
• Providingacoordinatedlandand
infrastructure supply for the long-term
development of each community
• Developinglandforcommercial,industrial
and housing needs to diversify existing uses
and activities, which will improve the local
economy and quality of life
• Providingagreaterdiversityofhousingto
meet the differing community needs
• EnhancingtheintegrationofFIFOworkers
into local communities
• Extendingtherangeoflocally-available
employment opportunities.
• Seekingimprovedaccesstohealth
and medical services including dentists,
general practitioners, specialists,
optometrists etc
• Improvingthequalityandrangeof
community facilities
• PositivelyengagingtheMartupeople,
celebrating their culture and art, providing
them improved education and training and
increasing employment
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our HIgHlIgHtS
the Shire of east pilbara has many attributes of
which its community is very proud. examples include:
We’re big anD We’re hot!
the Shire of east pilbara is the largest local
government area in the Southern hemisphere. it
is bigger than many european countries and even
dwarfs the states of victoria and tasmania as well
the australian capital territory combined.
the temperatures reach great heights in the
east pilbara, with marble bar listed in the guinness
book of records as the World’s hottest town.
auStralia’S olDeSt living culture
the Shire’s country has been the traditional home
of the nyiyaparli and martu people for many
thousands of years. members of the martu were
the last aboriginal people to engage white people,
in the 1960s.
pioneer Spirit
Since the 1880s, the Shire has been home to
some of the most significant pioneer resource
sector towns and communities, which grew out
of harsh conditions to provide and create wealth
from the mining of vast array of minerals.
the WorlD’S largeSt open-cut
iron ore mine
mt Whaleback, the site of the largest single open-
cut iron ore mine in the world has been producing
high quality iron ore for over five decades.
uniQue lanDScape
the Shire is situated in world’s oldest and most
diverse landscape. boasting granite hills, rock
holes, gorges and amazing flora and fauna, the
landscape and its many treasures provide a lasting
memory of the true essence of outback australia.
the State’S largeSt anD moSt beautiful
national parKS
the Shire of east pilbara is the gateway to
Karlamilyi national park (formerly rudall river
national park) which is the largest national park
in Western australia and one of the largest in the
world. in fact, it is more than two-and-a-half times a
large as the grand canyon national park in arizona.
but as well as being so vast, it is also one of the
most remote places in the world.
the Shire is also the home of the world famous
Karijini national park, which is the second largest
national park in Western australia. the Karijini is
centred on the hamersley range and features
rugged landscape, stunning waterfalls and
breathtaking gorges.
martumili artiStS
martumilli is an energetic and widely-acclaimed
indigenous arts organisation located in newman.
martumili artists extend opportunities to the
indigenous community to meet, develop artworks
that narrate history, express their relationship
with the land, transfer skills from generation to
generation and gain insight into the business of art.
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our crItIcal uncErtaIntIES
the development of this plan is based on the
Shire’s current knowledge. however, there are
some critical uncertainties that the Shire has
no control over, which may affect its planning,
resourcing and implementation of key initiatives
described in this plan. these include:
• Globalfinancialconditionsthatmayaffectthe
resources industry and the australian economy
• ChangeofStateorFederalgovernmentpolicy
• Changeofresourcesectoroperations
• Climatic/weatherchanges
• Naturaldisasters
• Illegalbehaviour
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a range of community engagement initiatives have been undertaken in recent years to inform council’s vision setting, planning and strategy development.
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SECTION 3 SEttIng our dIrEctIon
How dId wE gEt HErE?
the Shire of east pilbara has employed a strategic process for the development of this plan.
the following diagram describes the key stages of the process.
Stage 1 Situational analysiscommunity profile – identify community
trends, needs, issues and opportunities
Stage 2 community engagement
visioning ideas sought from the community
community engagement activities used to
inform the plan
Stage 3 planning - priority and Strategies
identify key priority areas
Develop strategies to address the priorities
and achieve the vision
Stage 4 ongoing review
Develop key indicators of success and
measures to monitor success
monitor and report on the success of
the community plan in delivering desired
outcomes - then adapt plan to meet current
and future needs.
