shire of mundaring 2023 – making it happen · the corporate business plan is an internal business...

Document Control

Version Number

Date Position Comment

1 28.6.16 Director Corporate Services

Final DRAFT presented to Council Meeting 28 June 2016.

2 26.7.16 Director Corporate Services

Updated following Special Council meeting of 28 June 2016, decision (SC3.06.16), to lower rate increase proposed by 1% for 2016/17 and remove organisational functions and structure review from CBP.

Shire of Mundaring Corporate Business Plan 2

Contents Message from the Shire President ......................................................... 4 About Shire of Mundaring ....................................................................... 5 Integrated Planning and Reporting Framework ...................................... 6 How we are Governed ............................................................................ 8 Organisation Chart ................................................................................. 9 Summary of our Services ..................................................................... 10 Strategic Drivers ................................................................................... 11 Assumptions ......................................................................................... 12 Long Term Financial Profile .................................................................. 13 Rate Setting Statement ........................................................................ 15 Council Decision-Making Criteria .......................................................... 16 Corporate Business Plan Priorities ....................................................... 17 Priorities for Investing in Community Facilities ..................................... 18 Items proposed to be funded from Civic Facilities Reserve .................. 19 Items not funded in current CBP ........................................................... 20 Summary of Critical Uncertainties ........................................................ 21 Measures .............................................................................................. 22 Summary of our Workforce Plan ........................................................... 25 Summary of Workforce Changes .......................................................... 26 Strategic Areas of Focus for the Workforce Plan .................................. 27 Summary of Asset Management Plans ................................................ 29 Key Asset Management Strategies ...................................................... 30 Risk Management ................................................................................. 35 Appendix A Organisation Chart ........................................................... 38 Appendix B Service Levels .................................................................. 39 Appendix C Four year Corporate Business Plan priorities .................... 70 Appendix D Items not listed for funding in current CBP ........................ 72 Appendix E Summary of Capital Projects ............................................. 76 Appendix F Four Year Capital Works Program ..................................... 77


Message from the Shire President In late 2015 we undertook a review of our 10-year Strategic Community Plan with our community. Your feedback has shifted some of the Shire’s priorities, objectives and the overall vision for Shire of Mundaring. The vision is:

A sense of space, a sense of place. The Strategic Community Plan, titled Mundaring 2026, has been used as a guide in creating this Corporate Business Plan. The Corporate Business Plan is an internal business planning tool which translates the community vision and priorities into the resourced services, operations and projects that the Shire will deliver over the next four years. We have been committed to creating a Corporate Business Plan that balances services and projects with the community’s affordability concerns. Over the next four years the Shire will continue to bring to fruition its largest capital works program in a generation. Key projects include:

• construction of Boya Community Hub (including replacement library and community meeting space)

• construction of Mundaring Indoor Recreation Facility • transportable change room at Harry Riseborough Oval • access upgrade at Darlington Hall.

I look forward to the completion of the above projects and to reporting back to the community on these and other achievements we expect to deliver as detailed in this Corporate Business Plan.

Cr David Lavell Shire President


About Shire of Mundaring Shire of Mundaring is located on the eastern fringe of Perth, approximately 35 kilometres from the Perth CBD. The Shire is a predominantly rural area, with residential areas within numerous townships. It encompasses a total land area of 644sqkm, of which nearly half is National Park, State Forest or water catchments. Townships within the Shire include Bailup, Beechina, Bellevue (part), Boya, Chidlow, Darlington, Glen Forrest, Gorrie, Greenmount, Helena Valley, Hovea, Mahogany Creek, Malmalling, Midvale (part), Mount Helena, Mundaring, Parkerville, Sawyers Valley, Stoneville, Swan View (part), The Lakes and Wooroloo. Economy The largest industries are education and training, manufacturing, construction and retail trade. There are 3090 registered businesses as of 2015, creating 10,792 local jobs. With a population of 40,015 (ABS ERP 2015), there are 21,161 (NIEIR 2014) employed residents. Tourism Our major tourist attractions include Beelu National Park, Greenmount National Park, John Forrest National Park, Wooroloo Regional Park, Mundaring Weir, Lake Leschenaultia, Railway Reserves Heritage Trail, Munda Biddi Bike Trail, Perth Hills National Parks Centre, several State forests and various wineries. Population and demographics Mundaring has an Estimated Resident Population of 40,015 (ABS, 2015). From 2006 to 2011, the population increased by 1437 people (4.1%). Compared to Greater Perth (2011), the major differences between: Age structure:

• larger percentage of older workers and pre-retirees • larger percentage of empty nesters and retirees • smaller percentage of young workforce • smaller percentage of tertiary education and independence.

Household/family types:

• higher proportion of couple families with child(ren) • similar proportion of one-parent families • lower proportion of lone person households • higher proportion of couples without children.

Qualifications held:

• larger percentage of persons with vocational qualifications • smaller percentage of persons with bachelor or higher degrees • smaller percentage of persons with no qualifications.

Housing tenure:

• larger proportion of households who owned their dwelling • larger proportion purchasing their dwelling • smaller proportion who were renters.


Integrated Planning and Reporting Framework The Integrated Planning and Reporting Framework (Framework), through the Strategic Community plan (SCP) assists local governments in establishing the community’s vision and priorities and linking them to resourced operational functions. All of the Shire’s corporate plans and strategies link back to the community’s vision and strategic themes as outlined in the Shire of Mundaring 2026 Strategic Community Plan. Involved in the development of Integrated Planning and Reporting Framework documents are: Community – participates in a community planning process to determine the major vision or intended big picture directions and also participates in regular reviews of those directions.

Council – endorses the Strategic Community Plan resulting from the community planning process, the four year corporate business plan, long term financial plan and annual budget.

Local government administration – supports delivery of the Strategic Community Plan through its corporate business planning, which identifies the resources services, operations and projects that the Shire will deliver. The Strategic Community Plan sets the scene for the whole Framework. The Strategic Community Plan Mundaring 2026 was developed after extensive consultation with the Community in 2015 and 2016. It was adopted by Council in May 2016.


The Vision, Strategic Themes and Objectives of the Plan are outlined below.

The Corporate Business Plan (CBP) is a key part of the Framework, which establishes mechanisms to review and report on all elements of the integrated strategic planning process. The CBP is an internal business planning tool which translates the community vision and priorities into the resourced services, operations and projects that the Shire will deliver over the next four years. The CBP is fully integrated with the Asset Management Plans (AMP), Work Force Plan (WFP) and the Long Term Financial Plan (LTFP). All plans are reviewed annually.


How the Shire is governed Council Under The Local Government Act 1995 a local government consists of a Council, comprised of elected members, and the administration, consisting of the CEO and employees. The Shire President and Councillors are the Shire’s elected members and form the Council. The Shire is governed by 12 elected members who elect a Shire President. Council’s role is to govern the local government’s affairs and be responsible for the performance of the local government’s functions. It must oversee the allocation of the local government’s finances and resources and determine the local government’s policies. Shire of Mundaring consists of four wards: South, West, Central and East.


Shire Administration The CEO is the only employee appointed by Council and is therefore ultimately accountable to Council. The role of the CEO includes:

• advising Council in relation to the functions of the local government

• implementing Council decisions

• managing the day-to-day operations of the local government and the services the local government provides for its community.

The Shire’s four Directors are designated as senior employees. All employees are accountable to the CEO. The Shire’s Executive Leadership Team (left to right) comprises Paul O’Connor, Director Corporate Services; Megan Griffiths, Director Strategic and Community Services; Jonathan Throssell, Chief Executive Officer; Mark Luzi, Director Statutory Services; and Shane Purdy, Director Infrastructure Services. Organisation Chart The following chart shows the high level structure for the Shire of Mundaring. The Organisational Chart is at Appendix A.

Corporate Services Directorate Strategic & Community Services Directorate

Statutory Services Directorate Infrastructure Services Directorate

Office of the CEO


Summary of our Services Office of the Chief Executive Provides strategic planning, overall leadership and management of the organisation in a statutory and structured manner; maintains effective external relationships through regional co-operation and collaboration, lobbying and advocacy; provides support to Council through advising Council in relation to the functions of the local government and through implementing Council decisions. Corporate Services Directorate Provides internal services for governance, risk and occupational safety and health, information services, finance, human resources, rates and reception. This includes annual budgeting and financial reporting, staff recruitment and retention, information technology hardware and application development, geographical services, record keeping, compliance, auditing and freedom of information. Strategic and Community Services Directorate Responsible for the integrated planning and reporting, economic development and communications and marketing functions. Provides vibrant services for people that promotes inclusion, community growth, health and wellbeing. These outcomes for the community are provided through services delivered in libraries, leisure activities, community development, youth and senior services, a visitor centre, community grants, parent and adolescent counselling service, family and children services and access to a large range of community facilities including parks and ovals. Statutory Services Directorate Shapes the built environment of the Shire and helps build both the economy and community. It does this by providing strategic planning services to guide development; statutory planning services to assess development; environmental and sustainability services to protect our environment, emergency management services including fire mitigation, building and environmental health services to ensure that standards of safety and public health are met. Infrastructure Services Directorate Manages the Shire’s infrastructure assets, including planning, design, construction, maintenance and disposal and provides the Shire’s waste management services. These services are provided effectively and efficiently to improve the quality of life for our community. A more comprehensive list of services can be found at Appendix B


Strategic Drivers This CBP addresses the key strategic drivers and challenges for the future which will impact the community over the coming years.

• An ageing population and other demographic changes which will result in demand for universally accessible infrastructure.

• Affordability: cost of living (housing, transport etc.) and ability to afford facilities/services/amenities (existing and additional).

• Sustainable development: opportunities for economic development while retaining the special character of the Shire’s natural and built environment.

• Differences in the community: urban/rural resources, views on land use.

• Residents’ preparedness and resilience: addressing the reality of living in the hills.

• Climate change: mitigation and adaptation.

• Mundaring townsite sewerage constraints.

• Community safety and security.

• Mobile phone coverage and broadband.

• Information, communication and technology changes.

• Federal and State government economic and policy direction.


Assumptions

Population growth Estimated Resident Population 40,015 (2015)

Projected increase of 17.6% over next 10 years

The most significant population growth cohort is people over 60 years of age

Anything in the wider policy or legislative environment

Emergency management legislation

Public Health Act, including requirement for development of Public Health Plan Local Government Legislation Amendment Bill (subsidiary bodies for joint service or activity)

Economic pressure and uncertainty

Cost of living

Employment

Increasing pressure on all government budgets

Resource sector fluctuations

Variations in cost of oil, with impact on transport and trend for greater local-availability of goods and services

Climate change Pressure on drainage system Focus on bushfire (PPRR-Planning, Preparedness, Response and Recovery)

Pressure on biodiversity

Increased energy demand

Decreased water availability

Trees for shade and reducing carbon footprint

Focus on the environment

Increasing focus, involving public and private land, including road verges

Online business Assumed to continuously increase with major impacts for how we and the community do business

Expectation of community

Improved/more efficient delivery of services at reduced cost Maintenance/improvement of community infrastructure


Long Term Financial Profile Using the 10 year Long Term Financial Plan as an informing strategy, the following framework is the basis for the preparation of the CBP. Funding from rates

• Forecast revenue from rates in 2016/17 is $26.26 million, which is a 4.35% increase in the rate yield from 2015/16. The rate yield is derived from a 3% increase in the rate in the dollar plus an assumption of 0.5% rates growth during 2016/17 (derived from an estimated increase in the number of rateable properties constructed in the Shire).

• The remaining three years of the CBP forecast increases in the rate yield of 5.5%, 4.5% and 4.35%.

• Year five of the LTFP forecasts an increase in the rate yield of 4.3%. • Years six to nine of the LTFP forecasts an increase in the rate yield of 3%. • Year 10 of the LTFP forecasts an increase in the rates yield of 2.5%.

Balanced Budget

• Budgets remain in surplus and there are no deficit budgets forecast. Liquidity

• Ensures that Reserve funds are fully cash backed, including $16.4 million in reserves available for community infrastructure projects by year 10 of the LTFP.

Sustainability

• Ensures that Shire assets are properly maintained and adequate asset replacements are made in terms of the SCP and Asset Management Plans.

• Reviews existing services to ensure they meet community needs. • Ensures debt service coverage ratio is within or better than the benchmark

standard target. • Addresses the Shire’s current situation of a negative operating surplus

ratio. This ratio is forecast to improve and become positive in year four (2019/20) of the LTFP.

Financial Assumptions

Rating base growth 0.5%

Cash Rate 1.75%

Inflation 2.25% (17/18)

2.5% (18/19 to 20/21)

Employee Costs 3.25%(16/17)

2% (17/18 to 19/20)


The chart below shows the forecast income, expenditure, cash balances and loan funding over the four years of the CBP.


Rate Setting Statement

2016/17 2017/18 2018/19 2019/20$ $ $ $

REVENUESRate Levies 26,259,031 27,703,278 28,949,925 30,209,247 Other Revenue 25,289,746 22,329,018 22,008,615 22,728,018 Revenues Sub-total 51,548,777 50,032,295 50,958,540 52,937,265

EXPENSESAll Operating Expenses (50,834,458) (51,356,398) (51,137,648) (52,021,953)

Net Operating Profit/(Loss) 714,319 (1,324,103) (179,108) 915,311

ADJUSTMENT FOR NON CASH ITEMS(Profit)/Loss on Asset Disposals 114,255 0 0 0 Depreciation on Assets 7,462,491 7,369,871 7,317,974 7,217,047 Sub-total 7,576,746 7,369,871 7,317,974 7,217,047

INVESTING ACTIVITIESPurchase Land and Buildings (15,142,000) (786,000) (377,000) (388,000) Infrastructure Assets (6,427,670) (4,723,778) (3,997,378) (4,061,278) Purchase Plant and Equipment (1,527,361) (2,600,726) (2,193,463) (1,075,704) Purchase Furniture and Equipment (84,000) (31,000) (33,000) (40,000) Proceeds Disposal of Assets 517,846 2,668,114 713,980 422,871 Repayment of Debentures (527,018) (555,180) (584,982) (616,528) Proceeds from New Debentures 0 0 0 0 Transfers to Reserves (2,218,000) (3,732,000) (1,932,000) (3,118,000) Transfers from Reserves 15,258,082 2,307,083 1,259,684 1,110,186 Net Cash From Investing Activities (10,150,121) (7,453,487) (7,144,159) (7,766,453)

ESTIMATED SURPLUS/(DEFICIT) JULY 1 B/FWD 3,298,762 1,439,706 31,987 26,695 ESTIMATED SURPLUS/(DEFICIT) JUNE 30 C/FWD 1,439,706 31,987 26,695 392,600


Council Decision-Making Criteria Step 1: Getting to maybe Step 2: Assessment against criterion

Criterion Considerations Compliance Legislative requirements. Consistency with broader legislative and

policy framework. Potential impact on Key Performance Indicators in Local Government (Financial Management) Regulations 1996

Capacity Cost and benefits/ Reallocation of resources/ Non-rates revenue Return on Investment/Implications to LTFP/ Renewal Life-cycle costs/Capital/Maintenance/ Operations – including workforce implications Other delivery models/Partnerships Ability to attract external funding or increased income

Risks Compliance/Financial Impact Reputation/Property People (Physical/Psychological) Interruption to service

Community Outcomes

Consistent with vision and priorities expressed in the SCP Community demand, views and feedback Demonstrably supported by the broader community Ability to inform and/or build capacity of community

Fairness Balancing needs of majority with wants of specific interest groups Balancing current needs with future needs and capacity to pay Balancing across the whole Shire Geographical/demographical/ temporal Addressing disadvantage Intergenerational equity- balancing over time that carries financial burden against who benefits.

Standards Generally accepted standard Not over-delivering/ above expectations/needs

Yes

PROCEED TO STEP 2

No

Is it within our remit and aligned with our strategic

direction?


Corporate Business Plan Priorities

Theme Year 1 (2016/17)

Year 2 (2017/18)

Year 3 (2018/19)

Year 4 (2019/20)

Governance

Customer service model and charter review

Organisational effectiveness indicators project

Community

UCI Gran Fondo World Series cycling – support 2016 event/ promotion

Development of Recreation Plan (Inc. skate park & active oval lighting)

Combined Tourism Informing Strategy and Strategic Events Strategy

Natural Environment

Reserves Assessment Strategy Wildlife Corridor Strategy review

Roadside Conservation Strategy

Weed Strategy review

Built Environment

Mundaring Town Centre Revitalisation Project

Investigate Potential for Light Industrial (Stone House service station and surrounds)

Watercourse Hierarchy Strategy

Local Commercial Strategy Review

Limited Rural Strategy for Bailup and Wooroloo

Darlington Plan Precinct

A costing and description for each priority is listed at Appendix C.


Priorities for Investing in Community Facilities Costings below are indicative and subject to detailed feasibility, design and cost analysis prior to separate individual Council decisions. Funding through use of loan borrowings and the Investment Property Strategy (**) outcomes contribute to meeting the cost of the projects below:

Item Indicative Project Cost

Indicative Shire Allocation

External funding

Harry Riseborough transportable change room

$340,000 $230,000 $110,000

Construction of Boya Community Hub including replacement library, and community meeting space at Boya Oval

$7,150,000

$5,900,000

$1,250,000

Construction of Mundaring Indoor Recreation Facility including four-court stadium (includes grants)

$10,250,000 $7,110,000 $3,140,000

Darlington Hall access upgrades

$450,000 $450,000 Nil

Glen Forrest Oval - replace toilet block

$150,500 $150,500 Nil

Sawyers Valley Oval - replace toilet block

$170,000 $170,000 Nil

Broz Park - new toilet block

$227,000 $227,000 Nil

Midvale Hub upgrade $1,000,000 $1,000,000 Children’s Services reserve

Mundaring Tennis Club improve lighting

$250,000 $200,000 $50,000

Mundaring Oval upgraded oval lighting

$390,000 $260,000 $130,000

Darlington Community Pavilion (carpark and effluent treatment – community built)

Community Build

$150,000 (CFR)

Lake Leschenaultia caretaker accommodation

$160,000 $160,000 (CFR)


** Shire of Mundaring adopted an Investment Property Strategy in 2007. The Strategy sets out an overall framework within which dealing with its freehold property can be undertaken. Proceeds from sale of the Morrison/Farrall roads site in Midvale is earmarked towards the construction costs of Boya Community Hub, including replacement library and community meeting space at Boya Oval. Items proposed to be funded from Civic Facilities Reserve Darlington Community Pavilion Council has resolved to support this project in principle (C9.01.06). This is subject to the Darlington Sports and Recreation Association (WA) Inc demonstrating full funding for the project prior to proceeding to construction. As the timeline for this project commencing is subject to the group achieving the full funding for the project, it is proposed to draw the Shire’s funding for the earthworks and effluent disposal from the Civic Facilities Reserve, rather than from municipal funding. This would ensure that the funds are only drawn down once the project commences and that there is no subsequent impact on rates increase and/or prioritisation of other projects should this project not proceed. The cost of the Shire’s contribution to the works is estimated to be $300,000. The cost of the septic system solution after further investigation is likely to be in the vicinity of $150,000, as the sizable leach drains require placement above the water table and thus significant fill. It is also proposed to improve and seal the gravel entry road and carpark which is estimated to cost $150,000. Lake Leschenaultia caretaker accommodation A master plan for Lake Leschenaultia will be presented to Council later in 2016. The master plan will assist and guide Council when considering any future proposed capital developments at the Lake over a 20 year-plus period. The master plan will assist in managing growth and development of the site, whilst preserving its recreational opportunities and its environment and heritage values. Caretaker accommodation has been listed in previous CBPs as the highest priority for capital development at the Lake to assist in managing the current camp grounds and facilities. Pending consideration of the master plan, the actual location and scale of the accommodation can be determined. As such it is proposed to draw the budget from the Civic Facilities Reserve, rather than from municipal funding. This would ensure that the funds are only drawn down once the project commences and there is no subsequent impact on rates increase and/or prioritisation of other projects.