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InformIng our plannIng
the Shire of east pilbara is committed to engaging
the community to effectively inform and guide the
council’s planning and decision-making.
councillors are elected to make decisions on
behalf of their communities; however, community
engagement is essential help the council make
sound and informed decisions.
the council embraces its duty to seek the views
of local community members and stakeholders
on issues, projects, plans and strategies that may
directly or indirectly affect them.
the findings from community engagement are
considered along with other elements including
council policies, technical reports, council priorities
and research.
the level and type of community engagement
implemented by the council is specific to the
differing needs of projects and initiatives and a
number of techniques are used to meet the diverse
range of council activities. the level of community
engagement implemented by council is reflective
of the nature, complexity and impact of the issue,
plan, project or strategy.
council may elect not to consult on certain projects
when it believes it has sufficient information from
which it can make an informed decision.
a range of community engagement initiatives have
been undertaken in recent years to inform council’s
vision setting, planning and strategy development.
this includes:
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neWman toWn revitaliSation
conSultation proceSS
extensive community engagement was undertaken
as part of the newman town revitalisation project
to inform the development of a town growth plan
and a town centre revitalisation plan.
the process built on previous consultation
undertaken in the development of the newman
town centre revitalisation project (ntcrp) and the
newman townsite Development Strategy (ntDS).
an extensive report was produced by creating
communities australia outlining the findings from
the following engagement methods:
• CommunityDesignforums(two)
• Youthconsultations(two)
• Communitydialoguecafé(one)
• Communityfocusgroupforums(six)
• Individualstakeholdermeetings(numerous)
Shire of eaSt pilbara annual
community Survey
Since 2008, the Shire of east pilbara has
conducted comprehensive telephone surveys
with residents on a range of important
topics concerning:
• LivingintheShire
• PerformanceanddeliveryofCouncilservices
in 2010, a total of 741 Shire residents completed
the survey and six more (747) completed the
survey in 2011.
Samples were taken from the electronic version
of the White pages telephone directory, with the
sampling precision being of no more than +/- 3.5%
at the 95 per cent confidence level, which exceeds
the minimum requirements of five per cent set out
by the office of the auditor general.
a range of questions are asked about all areas
of the Shire’s operations.
Key findings from the survey include:
• Overall85%ofrespondentswereeither
very satisfied (12%); satisfied (48%) or
slightly satisfied (25%) with the performance
of the Shire
• 75.3%ofrespondentsratedtheShireofEast
pilbara as either an excellent (18%) or good
(57%), place to live
• 86%ratedthequalityoflifeintheShireofEast
pilbara as better (32%) or the same (54%)
as the year before. only 14% rated it as worse.
• 63%indicatedtheyintendtobelivinginthe
Shire of east pilbara in 3 years time, with
25% indicating they would be leaving and
12% unsure
• Themainreasonsforpotentiallyleaving
the shire were varied, with the main two
reasons being – the end of their work
contract (31%) and time for a change (2%)
• Thehighestratingservicesprovidedby
the Shire were:
• airports (net satisfaction rating of 90%)
• rubbish collection and litter
(net satisfaction rating of 85%)
• roads, footpaths, parks & gardens
(net satisfaction rating of 85%)
• Safety and Security
(net satisfaction rating of 77%)
• Shire financial management
(net satisfaction rating of 75%)
• Thelowestratingservicesprovidedby
the Shire were:
• youth Services & facilities
(net satisfaction rating of 54%)
• rangers (net satisfaction rating of 63%)
• building, planning & Development
Services (net satisfaction rating of 67%)
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your future’S in the mail -
community viSioning initiative
in early 2012, all Shire residents were sent a
postcard to respond to inform the Shire’s vision
and planning. full page newspaper adverts
promoted the initiative and encouraged community
involvement. the key message was ‘there are
10,000 possibilities sitting 10 years ahead of us
and it only takes 10 minutes to tell us what you
think that should be’.
nearly 100 responses were received at specially
marked drop-off boxes and they were collated
and analysed to inform the Shire’s planning.
newman residents were asked:
• Withthepopulationexpectedtodouble
in the next 10 years, what do you think
newman needs?
• ImaginingyourperfectEastPilbarain2020-
what are the three key features of your vision?
marble bar and nullagine residents were asked:
• ImagineYourPerfectTown.Whatdoyouthink
your town will need in the next 10 years?