Items not funded in current CBP Through extensive examination of priorities, funding and other relevant factors, the items listed below are not included in this CBP, therefore no funding or resources are allocated.

Additionally, it should be noted that at a Special Council meeting 28 June 2016, Council decided to delete the organisation functions and structure review from current CBP and will consider its inclusion in the 2017/18 CBP subject to the outcome of a report to Council (SC3.06.16).

A costing and description of each item is listed at Appendix D.

Corporate Services Workforce Strategies: 1) Succession planning.2) Knowledge management Organisation functions and structure review Statutory Services State of Environment Report Dams Policy review Fauna Awareness Strategy

Dieback Policy review Carbon Reduction Strategy. Water sensitive urban design local planning policy

Strategic and Community Services Trails link investigation for Railway Reserves Heritage Trail Electric car charging point Development of Reconciliation Plan

Range of strategy initiatives from the Tourism Strategy Increased financial support for community events

Infrastructure Services Increased level of weed control on road reserves (Road Reserve Weed Management Program) Mowing verges in town centre Increased service levels for building accessibility improvements Increased service levels for footpath improvement program Paying volunteers for rubbish collection Darlington BMX track lower jump heights CCTV Darlington hall and change rooms Exercise equipment near Darlington skate park Leach drains and lights on lower green Glen Forrest Sporting Club Safety barrier Glen Forrest Drive near Hardey Road and near primary school Footpath at Nicholl Road Improve footpath Fenton St, Jacoby to Great Eastern Highway

Freestanding extension/storage facilities at Station Master’s House, Mundaring Widen Mundaring Weir Rd at Pretty Rd corner on Pretty Rd side Additional pickup bays Coolgardie St for Sacred Heart Primary School Footpath and wheelchair/gopher access Martin Rd to Mundaring Sharing Footpath Grancey Ave Resurface Alexandra Rd Improved visibility Hartung St and Stoneville Rd roundabout Stoneville Rd and Walker St intersection roundabout Extra shoulder/bitumen for turning circle intersection Alexandra Rd/Hedges Rd (west) Additional parking near Hungry Jacks and Dome LED lighting in townsites


Summary of Critical Uncertainties These are factors such as funding, new facilities or demand-driven issues that may result in a service level change which is currently unknown. These may also impact on future budget and planning which is not included in this version of the CBP or the budget / Long Term Financial Plan.

Factor Service Area Activity Description Year

Specific Grants Funding from Federal and State Governments

Parks Reserves, Ovals and Public Open Spaces

Provision of sports oval lighting

Ken Wyatt, member for Hasluck has announced funding for oval lighting of $130,000 towards Mundaring oval and $100,000 for Chidlow Oval. The estimated costs are not yet detailed and Chidlow Oval is not on the 10 year capital program. The contribution from the State Government (if any) is unknown.

Year 2-3

New facilities

Waste Management

Participate in effective regional waste initiatives and landfill operations

The cost to waste service delivery upon implementation of a secondary waste facility and resource recovery park is unknown until further cost analysis is undertaken on final design options.

Year 1-2

Building Assets

New indoor recreation stadium will be built at Mundaring Recreation Grounds

An application for Federal funding of $6.25M was unsuccessful. A further application of $3,848,697 has been lodged.

Year 1

Uncertain Demand

Building Services

Process Building Applications

Should the proposed Stoneville / Parkerville town sites commence and the urban expansion in Helena Valley continue, a decision will need to be made on service delivery times or consideration to increase the number of employees required.

Year 1-4


Factor Service Area Activity Description Year

Uncertain Demand

Statutory Planning

Process Development Applications

Should the proposed Stoneville / Parkerville town sites commence and the urban expansion in Helena Valley continue, a decision will need to be made on service delivery times or consideration to increase the number of employees required.

Year 3-4

Measures

How will we know if we are succeeding? The Shire is committed to monitoring progress towards achieving the community’s vision. As part of each two year review of the SCP, the Shire will report to the community, providing an update on its progress in achieving the objectives articulated in Mundaring 2026. A biennial community survey will be a key input to this report. The Shire is also committed to measuring the quality of its performance in the areas of financial and asset management and will report against legislated measures and the following key measures on an annual basis via the Annual Report. This section outlines Shire of Mundaring’s approach to measurement of progress and details the key indicators that Council will track. These indicators will be supported by more detailed organisational effectiveness and efficiency indicators, which will be developed in year one of the CBP. This will assist in ensuring all service teams are operating in a systematic, effective and efficient manner to assist in driving organisational improvement. The indicators below have been selected to align with the four priority areas and goals as articulated in the SCP to reflect our progress as a community in achieving the community’s vision. Many of the outcomes of the SCP can be achieved through co-operative action by a range of stakeholders. As such, some indicators cover areas over which the Council may have little control or influence, but remain appropriate measures of progress towards the community’s vision. The level of Council influence is reflected alongside the indicators and is colour coded as per the table below. Key: Local Government level of control/ influence: High Policy areas that are in direct control of local government

Medium Issues that local government does not control but can influence

Low Areas that local government neither controls nor is likely to influence, but are of concern to the community and impact on community well-being


Key Indicators

Priority Area: Governance Level of Control

Goals A fiscally responsible Shire that prioritises spending appropriately. Transparent, responsive and engaged processes for Shire decision making.

Performance Measure(s)

Asset consumption ratio (%) H

Asset sustainability ratio (%) H

Asset renewal funding ratio (%) H

Operating surplus ratio (%) H

Debt service cover ratio (%) H

Own source revenue coverage ratio (%) H

Current ratio (%) H

Operational savings identified/approved to increase organisational efficiency ($)

H

Community satisfaction with the leadership of the community (%)

M

IPRF standard achieved (#) H

Priority Area: Community Level of Control

Goals A community that is prepared for bush fire and other natural disasters. Residents of all ages, needs and backgrounds are engaged and supported by their community. A strong and localised community spirit. A place of vibrant culture and arts. Flourishing local business.


Property (fuel load) management plans (%, #) L

Hazard reduction burns (#) H

Residents with emergency plans (%) L

Usage of community venues and facilities (libraries/halls/parks/memorials)

M

Community satisfaction with services & facilities (%), M

Resident satisfaction with SoM as a place to live (%) M


Participation in community events, cultural activities, intergenerational activities (#)

M

Funding provided to community groups ($, %) H

Public art – investment/maintenance/insurance ($) H

Art/workshops/culture exhibitions (#, $) M

Business occupancy rates (town/village centres and commercial properties) (#)

L

Priority Area: Natural Environment Level of Control

Goals A community that manages water sustainably. A place where the environment is well managed. A great place to immerse yourself in nature.


Water consumption (%) L

Water saving devices in SoM facilities (#) H

Waste diverted to landfill (#, %) M

Reserve inspections (#) Natural reserves, Road reserves, parks and ovals

H

Weeds management (#, $, %) H

Shire and friends groups management and conservation of bush reserves and verges (#)

M

Energy consumption (%) L

Nature based tourism activities (#) L

Priority Area: Built Environment Level of Control

Goals A place that is connected, safe and easy to move around. Community needs are considered in planning for the future. Reliable digital services and power supply.


Maintenance of roads (#, $) H

Maintenance of footpaths (#, $) H

Recorded traffic crashes in district (#) L


Building applications, occupancy permits, development applications and sub-division referrals processed and determined within the certified timeframes (#, %)

M

Lobbying and advocating for reliable digital services and power supply (#)

L


Summary of our Workforce Plan The Workforce Plan addresses the human resourcing requirements necessary to deliver services to the community in accordance with the Strategic Community Plan with immediate focus on the priorities identified for the period 2016/17 – 2019/20. It takes account of the internal and external factors impacting the workforce as well as the workforce implications of the strategic priorities identified by Council. This includes having in place a fit for purpose structure and effective business processes; as well as ensuring we have a flexible, proficient and adaptable workforce focussing on providing value for money services that meet the needs and aspirations of the community. Key Workforce Trends

• We have an ageing workforce.

• Competition in the labour market is continuing.

• There are specific pressures in some skill areas.

• We are facing new legislative requirements with workforce implications.