• ImaginingyourperfectEastPilbarain2020,
what are the three key features of your vision?
the following information summarises the key
findings from this consultation
focuS a: future neeDS of the toWnS
over the next 10 yearS
the top four areas identified by newman
residents to meet the town’s needs in the future
are listed below (with the top three responses
for each area also provided):
Shopping / Retail Options
• Additionalretailshops,supermarket
and land for retail
• Eateries(includingrestaurants/takeaways/
cafés/bakery)
• Improved/biggerBoulevardShoppingCentre
Health / Medical
• Additionaldoctors/nurses/healthproviders
and infrastructure
• Hospitalimprovements/newhospital
• Dentist
Housing / Accommodation
• Affordable/cheaperfamilyhousing
• Caravanparkforlong-termresidents
Entertainment / Recreation
• Improvedleisure,entertainmentandrecreation
facilities (pool and sauna, indoor cricket)
• Recreationalparks(i.e.waterpark,themepark,
skate park, dog park)
• Leisurefacilities(i.e.movietheatre/cinema,
bowling alley, artificial beach)
the number of responses from the marble bar
community were much lower than the number
received from newman due to the smaller
population, with no responses received from
nullagine or other areas.
the top three areas identified by marble bar
residents to meet the town’s future needs were:
• Additionalpublictoilets
• Improvedshoppingfacilities/shoppingcomplex
• Facilitiesforchildren/youth(withminimaladult
supervision required)/ skate park)
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focuS b: imagining your perfect eaSt
pilbara in 2020, What are the three Key
featureS of your viSion?
the top six areas identified by newman residents
for their vision of the east pilbara in the future are
listed below (with the top three responses for each
area also provided):
Shopping / Retail Options
• Additionalretailshops,supermarket,
supermarket and land for retail
• Eateries(includingrestaurants/takeaways/
cafés,bakery)
Entertainment / Recreation Options
• Leisurefacilities/activities(i.e.movietheatre/
cinema, roller derby)
• Recreationalvenues/activities(i.e.themepark,
dog park, swimming pool wave pool, artificial
beach)
Community Infrastructure
• Buildingscommunityfacilities-civiccentre,
multipurpose hubs, affordable space
• Publicart/waterfeatures
Environment
• Clean/tidiercommunityandparks
• Additionaltrees,greenspace
Health / Medical services and facilities
• Additionaldoctors/nurses/healthproviders
• Improvedhospital/infrastructureadditional
maternal care / maternity and obstetrics
section in hospital
6 Housing / Accommodation
• Affordable/cheaperfamilyhousing
• Additional/better-qualityhousing
the number of responses from the marble bar
community were much lower than the number
received from newman due to the smaller
population, with no responses received from
nullagine or other areas.
the top five areas identified by marble bar residents
to meet the town’s future needs were:
• Improvedroads/sealedroads
• Waterfeatures/greenparks/playgrounds
• Tidystreets
• Education
• Communitiesworkingtogether
community conSultative group (ccg)
meetingS
the Shire seeks feedback from members who are
appointed to the newman ccg. the meetings are
organised by bhp billiton iron ore and membership
of the group includes a balance of government
agencies, industry, local business and community
organisations. the ccg is responsible for seeking
and representing the broader community view.
other conSultative Data
bhp billiton iron ore conducts a community
consultation process in newman to assist with
its mitigation and opportunities planning for its
growth projects in the pilbara and to guide its
community investment. this includes the use of
dialoguecafésandfocusgroupmeetings.The
company also undertakes an annual stakeholder
and community survey to seek feedback on the
impact of its operations and to guide its community
development program. briefings on the findings of
these processes are available to the Shire to further
inform its planning.