• There is continuing focus on sustainability, efficiency and effectiveness in local government driving the need for a flexible, skilled and committed workforce.

• Technology is changing the world of work.

• There is continuing attention on workplace programs to promote healthier lifestyles.

Workforce gaps, issues and risks

• Changes in the workforce will be required to deliver Council priorities while maintaining existing services.

• Strategies will be required to ensure continued workforce supply for identified critical positions or key groups.

• Workforce diversity gaps and challenges will need to be addressed.

• Strategies will be required to ensure continued supply of critical skills and capabilities.

Workforce Changes The approved number of Full Time Equivalent Employees (FTE’s) for 2015/16 was 207.99. This figure includes 36.1 FTE delivering community services that are funded through grants and service fees. To deliver services and priorities listed in the CBP, marginal growth of 1% (2.19 FTE) in the workforce is required in year 1, this figure is "cost offset as per below", with a decrease of 0.3% (0.74 FTE) in year 2. The forecast FTE for 2016/17 is 210.18. This figure includes 37.2 FTE delivering community services that are funded through grants and service fees.


Summary of Workforce Changes Year 1

FTE change FTE # Comments

Increase 4.81 Strategic and Community Services –predominantly Children’s Services (fully fee and grant funded)

Decrease 3.53 Strategic and Community Services - Children’s Services (cessation of grant funded program) and cessation of staffing for toy library

Increase 3 Infrastructure Services - street tree crew (fully cost offset by in-sourcing work currently undertaken on a contract for service basis)

Decrease 1.4 Statutory Services (including 1.2 fixed term contract)

Decrease 0.69 Various across the organisation through mini service reviews and restructures

Net change for Yr. 1

2.19 FTE increase

Year 2

FTE change FTE # Comments

Decrease 0.74 Library shelver positions to be phased out during 2016/17

Net change for Yr. 2

0.74 decrease


Strategic areas of focus for the Workforce Plan The Strategic Community Plan sets out the community’s vision and Council’s priorities. The Workforce Plan aims to enhance the Shire’s capacity to achieve the outcomes of the SCP through effective utilisation of its employees. To achieve this, five key areas of focus have been identified as follows:

Organisational resilience and sustainability Outcomes

• Our organisational structure is “fit for purpose”. • Our workforce is flexibly deployed to meet priority service demands. • “Just right” service levels are delivered. • Our workforce is resilient and embraces change.

Engagement, development and collaboration Outcomes

• Enhanced community engagement is delivered. • We have a skilled, engaged workforce. • We work as one team across the organisation. • Shire of Mundaring is recognised as a “Learning Organisation”. • Corporate knowledge is captured and shared.


A sense of space,

a sense of place

Organisational resilience and sustainability

Engagement, development

and collaboration

Enhancing and strengthening

our culture

Improving accountability

and performance outcomes

Customer Service

Enhancing and strengthening our culture Outcomes

• Visionary, values-based leadership is demonstrated at all levels. Improving accountability and performance outcomes Outcomes

• Evidence based practice informs decision-making. • Effective workforce planning is integrated into business processes. • Organisational and individual performance meets required standards.

Customer Service Outcomes

• We deliver high quality, customer-focussed services.

Strategies New strategies include:

• review and update workforce performance metrics • review the Customer Service Model and Customer Service Charter.

Monitoring Workforce planning is a dynamic process and, as an integral component of the CBP, we will monitor and regularly evaluate our Workforce Plan strategies and activities. To support this, Workforce Performance Indicators have been identified.


Summary of Asset Management Plans The Asset Management Plans define current levels of service and the processes used to manage each major asset class, being Transport (roads, bridges, carparks and bus shelters), Drainage, Footpaths, Buildings, Reserves (parks, ovals, aquatic, waste, cemeteries). Asset Management Plans include:

• defined levels of service for each asset category or particular actions required to provide defined level of service in the most cost-effective manner

• demand forecasting • risk management strategies • capital expenditure projections for assets as a result of growth, renewal,

upgrade and disposal of assets • an asset management improvement program.

The Asset Management Plans are developed to meet the requirements of the Integrated Planning and Reporting Framework requirements and to align the infrastructure required so that services needed by the community are provided in a financially sustainable manner, with funds included in the LTFP. The key asset management strategies in the table below assist in addressing these requirements. The Asset Management Plans address service delivery requirements, financial sustainability indicators and the community’s vision for the future as outlined in the Strategic Community Plan 2016 -26. While always looking to “do better with less” in an environment of reducing grant funding and increasing community demands, the Shire has planned to maintain current levels of service for the next 10 years based on the community’s desire to maintain current services, except where identified in the Asset Management Plans high level summaries table.


Key Asset Management Strategies

No Strategy Desired Outcome Status

1 Move from annual budgeting to long term financial planning

The long term implications of Council services are considered in annual budget deliberations.

Completed

2

Develop and annually review Asset Management Plans covering at least 10 years for all major asset classes (80% of asset value).

Identification of services needed by the community and required funding to optimise ‘whole of life’ costs.

Completed (and ongoing)

3

Develop LTFP covering 10 years incorporating Asset Management Plan expenditure projections with a sustainable funding position outcome.

Sustainable funding model to provide Council services.

Completed

4 Incorporate year one of LTFP revenue and expenditure projections into annual budgets.

Long term financial planning drives budget deliberations.

Completed

5

Review and update asset management plans and long term financial plans after adoption of annual budgets. Communicate any consequence of funding decisions on service levels and service risks.

Council and the community are aware of changes to service levels and costs arising from budget decisions.


6

Report Council’s financial position at Fair Value in accordance with Australian Accounting Standards, financial sustainability and performance against strategic objectives in Annual Reports.

Financial sustainability information is available for Council and the community.


7

Ensure accurate and current information in asset registers and ’whole of life’ costs are determined.

Improved decision making and greater value for money.

Asset inventories being incorporated into a Corporate AMS program with asset data validation ongoing


8

Report in the Annual Financial Statements, asset management ratios to deliver the services needed by the community and matching at least basic IPRF standards

Services delivery is matched to sustainable levels of resource and operational capabilities.


9

Ensure responsibilities for asset management are identified and incorporated into staff position descriptions.

Responsibility for asset management is defined.

Completed

10 Establish current and desired community service level performance levels.

Provide services to levels the community are generally wanting and accepting to pay.

Current levels completed


High-level summaries of Asset Management Plans for each major asset class Asset Current state Future state (10 years)

Buildings 17 - Halls and Civic Centres 41 - Recreation and Culture 17 - Education, Welfare and

Health 13 - Public Toilets 8 - Volunteer Fire Brigades 29 - All Other Buildings

16 - Halls and Civic Centres 42 - Recreation and Culture 17 - Education, Welfare and Health 14 - Public Toilets 8 - Volunteer Fire Brigade 29 - All Other Buildings

In 2016/17 Boya and Greenmount Halls will be disposed of and a new community hub facility constructed at Boya Oval to accommodate community recreational uses and a relocated library facility. A new Mundaring Indoor Recreation Stadium will be built to house a four-court indoor stadium. A transportable change room facility will be built at Harry Riseborough Oval in 2016/17. The toilet blocks at Glen Forrest and Sawyers Valley ovals are planned for upgrades in 2017/18. A new toilet block is proposed for Broz Park, Helena Valley in 2018/19. Funding for the buildings accessibility upgrade program will be returned to the 2014/15 allocation amount ($150,000pa) over the four year period. Subject to confirmation of funding capacity from the Darlington community, a community-built pavilion at Darlington Oval is proposed for 2016/17, with a proposed contribution from the Shire towards earthworks, carpark and effluent system upgrade components. Subject to a Capital Asset Masterplan being approved, provision to improve caretaker facilities at Lake Leschenaultia from the Civic Facilities Reserve for 2016/17 is allocated.


Asset Current state Future state (10 years)

Transport (Roads, Bridges, Bus Shelters)

982 - Roads (612km Sealed, 77km Unsealed) 424km - Kerb 18 - Bridges 80 - Bus Shelters

Roads – additional as per subdivisional growth in Shire Kerb - additional as per growth in Shire 18 - Bridges 80 - Bus Shelters

Following a road condition survey in 2013, a re-assessment of road funding maintenance levels was undertaken, which shows appropriate levels of road funding is being provided, however is dependent on ongoing State and Federal Government support for road funding levels being maintained. Significant additional Federal Government Roads to Recovery funding is provided in 2016/17. Successful applications for State Government road funds have also been obtained in 2016/17. Gradual removal of old metal bus shelters will occur and new shelters to accessible standards will be installed as part of the Street Furniture Capital Program.

Drainage 5 258 - Pits 20 – Basins 104 - Culverts (30 Major, 74 Minor) 1976 - Headwalls 203.6 km Pipes 36.3 km Open Drains

Growth in stormwater infrastructure will occur with subdivisional work and upgrades to stormwater systems as part of drainage capital improvement works.

A review of a drainage catchment area is to be undertaken every second year to assess performance and upgrade requirements given increasing levels of storm damage from intense storm events of recent years / climate change effects. A review of drainage asset data integrity and linkages to Geographic Information System (GIS) is ongoing.

Footpaths 97km - total length of Footpaths (67km - Concrete 16km - Asphalt 3km - Brick paving 11km – Gravel)

Growth of around 2.5km per annum is expected based on new path figures.

The proposed increase in footpath program funds over three years to an additional $150,000 per year as per the 2015/16 Corporate Business plan has been removed and is now proposed to remain at $520,000. This has deferred a number of footpath projects.