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our Shire’S governance, role anD
DeciSion-maKing proceSS
the Shire of east pilbara is a local
government body established under the
local government act to deliver services
and infrastructure to its communities.
the council is made up of members of the local
community who are elected to that office by the
residents and rate payers of the respective wards
that they represent. they are led by a president
who is elected by the councillors. in this Shire
there are 11 councillors representing six wards.
each councillor’s term is four years, with half the
council elected each two years.
the president and the 10 councillors drive the
strategic direction of the Shire and ensure the
needs of its residents are met. they are supported
by the Shire chief executive officer and staff to
properly research, consult and inform decisions.
the council is committed to good governance
and decision-making and is committed to making
good and transparent decisions that balance the
effects of the projects or issues on individuals and
communities with the needs and well-being of the
broader community.
the responsibilities of the Shire are diverse and
the council is accountable for delivering what the
community have identified as being important for
its economic, social, environmental and cultural
well-being and development.
each councillor’s role is to represent the interests
of electors, ratepayers and residents; provide
leadership and guidance to the community;
facilitate communication between the community
and the council and vice versa; and participate in
decision-making processes at meetings
When considering and making decisions the
council ensures all decisions are in keeping
with legislative requirements. Key factors that
are considered include:
• theimpact(social,economic,environmental)
on the community as well as the impact on
the entire Shire
• anypoliciestobeappliedbytheCouncilin
exercising its discretionary powers;
• thetype,rangeandscopeofprojectsto
be undertaken by council
• theresourceswhicharetobemade
available – including any financial and
staffing implications for the council
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the Shire’S Key reSponSibilitieS:
the Shire’s role is to direct and control local
government’s affairs; be responsible for the
performance of the local government’s functions;
oversee the allocation of the local government’s
finances and resources; and determine the local
government’s policies.
Key responsibilities of the Shire include:
• Supportofcommunityservices,suchas
child care, youth activity services, aged care
and accommodation, community care and
welfare services
• Provisionandmaintenanceofrecreation
facilities and public open spaces such as
parks, sports fields and courts, swimming
pools, sport and recreation centres, halls,
camping grounds and caravan parks
• ManagementofShireinfrastructureand
property services, including local roads,
bridges, footpaths, waste management,
lighting and drainage
• Managementoflocalenvironmentalhealth
services such as water and food inspection,
toilet facilities, noise control and animal control
• Planningandbuildingservices,including
planning and development approvals,
inspections, licensing, certification and
enforcement
• Administrationofkeyfacilities,suchasairports,
cemeteries, parking facilities and street parking
• Provisionandmanagementofculturalfacilities
and services, such as libraries, theatres, art
galleries and museums
• Managementofsomeutilityservicessuchas
water and sewerage services
purpoSe of thiS plan
this Strategic community plan articulates the
Shire’s and its communities’ vision for our future, by
harnessing the community’s values and aspirations
that inform the strategic directions the Shire takes in
delivering its future planning, projects and services.
our Strategic community plan will influence how
we as a Shire support and service our communities
and provides the foundations for other planning
undertaken by the Shire.
the Shire intends to utilise the Strategic community
plan to do the following:
• GuideCouncildecision-making
• Informandtargettheallocationofresourcing
• Guidelocalplanninginitiatives
• Informpotentialpartnersandinvestorsofthe
ways in which we want to grow and develop
• Engageindustry,businesses,government
agencies, non-government organisations,
community groups and residents in various
ways to contribute to the Shire’s future
• Formmutuallybeneficialpartnershipswith
other organisations
• Monitorprogressagainstourvision
and priorities.
four strategic priorities have been developed
that cover the key aspects of community life,
these being - Social; economic; environmental
and civic leadership.
Desired outcomes and strategies have been set
to achieve each of these priorities after considering
the capacity of the Shire’s current resources
and anticipated future capacity along with the
demographic trends.
We have also articulated how we will measure the
success in addressing the priorities.
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foster harmonious communities that acknowledge a shared heritage – develop strong community connection
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our vISIon the Shire of east pilbara is an economic hub for our region, a place where ancient landscapes
and vibrant local centres connect people and communities, making us proud to call it home.
our objEctIvES the Shire’s objective is to develop and implement strategies that support:
civic leaDerShip
the Shire of east pilbara seeks to deliver high quality corporate governance and
demonstrate accountability to its constituents. all decisions are informed by community
engagement – leading to the effective allocation of the Shire’s resources - that deliver
optimum benefits to the community.
Social
the Shire of east pilbara seeks to foster harmonious communities that acknowledge
a shared heritage; develop strong community connections, and have access to relevant
and affordable community services and well-managed community infrastructure.
economic
the Shire of east pilbara seeks to support the economic development of its communities
through the establishment of partnerships with industry, local businesses, government
agencies and the tourism sector.
environment
the Shire of east pilbara seeks to effectively manage and maintain its iconic pilbara
environmental assets by reducing ecological footprints and developing clean, green towns.