Asset Current state Future state (10 years)

Reserves (ovals, parks, aquatic, waste and cemetery)

413ha - Parks 38 - Playgrounds 2 - Aquatic centres 11 - Ovals 4 - Lawn bowl greens 23 - Camp sites 1 - Junior motocross 1 - Golf course 2 - Equestrian centres 2 - Cemeteries 2 - Waste transfer stations 34 - Plexi-pave hardcourts 8 - BMX/dirt jumps/skate parks 70km - Railway Reserves Heritage Trail

Additional park areas to maintain in Helena Valley are to be handed over from developers in the four year period. The Mayo Road transfer Station will close at the beginning of 2016/17.

All other reserves (including ovals, parks, aquatic, waste and cemetery) as listed under ‘current state’ to continue.

A number of reserves are proposed to have enhanced or expanded facilities as identified in the four year Capital Reserves Program.

Plant and Fleet

Plant – 60 Passenger fleet – 51 Volunteer fire brigade vehicles -27 Trailers – 6

Plant – 63 Passenger fleet – 51 Volunteer fire brigade vehicles -27 Trailers – 7

A review of street tree services has resulted in this service being brought in house from 2016-16 onwards to enable improved services at the same or slightly reduced cost. This will result in four new plant and a trailer purchase in 2016/17 from the Plant Reserve. A review of the second grader used for maintenance of gravel roads and gravel shoulders has indicated that based on projected usage it would be more efficient to hire a grader as required. A grader machine will therefore be disposed of in 2016/17.


Risk Management Shire of Mundaring is committed to managing risk by logically and systematically identifying, analysing, evaluating, treating, monitoring and communicating risks that directly or indirectly impact on Shire’s ability to achieve the vision and strategic objectives outlined in the Shire’s Strategic Community Plan. The Risk Management Framework demonstrates the Shire’s commitment, by detailing the Risk Management to be employed by all employees, contractors and volunteers employed on Shire business. It requires all employees, contractors, and volunteers at all levels to apply consistent, practices in the employment of Council resources and the delivery of Shire services. To manage risks in accordance with best practice, the Shire will comply with the requirements of Australian Standard AS/NZS ISO/IEC 3100:2009 Risk Management Principles and Guidelines Risk Management Process

Monitoring & Reporting

Identification

Prioritisation Action Planning

Assessment


Risk Category Risk Description Key Risk Consequences

Risk Level Risk Tolerance

Management (* action required)

People Structure not aligned with new SCP Inefficiencies Over delivery

People Financial Loss of service

High Attention Required

Workforce Planning

Political Core changes to Local Government - rating powers

Financial Impact - revenue


LTFP Lobbying and Advocacy Strategy

Financial Reduced capital program linked to increased costs, borrowing capacity and potential additional projects

Financial Medium Monitor LTFP Budget process Rigour of Council prioritisation Rigour of project management Asset Management Plans

Financial Increased waste management costs due to non-implementation of regional secondary waste facility

Financial impact Environmental impact

Medium Monitor LTFP Negotiating with EMRC

Financial Borrowing capacity limited by acting as guarantor for secondary waste facility

Financial impact Medium Monitor LTFP Negotiating with EMRC

Financial Employee cost rises above assumption

Financial impact Medium Monitor LTFP Workforce Plan (WFP) EBA

Financial Reduced external grants Roads to Recovery

Financial impact Medium Monitor LTFP Budget process Lobbying and Advocacy Strategy Evaluation / accreditation

Economic Major economic shifts Financial impact (positive and negative) Impact on community

Medium Monitor LTFP Budget process


Risk Category Risk Description Key Risk Consequences

Risk Level Risk Tolerance

Management (* action required)

Loss of service Environmental Major Natural Disasters ie bushfire /

flooding Financial People Natural Environment Interruption to service Property Reputation


Local Emergency Management Arrangements Business Continuity Plan LPS4 and relevant policies Bushfire mitigation service Volunteer bushfire brigades Memorandum of Understanding with the Department of Fire and Emergency Services

Environmental Impact of Climate Change Environment People

Medium Monitor Local Climate Change Adaptation Action Plan Regional Climate Change Adaptation Action Plan LPS4 Drainage capacity program

Interruption to Services

Business interruption (systems/people/facilities)

People Interruption to service

Low Acceptable Business Continuity Plan Insurance CBP Asset Management Plan Local Emergency Management resources

People Lack of available skilled staff/contractors/volunteers

Interruption to service

Medium Monitor Workforce Plan


Appendix A– Organisation Chart

210.18 FTE including 37.2 *grant and fee funded positions


Appendix B- Service Levels OFFICE OF THE CHIEF EXECUTIVE

Activities Service level/s Service level changes

Leadership of the organisation

Communicate a motivating vision and future for the organisation to ensure unity of purpose. Create positive peer pressure towards shared values, high performance standards and an atmosphere of trust and team spirit. Drive successful collective action and results.

Nil

Council decision-making

Advice/information provided accurately in a timely manner through agendas, minutes, workshops, forums, briefings.

Nil

Regional co-operation and collaboration

Deliver benefits to the Shire of Mundaring community through shared expertise, resources and relationships.

Nil

Governance Appropriate, effective and responsive services delivered to the community. Nil

Advocacy

Access to key decision makers in State/Commonwealth Government; access to grant funding opportunities; influence over key decisions affecting Mundaring.

Nil

CORPORATE SERVICES Finance Service


Accounting Services Accounts Payable Accounts Receivable Acquittals Banking Financial Reporting Insurance Purchase Card Taxation - BAS/FBT

Timely and accurate payment of accounts, collection of outstanding monies and accurate acquittal of grants received and expended. Daily banking of receipts. Day to day insurance claim management and annual return requirements. Monthly taxation reconciliation. Annual FBT Return.

Nil



Audit Annual Financial Statement Accounting Standards & Regulation Compliance Interim Audits Audit & Governance Committee

Co-ordination and preparation of financial statements in accordance with the Local Government Act 1995, Local Government (Financial Management) Regulations 1996, Australian Accounting Standards (AASB) and Australian Accounting Standards Board Interpretations (AASBI). Executive and administrative support is provided to Audit and Governance Committee. Develop internal audit plan and undertake internal audit program.

Nil

Budget Management Annual Budget LTFP Management & Development

Assist and co-ordinate Directorate’s input into budget. Preparation of annual budget and annual budget review. Review and workshop with ELT & Council for early delivery of Budget in June each year. Coordinate review of LTFP

Nil

Rates Collection Deferrals Emergency Services Levy Instalments Pensioners

Collection of rates and charges in accordance with the Act, including debt recovery and payment options plus Emergency Services Levy and the Pensioners and Seniors Rebate Scheme on behalf of the State Government.

Nil

Financial Management Asset Valuation BIS Investments Taxation

Assets to be valued for financial reporting - internal. BIS used for annual budget input, monitoring and forecasting. Investments in accordance with Shire Policy F1-02. Annual compliance returns.

Nil

Risk Management Organisational Risk Management Risk Management Committee

Co-ordination of the partnership with Local Government Insurance Services (LGIS) to deliver a "whole of organisation" risk management program. Administrative support to RMC.

Risk management framework training Yr. 1 Review corporate risk register Yr 1



Oversee OSH Committee activities - Biennial

Reception Cashier Reception

Daily professional reception service to customers. Daily revenue received is accurately accounted for, receipted and banked.

Nil

Governance Service


Compliance Cemeteries Council support/advice Delegations Freedom of Information (FOI) Lease Management Local Laws Public Interest Disclosures (PID) Standing Orders Statutory Compliance Tender Register

Administration and maintenance of cemetery bookings and records. Provide efficient and effective administration services that support Council and elected members. Provide induction and professional development program(s) for Elected Members Maintain and administer a register of delegations from Council to CEO, employees and committees Maintain statutory registers e.g. tender register and gifts register. Processing of FOI & PID applications when received. Review and monitor leases and maintain database to ensure timely renegotiation or cancellation. Monitor and review Local laws. Co-ordinate annual compliance return. Record tender process steps to ensure accountability and compliance. Complete Ward reviews every eight years (2016 onwards). Review meeting procedures every eight years (next review 2024). Review governance framework biennial (from 17/18 onwards).



Occupational Safety & Health Claims Management Co-ordination & Training Ergonomic Assessments Evacuation Procedures Incident Reporting OSH Committee OSH Inspections Safety Clothing

Work collaboratively with human resources to manage workers' compensation claims/ return to work programs. Co-ordinate suitable training in OSH for all employees. Undertake workplace assessments for employees. Maintain evacuation procedures and co-ordinate regular practices. Administer and record appropriate incident reporting and records. Provide administrative support to the OSH Committee. Co-ordinate and assist with regular OSH inspections of Shire premises. Co-ordinate and monitor the provision of PPE clothing to employees

Nil

Information Management Electronic Records Management System Mail Services Printing Services Record Keeping Plan Records Management Retention Schedules & Archives Stationery

Process and record all daily outgoing mail. Undertake printing services of minutes and agendas. Provide day-to-day records service, including archiving and disposal of records, and stationery stocks.

Nil


IT Service


Information Technology ICT Services ICT Strategy and Governance - ICT Steering Committee Enterprise and , Solution Architecture Business Analysis Project Management Contract and Vendor Management Software Licensing and Compliance Business Systems Administration Geographical Information System (GIS) Administration and Development Information Management Cyber Security and System Control Network & Infrastructure Management Business System Design & Software Development Website Development and Administration IT Programs & Special Projects

Provision of ICT and business systems to Shire staff, Elected Members, Community, through enabling technologies that are contemporary, robust and well managed. Review ICT Roadmap every 3 years. Review ICT plan –schedule to match Strategic Community Plan. Provision of business system to manage the enterprise architecture and IPFR expectations. Renew contract and services for internet and wide area network. Install wi-fi services at identified community buildings. Continue to develop and implement new corporate systems such as fleet management (stage 2), online leave, timesheets, APS –Events Management, Facilities Booking, CBP (Stage 2) & PDRs. Develop informing strategies to forecast ICT programs, i.e. Online (digital) services.

Implement Meridio replacement to HPRM Yr. 1 Design, and implement facilities bookings system Yr. 2 Install ICT services at Boya Hub & new Rec Centre Yrs. 1&2


Human Resources


Organisational Development

Provision of timely advice, information, systems, contemporary policies, procedures and practices to facilitate cultural and systemic change. Delivery of workforce planning, diversity management, knowledge management, development of the corporate culture, change management, corporate systems support and enhancements, learning and development systems, and classification assessment and review. Provision of quarterly workforce performance indicator reports to Executive. Continuously review key HR processes including recruitment/appointment and departures and performance management to improve efficiency, effectiveness and manage risks.

Workforce Strategy

Facilitate attraction, retention and development of the workforce. Delivery of corporate induction; wellbeing initiatives; facilitation of employee recognition program; employee performance development and review; co-ordination of corporate learning programs. Corporate Learning Programs aligned with business priorities and within budget. Review and revise Workforce Plan. Biennial staff survey (2016 onwards).

Develop and implement mental health and well-being program in Yr. 1.

Employee / Industrial Relations

Provision of timely advice, information, systems, policies and/or facilitation; facilitation of enterprise bargaining; resolution of employee grievances; supporting management of performance; delivery of payroll services; provision of information and advice regarding collective agreements, remuneration and benefits, employee engagement.

Nil


STRATEGIC AND COMMUNITY SERVICES Business and Tourism Development and Marketing


Provide business and tourism development and marketing services

Visitors and prospective visitors aware of the attractions within Shire of Mundaring. Relationships with industry groups and memberships. Annual Sponsorship of Mundaring Chamber of Commerce Business Excellence Awards. Maintain online Shire Business Directory. Regional tourism initiatives (product development and marketing).

Nil

Visitor Centre (VC) Booking Agent Local Area Promotion Local Business Community (VC Membership) External visitor information service

Operates seven days per week, Mon – Sat 9.30am to 4pm, Sundays and most Public Holidays 10 am to 2.30pm (excluding Christmas Day, Boxing Day, New Year’s Day, Good Friday). VC employees add value to the customer interaction by promoting and informing on local attractions, goods and services to enhance visitor experience and encourage visitors to explore the area further. VC provides an information service to visitors and residents and promotes arts, natural attractions, culture, heritage, and trails to attract visitation and repeat visits. VC business members are promoted through various initiatives.

Nil

Tourism and Events strategy

Tourism strategy reviewed every five years (2019/20 onwards)

Events Strategy developed Yr. 4

Community Grants Program

Activities Service Level/s Service level changes

Provide grant funding to volunteer community organisations for activities

Access to $87,800 per annum (CPI annual adjustment) funding program which assists volunteer training, programs and projects. Access to youth sponsorship $6090 per annum (CPI annual adjustment).

Nil


Resource GSOC Locality based funding Five volunteer recognition grants offered each year One Milestone Grant for volunteer groups offered per annum

Funding agreements and programs reviewed regularly to ensure that they meet the needs of the community.

Youth


Provide outreach community development Youth Service (contracted out) Manage Youth Centre and associated events; CREW propose ideas and assist with events Minimum 30 events held across the Shire per annum Delivery of Youth Plan Four KPI review meetings with Seen and Heard per annum Promote youth centre and engage external organisations for services and events Review of youth plan

Access to a robust, comprehensive youth service which delivers programs across the shire. Access to a purpose-built, well-equipped and managed youth facility which is staffed 25 hours per week. Provision of collaborative regional and advocacy services and activities through youth networks and regional bodies. Needs and issues impacting young people are reviewed every four years to drive service delivery. Youth plan reviewed every five years (2016/17 onwards).

Nil


Parent and Adolescent Counselling Service


Provide counselling service to young people and families

Up to 350 clients per annum. 22.5 hrs per week (range of times to suit clients). Access to a free, robust, counselling service with strong links into the local community.

Nil

Disability and Access


Resource IDAAC $150,000 per annum for access upgrades to Shire buildings Four IDAAC meetings per year (refer to Community Consultation & Engagement) IDAAC sets priority list of access upgrades

Access to all Shire services, facilities, information and consultation. Budget provision for access upgrades program. Needs and issues impacting people with disabilities are reviewed every four years to drive service delivery. Access and inclusion plan reviewed every five years (2016/17 onwards).

Nil

Seniors


Service Active Ageing Network Manage The Hub of the Hills and associated events Annual Seniors Week event with Funding of $3500 per annum Minimum 10 events per annum Volunteer group to

Access to programs, activities and events for seniors. Access to a well-equipped and managed community centre which caters for the needs of seniors which is staffed 10 hours per week. Needs and issues impacting seniors are reviewed every four years to drive service delivery. Positive aging plan reviewed every five years (2018/19 onwards).

Nil


plan, manage and run events Review of positive ageing plan

Library and Information Services


Provide public library and associated services in Mundaring town site and in the western suburbs Maintain the online Community Directory Provide ad-hoc author talks and similar

Open Monday to Thursday from 9am to 7pm, 9am to 5.30pm, and 9am to noon on Saturday (Public Library). Public spaces for the pursuit of study, research and recreation. Free access, with professional help, to over 76,500 resources in a range of formats. Library programs that contribute to raising literacy and information levels. Specific services for targeted groups eg babies, youth, sight impaired, housebound etc. Technological facilities such as internet access (including Wi-Fi), scanning, PCs with printing and photocopying provided on a cost-recovery basis. Provision of free e-books for download.

Relocation of Greenmount Library to Boya Hub – 2016/17.


Cultural


Manage service agreements for Katharine Susannah Prichard Writers’ Centre, Mundaring Sharing, Rise, Mundaring Arts Centre, and Mundaring Hills and Historical Society Art acquisition program- funding of $12,000 per annum. Resource Cultural Advisory Group Delivery of adult learning classes, art collection exhibitions, museum Provide four Citizenship Ceremonies per annum Australia Day activities, including breakfast Citizen of the Year awards School awards Assist in providing a dawn, midday & school ceremony ANZAC service

Access to programs and activities which provide for cultural pursuits and adult education. Development and management of Shire of Mundaring Art Collection in line with collection management principles.

Launch of Sculpture Park 2016


Recreation & Leisure


Provide the opportunity for use of aquatic centres by community, Department of Education and swimming clubs

Bilgoman Aquatic Centre Affordable access to safe, clean and well-maintained, heated outdoor pools from Oct to April, seven days/week, 5:30am to 8pm Mon – Fri, and 7am to 7pm weekends and public holidays. Mt Helena Aquatic Centre Affordable access to safe, clean and well-maintained, heated outdoor pools from Oct to April, seven days/week, 3:30pm to 7pm school days, and 12pm to 7pm school holidays.

Nil

Provide the opportunity for use of community halls, sports pavilions, cafe, playgroups, theatre, scouts/guides halls, sports clubs, workshops, community centres and recreation centres by community, sports groups and businesses

Access to affordable well-maintained, clean and safe community facilities seven days per week, every day of the year.

Nil

Provide the opportunity for use of parks, ovals, tennis courts, BMX & dirt park jumps, skateboard parks, Lake Leschenaultia, equestrian centres, golf course, lawn bowls clubs, junior motocross track, rifle range, and trails by community, sports groups and businesses Purpose-built indoor four- court sports stadium

Access to 11 active ovals that are free for passive activities all year and subsidised for junior sporting use and affordable for seniors for 48 weeks of year. Affordable access to 34 plexi-pave courts and two bitumen courts. Free all year use of three dirt jump parks and one set of BMX jumps. Free all year use of three 300sqm concrete parks. Free access to Lake Leschenaultia and park facilities every day of the year. Affordable access to 23 camp sites, 22 of which have access to power, flushing toilets and hot showers. Access (with membership) to two equestrian centres in Parkerville (four arenas) and in Bailup (one arena).

Camping facilities at Lake Leschenaultia meet regulatory requirements (Yr. TBD)



Access (with membership) to golf course: 18 hole, par 72 course, 5924 metres, no reticulation, sand greens. Access (with membership) to lawn bowls clubs in Mundaring two artificial greens and Glen Forrest two turf greens. Access (with membership) to 1.8km junior motocross track with hard packed gravel surface, 40 start gates, canteen area, licensed bar, undercover spectator area, playground wash-bay facility. Access (with membership) to rifle range: accommodate pistols and rifles up to 800yards. Access to 70km of Railway Reserves Heritage Trail.

Provide volunteer matching service, volunteer development activities and volunteer recognition program

Three volunteer development workshops held per year. Annual volunteer recognition event (60 attendees).