SECTION 4our vISIon, objEctIvES and prIorItIES
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our kEy prIorItIES in working to develop the amenity and sustainability of its towns, the Shire of east pilbara
is committed to advancing the following priorities:
economic Development
• ImplementationoftheEconomicDevelopmentandTourismStrategy.
• Developmentofamorebalancedeconomywithdiversityandchoiceinemployment.
• Investigationanddevelopmentoftheairportenterpriseprecinct.
lanD releaSe anD afforDable accommoDation
• Continuedadvocacyforaffordablehousingandland,includingmixedbusiness
and commercial land releases.
• Investigationofshortstayaccommodation.
aSSet enhancement anD replacement
• DevelopmentofCivicCentrePrecinctthroughstrongcommunityconsultation
to produce an iconic building that will serve the council into the future.
• DevelopmentofaRecreationPrecincttoaccommodatethepredictedgrowthoftheShire.
• Airport,airsideandlandsideupgradestoaccommodatetheeverincreasinggrowth
of the airport numbers.
meDical / health
• Continuedadvocacyforincreasedmedicalfacilitiesandservicestomeettheneedsofthecommunity.
civic leaDerShip / aDvocacy / regional collaboration
• ContinuedcollaborationwithneighbouringCouncil’s,throughthePilbaraRegionalCouncil,
for the benefit of the region as a whole.
• ContinuedstewardshipoftheShire’svisionandplans.
• ContinuedadvocacyfortheincreaseingovernmentservicesintheEastPilbara
to support the community.
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civic leaDerShip – maJor capital proJectS
PROJECT INDICATIVE COST FUNDED
new Staff housing $4,000,000 yes
upgrades and renewal – Staff housing $250,000 per annun no
civic leaDerShip – planneD actionS
ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS
1.1 efficient anD effective local government
clear, concise strategic planning and improved financial management ratios
1.1.1 ethical, accountable and transparent decision-making
Dceo n/a as appropriate
1.1.2 continued strong financial management
Dceo n/a 1 year
1.1.3 effective business management
Dceo n/a 1-3 years
1.2 foSter a great place to WorK
increase ratio of staff retention
1.2.1 engaged and valued workforce
mhr n/a 1-3 years
1.2.2 encourage employee health and wellbeing
mhr n/a 1-3 years
1.2.3 plan, attract and maintain staff
mhr n/a 1-5 years
1.3 engageD community increase in opportunity for community to engage in activities / increase in community satisfaction from annual survey
1.3.1 increase community awareness
mcW n/a 1 year
1.3.2 excellence in customer service
mfa n/a 1-3 years
1.3.3 implement civic engagement projects
mcW n/a 1-3 years
SECTION 5
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major capItal projEctS and plannEd actIonS
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Social – maJor capital proJectS
PROJECT INDICATIVE COST FUNDED
implementation of crime prevention plan $500,000 partially
Development of walking paths and trails $500,000 yes
planning and construction of new youth / family multipurpose building $20,000,000 partially
implementation of urban and public art project $2,000,000 partially
planning and construction of civic centre and precinct $35,000,000 partially
Develop additional green space and short term accommodation $5,000,000 partially
Social – planneD actionS
ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS
2.1 health anD recreation
increase in participation rates at council run events
2.1.1 promote Safe and healthy communities
mcW ngo’s, State government 1-3 years
2.1.2 encourage active lifestyles
mcW State government, industry
1 – 3 years
2.1.3 encourage high rates of participation in community activities and events
mcW industry 1 year
2.1.4 Support individual and community health
mcW ngo’s, State government, industry
1-5 years
2.2 eDucation anD training
increase in educational courses run within the Shire
2.2.1 encourage high quality education and diverse skills development
mcW State government, industry
1-5 years
2.3 art, culture anD youth
increase in art, culture and youth programs run in Shire
2.3.1 Develop and implement community pride projects
mcW n/a 1 year
2.3.2 Develop and implement youth projects
mcW federal government, State government, industry and ngo’s
1-3 years
2.3.3 foster artistic and creative expression
Dceo federal government, State government, industry and ngo’s
1-3 years
2.4 DiverSe anD incluSive communitieS
increase in community participation at cultural events
2.4.1 promote diverse, harmonious and caring communities
mcW federal government, State government, industry and ngo’s, indigenous groups
1-3 years
2.4.2 build Strong community groups, networks and governance