Nil

Children’s Services - Eastern Region Family Day Care


Provide family day care educators with training and support to provide high quality, home based care environments Ensure family day care educators comply with all relevant laws, regulations and the National Quality Framework Provide Play Sessions for family day care educators

Registered family day care educators receive expert advice and support from highly trained resource workers and access to a well-equipped toy library. Family day care educators are assisted with all compliance matters by highly trained compliance officers as third party regulators of the Education and Care Regulatory Unit. Family day care educators and families in care have access to facilitated playgroup sessions for professional development, early childhood education and networking. Two morning sessions per week are available during school term. Families with children in family day care

Upgrade of Midvale hub Children’s Services administration building Yr. 3


and the children in their care Provide families who use family day care with information and support

receive quality support and information to enhance the experience of the early childhood setting.

Children’s Services - Midvale Early Childhood and Parenting Centre Hub


Provide Early Years Referral Centre and Parenting Programs Provide 87 place Long Day Care (LDC) at Midvale Early Childhood and Parenting Centre (MECPC) Provide 38 place LDC at Swan Children and Family Centre (SCFC) Provide 50 place Outside School Hours programs, including Vacation Care at MECPC and SCFC Provide community playgroups Provide playgroups in target schools Provide Young Parents’ Study and Parenting Program Provide Indigenous early childhood and parenting programs Provide 30 place before school care program and Breakfast Club at Middle Swan

Comprehensive information, referral pathways and high quality range of parenting courses. Accessible, affordable, safe and well equipped child care centre open 50 weeks per annum, from 7am to 6pm on week days. High quality early childhood education programs for children from birth to four year olds, including teacher led Kindergarten programs. Affordable, high quality before and after school hour’s care. Access to high quality vacation care during all school holidays. Low cost, inclusive early intervention playgroups facilitated by a qualified educator, with a focus on early childhood development, parenting skills and wellbeing. Operating during school terms. Fully funded facilitated early education-focused playgroups for families at three local schools during school terms. Access for young parents to fully-funded adult education and training programs, parenting programs, high quality crèche and outreach facilities for enhanced life skills and wellbeing. Access for Indigenous families to a range of programs for parents and young children that have arisen from direct consultation to address unmet needs in early intervention and parenting.

Nil

Strategic and Community Services



Advocacy Annual lobbying and advocacy plan developed.

Nil

Integrated Planning

Community participation in developing 10 year SCP major review every four years with mini review every two years (2018/19 onwards for major). Four year Corporate Business Plan activates the Community’s vision within resources. Four year CBP developed annually. CBP system monitored and maintained to deliver business cases and project reporting on a monthly/quarterly basis. Performance Management System with quarterly reporting.

Nil

Community Engagement

Information on Shire activities, policies and decision making is readily available in a variety of formats including up-to-date website, monthly newsletters, and monthly local newspaper articles. Community feedback sought on how Shire is performing. Biannual networking functions held between all Residents & Ratepayers Associations and the Shire of Mundaring. Biennial Community Perceptions Survey (17/18 onwards). Community Engagement Framework reviewed every five years (2020/21 onwards).

Nil

Funding and awards. Funding of $12,000 per annum

Average of three external grants/awards applied for per annum in line with strategic priorities and projects.

Nil


INFRASTRUCTURE SERVICES Building Assets


Maintain Shire's building facilities except leased property Undertake preventative maintenance works on all Shire buildings Co-ordinate the construction of new or renewal of Shire buildings Removal of graffiti

Priority 1 Building Maintenance Requests (matters which affect health and/or safety) Responded to on same day, with resolution as soon as possible. Priority 2 Building Maintenance Requests (matters which affect building usage) Responded to within two working days, with resolution as soon as possible. Priority 3 Building Maintenance Requests (matters which affect building appearance) Responded to within five working days, with resolution as soon as possible. Preventative maintenance works program provides safe and useable building facilities. Construction / renewal within budget and project timeframes. Graffiti removed within two working days of report.

Boya Oval Hub and Mundaring Recreation Ground Stadium Year 1 Glen Forrest Oval replace toilet blocks Year 2 Sawyers Valley Oval replace toilet block Year 2 Building works in capital program, ensuring accessibility is accommodated (including Darlington Hall) Years 1-4 Toilet block at Broz Park yr. 3. Harry Riseborough transportable yr. 1 Glen Forrest Stationmaster House – future use review yr. 3


Drainage


To install and maintain efficient, effective drainage infrastructure across the Shire

Provide an efficient system of stormwater collection and disposal with a maximum number of requests on inefficiencies being less than 50 per annum. Provision of a well-functioning stormwater system with a maximum flooding complaint number of 20 per annum. Provide a drainage system free from risk to public health and safety. Review and upgrade drainage as listed in 4 year capital program

Works in Capital Program Years 1- 4

Roads, Bridges & Bus Shelters

Activities Service Level/s Service level

Build, renew and maintain roads, bridges and bus shelters to a safe standard as per Austroads design guidelines

Roads are rideable, safe and provide year round access with less than 50 reports of potholes, less than 20 requests for gravel road grading and less than 500 reported crashes on roads in the District per annum.

Works in Capital Program Years 1- 4

Cemeteries

Activities Service level/s Service level

Preparation of graves by digging and refilling Installation of ash interment boxes Construction and maintenance of cemetery grounds

Burials and ash interments undertaken within three working days of request. Grounds maintained once a month.

Nil


Asset Management


Long term planning and management of Shire's assets, includes infrastructure, built assets, plant & fleet, IT & other equipment

Current Asset Management Plans (to basic standard) in place for: Transport Drainage Footpaths Plant & Fleet Reserve Facilities Buildings IT included in asset register. Integrate Fair Value work into asset inventory. Updating of asset management plans annually. Review asset renewal programs and funding levels annually.

Engage the community on agreed levels of service and enhancing Asset Management Planning Year 1-4.

Footpaths/Cycleways


To provide and maintain accessible footpaths, and provide links to public facilities and infrastructure.

Provide smooth, safe and accessible footpaths year round with reports of unevenness being less than 50 and inaccessible being nil per annum.

Footpath projects as per capital program Years 1-4 Undertake an audit of walking & cycling routes within the Shire to identify issues with maintenance. Connectivity and accessibility – Year 2


Waste Management


Provide general rubbish and recycling bin kerbside collections, bulk rubbish and green waste verge pick up, street bin service

Weekly 140L general bin collection and two weekly 240L recycling bin. Bulk and green waste verge collection once a year. Street bins collected on a minimum of once a week and damaged bins replaced within 20 working days of notification. Introduce new Kerbside Services as road conditions permit.

Nil

Manage transfer station general waste, recycling, inert waste and green waste operations and access including a Community reuse container at Mathieson Road

Transfer Stations operate: Coppin Road, Sat - Tues 8am-4pm Mathieson Road, Thurs - Sun 8am - 4pm Community reuse container at Mathieson Road

Closure of Mayo Road Year 1 Reduction of four free trailer load general waste disposal entries to three from Year 1

Undertake litter control

Respond to litter complaints within five working days of notification.

Nil

Participate in effective regional waste initiatives and landfill operations

Providing sufficient Shire employee personnel time to enable a large scale secondary waste project and resource recovery project in conjunction with EMRC focussed on reducing waste to landfill to come to fruition.

The EMRC Resource Recovery Park will enable additional recycling options such as second hand shop thus reducing waste to landfill. The secondary waste facility will process waste and reduce the volume of waste to landfill Years 1-4


Infrastructure Design


Provision of capital infrastructure asset design and technical infrastructure related investigative and advice services Provision of engineering subdivision and property development, traffic and all modes of transport related investigative and technical advice services as it affects local government Crossovers and verge installations adjoining private properties are assessed and approved Utility installations are assessed and monitored

Design all transport-related construction capital items adopted in each annual budget as per program. Address each customer enquiry with a professional and friendly response consistent with customer charter timelines. Acknowledge and keep the customer informed of the progress of an investigative item, consistent with Shire customer service charter timelines. Assess and condition infrastructure requirements related to subdivisions and developments within four weeks. Assessment and approvals of other infrastructure-related matters completed within five working days.

Investigate and design all capital works Years 1-4 Progress Brooking Road extension Years 1 Pursue the creation of the road reserve for the Hills Spine Road connection to Toodyay Road Years 1-4 Investigate access and circulation issues for Midvale light industrial / commercial area Years 1 Delineate, secure and reserve in LPS4 the road reserve for Beacon Road Years 1-4


Verge and Median Maintenance


Verges and medians are maintained by mowing, eradicating weeds, pruning, installing and watering of street trees, native vegetation, landscaping in roundabouts, medians and entry statements

Mowing of verges monthly. Maintenance of Great Eastern Highway median, entry statements, roundabouts, selected verges quarterly per annum. Street tree pruning and weed eradication on annual program. Ad-hoc requests within 20 working days, urgent safety items within one working day.

Altering Street Tree works delivery model from contractors to in-house services – Year 1

Parks, Reserves, Ovals & Open Spaces


Install and maintain assets related to active sporting grounds (ovals, floodlights, hardcourts, wickets, reticulation, fencing), parks (play equipment, tables, seats, BBQs), open spaces (mowing, tree and garden maintenance, reticulation, sculptures, fencing)

Reserves and Parks are safe, clean and useable for function / playability with less than 10 reported safety incidents, 100 reports of function failure and 200 per annum of cleanliness and poor useability.

Complete all Reserve projects as per capital program Yrs 1-4 Additional public open space in Helena Valley to maintain Yr. 1


Plant and Fleet Management


Procurement, maintenance and disposal of plant and fleet Procurement and assigning of materials and services for operational works

Scheduled maintenance of plant and equipment in place resulting in less than five breakdowns on-site preventing continuation of work and no road defect notices being issued.