mcW federal government, State government, industry and ngo’s
1-5 years
2.4.3 provide relevant and affordable community services
mcW federal government, State government, industry and ngo’s
1-5 years
2.4.4 equity and opportunities for all
mcW federal government, State government, industry and ngo’s, indigenous groups
1-3 years
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economic – maJor capital proJectS
PROJECT INDICATIVE COST FUNDED/PARTIALLY FUNDED
implementation of economic Development and tourism Strategy $4,000,000 partially
implementation of newman Streetscape plan $1,500,000 partially
community infrastructure upgrades including roads, footpaths and drainage $20,000,000 partially
plan and implement land enterprise area $40,000,000 partially
renewal and upgrade - public buildings $300,000 per annum no
continue implementation of town centre revitalisation plan $20,000,000 yes
upgrade newman airport - landside and airside $160,000,000 yes
economic – planneD actionS
ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS
3.1 buSineSS DiverSification anD promotion
continued implementation of economic Development and tourism Strategy
3.1.1 provide support for established and emerging business bodies and local businesses
Dceo State government, industry, ncci, other relevant stakeholders
1-5 years
3.1.2 build a thriving and diverse economy
Dceo State government, industry, ncci, other relevant stakeholders
1-5 years
3.1.3 encourage tourism Dceo State government, industry, ncci, other relevant stakeholders
1-5 years
3.2 employment opportunitieS
increase in small business operators and home occupations
3.2.1 promote a variety of choice in local employment
Dceo State government, industry, ncci, other relevant stakeholders
1-5 years
3.3 proviDe aDeQuate community infraStructure
increased community satisfaction with regard to infrastructure
3.3.1 ensure well managed and equitable provision of community infrastructure
mba federal government State government, industry, ncci, other relevant stakeholders
1-5 years
3.3.2 build connected and accessible towns
DtDS federal government, State government, industry, ncci, other relevant stakeholders
1-5 years
3.3.3 provide infrastructure to support economic development
Dceo State government, industry, ncci, other relevant stakeholders
1-5 years
3.4 lanD uSe anD Development control
increase in land supply and reduction in house prices
3.4.1 encourage the release of adequate amounts of housing, industrial and commercial land
ceo State government, industry
1-5 years
3.4.2 plan well for the future development of the Shire
ceo State government, industry
1-5 years
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environmental – maJor capital proJectS
PROJECT INDICATIVE COST FUNDED
continue implementation of Water management plan $1,600,000 no
upgrade newman sewerage plant $5,000,000 partially
environmental – planneD actionS
ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS
4.1 reDuce the Shire’S ecological footprint
increase in recycled materials waste generation
4.1.1 investigate alternative power sources
DtDS State government, industry
1-5 years
4.1.2 promote recycling DtDS State government, industry, community
1-3 years
4.2 promote a SuStainable environment
increase in agricultural, water and energy projects
4.2.1 cultivate clean green towns
mcW State government, industry, community
1 year
4.2.2 promote improved water management
DtDS federal government, State government, industry,
1-3 years
3535
SECTION 6
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rESourcIng tHE plan
our fInancIal poSItIon
the Shire of east pilbara maintains a high level of professional management
of our budget and resources, achieving a balance budget over the years.
currently (as at 2012) the Shire has a total net income and expenditure of
$44,641,509 per annum.
all strategies proposed within this plan will be financially evaluated prior to being
implemented, ensuring resources are available to deliver the outcomes sought.
as part of the local government reform process and the intregrated Strategic
planning process, the Shire is also developing a corporate plan – which includes
a long term financial plan, which will provide the community and council with a
better understanding of the Shire’s available resources and capacity to achieve
the strategies in this plan.
36Photo: Rob Kettels
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Photo: Rob Kettels
Creating Communities Australia Pty Ltd
100 Jersey Street, Jolimont WA 6014 PO Box 544, Wembley WA 6913
Phone: 08 9284 0910 [email protected] creatingcommunities.com.au