Complete all plant and fleet purchases and disposals as per capital program Years 1-4


STATUTORY SERVICES Building Services


Process Building Applications

Building Permits are granted within 25 working days for uncertified applications together with the Certificate of Design Compliance and 10 working days for certified applications in accordance with the Building Act 2011.

Nil

Resolve compliance issues

Complaints are responded to in accordance with the Customer Services Charter and actioned relative to current workload and risk to public safety.

Nil

Undertake private swimming pool inspections: approx. 800 inspections per year, 70 inspections per month on average

All recorded pools and spas (3100) (increasing by 120 on average per year) will be inspected at intervals of not greater than once every four years.

Nil

Assess completed commercial / industrial buildings for the issuance of an Occupancy Permit.

Inspections will be undertaken within five working days from notification of completion. Issue Occupancy Permits within two working days after inspection or notify builder of any remedial works.

Nil


Statutory Land Use Planning


Process of development applications in accordance with LPS

Development Applications (520pa) will be determined within 60 days from receipt of a valid application or 90 days where an application requires advertising.

Nil

Process Development Assessment Panel (DAP) Applications

DAP applications will be referred within seven days of receipt and employee reports completed within 80 (not requiring advertising) or 90 (requiring advertising) day timeframe.

Nil

Process applications for WA Planning Commission (WAPC) Approval

Refer application to WAPC within seven days of receipt.

Nil

Process subdivision referral applications (including Street Naming and clearance of relevant subdivision conditions)

Process referral responses to subdivisions within 42 days.

Nil

Process scheme amendments, structure plans and Local Sub-division and Infrastructure Plans

Scheme amendments submitted to Council (for consideration) within 60 days after the end of the submission period.

Nil

Undertake compliance proceedings

Conduct compliance site inspection within two weeks of notification. Compliance matters are investigated in accordance with the Customer Services Charter and actioned relative to current workload, risk to public safety and magnitude of effect on amenity (120 per annum). Further review of pilot position - 1 FTE for 12 months.

Nil

Provide advice on general planning enquiries

(1300 per annum) Nil

Process zoning Certificates

Within 10 working days (650 per annum). Nil


Statutory Services – Strategic Land Use Planning


Develop and maintain the Shire’s strategic planning framework which guides forward planning and informs statutory planning decisions. Assess and report on proposed amendments to the Metropolitan Region Scheme (MRS) triggered by the new Local Planning Strategy (LPS)

Undertake a series of projects to bolster the Shire’s strategic planning framework thereby ensuring balanced development occurs in a manner that meets the needs and aspirations of our community now and into the future. As a result of the LPS4 and LPS, an increase in DA’s and an influx of MRS amendments is expected. Landowners proposing developments including single dwellings in high risk bushfire areas require planning approval. Outbuildings that comply with LPS4 requirements will not require planning approval.

Nil

Provide strategic planning advice and input into proposed new State Government planning documents affecting the Shire, Scheme Amendments, Structure Plans and major subdivisions, development applications

On an ongoing basis: Ensure strategically sound planning decisions

are made that enhance and preserve the distinct character of the Shire. Inform customers / developers of the strategic context and overarching planning objectives that relate to their specific planning enquiry or application.

Nil

Actively advocate improved public transport within the Shire and promote/secure new road connections in association with new subdivisions.

A voice on public transport may result in improved transportation facilities. New road connection planning will enable the community to move around the Shire in a convenient and safe manner. When opportunities arise: Investigate options for securing a road link between north-western Chidlow and Mount Helena to improve access and egress in a

Nil



bushfire prone area. Participate in identifying required road network improvements, and in delineating and securing necessary road reserves for the proposed North Parkerville and North Stoneville town site developments, upon any lifting of the Urban Deferment over those sites in the Metropolitan Region Scheme.

Review Precinct Plans

In addition to the Mundaring Town Centre Precinct Plan, review of the Darlington Precinct Plan.

Guide development and land use and enable the community to have a say. Years 1-3

Municipal Heritage

Maintain and update municipal heritage register. Review policy every 5 years. Last review carried out 2019/20 onwards.

Full review in future years

Community Safety Services


Respond to Community Customer Action Requests on statutory-related nuisance issues: companion animals (dogs and cats), straying animals, off-road vehicles, litter, parking control.

Complaints are responded to in accordance with the Customer Services Charter and actioned relative to current workload and risk to public safety.

Nil

Manage dog and cat registrations

Dog re-registrations process (4000) in October of each year. New/altered registrations approximately 30 per month. Cat re-registrations process (1136) in October of each year. New/altered registrations approximately 40 per month.

• In person – effected immediately • Post/email – within five working days

Nil


Environmental Health


Food Safety Food premises establishment and renewal Food sampling Food premises inspection

Consistent application of the Food Act is applied to businesses. The Shire minimises the risk of food-borne illness within the community. Food premises inspected minimum of every three months. Food sampling undertaken monthly.

Nil

Assessment, approval and inspection of Effluent Disposal Systems (Septic tanks, ATU’s)

Approval or issue notification within five working days. (120 effluent disposal systems each year).

Nil

Issue health permits/approvals

Stallholders/ Traders

Issue of health permits within five working days. Provides the community a regulated approval process for stallholders/traders.

Nil

Inspections Public Buildings Hairdressers & Skin Penetration Establishments Caravan Parks & Camping Grounds Lodging Houses Offensive Trades

Assurance of adequate standards of public health and safety by undertaking annual inspections. (900 inspections per year)

Nil

Environmental Water Sampling

Water sampling is conducted in Jane Brook (Winter) & Lake Leschenaultia (Summer) to ensure public safety and acceptable water quality standards.

Nil

Inspections of public swimming pools in accordance with the Health Aquatic Facilities Regulations 2007

Public swimming pool inspection water testing every month (when operational) to ensure the safety of recreational waters.

Nil

Respond and investigate complaints regarding environmental noise, contaminated sites, health nuisance

450 requests for action are responded to in accordance with the Customer Services Charter and actioned relative to current workload, risk to public safety and magnitude of effect on amenity.

Nil



Public Health Act 2014 The new Public Health Act 2014 to be proclaimed in 2016 introduces a requirement for local governments to develop a Public Health Plan as part of the plan/s for the future required under the LG Act 1995

A new future planning requirement and broadened public health focus

Fire Mitigation and Management


Emergency Management

Provide a co-ordinated and practised approach to emergency management by: reviewing arrangements every five years holding four Local Emergency Management Committee meetings pa conducting two bushfire volunteer events – FCO dinner (50 attendees), bushfire volunteers BBQ (350-400 attendees) conducting one emergency exercise to test elements of the Local Emeregncy Management Arrangements pa participating in three District Emergency Management Committee meetings pa. Develop, maintain and exercise the Local Emergency Management Agencies (LEMA) arrangements. Contribute to significant incident management via Incident Management Team/ Incident Support Group liaison.

Nil

Undertake Bush Fire Safety and Firebreak Management Program

Annual firebreak inspection program for whole shire carried out annually with pre-inspections in high risk areas starting in October and continuing through to January. Promote bush fire safety understanding for community (newspapers, internet, two community events.) Respond to firebreak complaints.

Nil

Fire Hazard Inspection program

Private properties inspected according to bushfire risk and owners engaged in programs of bush fire fuel load management.

Nil



Bush Fire Risk Management Planning

Prepare a tenure blind Bush Fire Risk Management Plan for the entire district of the Shire in accordance with the requirements of Westplan Bushfire.

Nil

Administer Emergency Services Levy grant application expenditure and acquittal for equipping, and administer and support Volunteer Bushfire Brigades

The community receives adequately skilled, equipped and competent Volunteer Bushfire Brigades.

Nil

Environmental Management


Investigate and enforce compliance to unlawful activities that are detrimental to the environment

Reported environmental damage is initially investigated and a response provided to the complainant within 14 days.

Nil

Environmental assessment of Development Applications, subdivisions and structure plans

Environmental assessments for development applications, subdivisions and structure plans will be completed within 45 days to meet the 60 Day requirement under the Town Planning Scheme.

Nil

Environmental Asset Inspections

Environmental Asset Inspections are conducted within 7 working days at the request of the applicant to educate the property owner about protection of local natural area whilst undertaking a planning application.

Nil

Sustainability and Environmental Education is provided to schools and residents

10 free environmental education workshops per annum. Limited amount of school visit requests are actioned. Limited Private Land Conservation site visits conducted on a reactive basis. Production of a minimum of one environmental educational material eg brochure, booklets, poster.

Nil

Provision of sustainability

A State of the Environment report is produced every five years as a snapshot of

Nil



initiatives, corporate reporting of sustainability measures, including the State of the Environment report

the Shire’s Corporate Sustainability responsibility. Sustainability Programs are overseen by the Co-ordinator Environment and Sustainability.

Provide environmental advice on natural area management. Environmental issues to the community, organisations and businesses.

General environmental advice is available upon request via telephone, Shire website and through meetings with the community. Bushcare Co-ordinator responds to requests for assistance by Friends Groups within three days. The requests are prioritised. Limited assistance to Friends Groups requests for physical on-ground works and works on other Shire-managed lands. Natural Resource Management Officer (NRMO) will initially respond to private land conservation enquiries within three days. The NRMO will provide support to catchment groups as per the Project Plan agreement with the EMRC and the Shire of Mundaring. Environmental Officer will ascertain the urgency pertaining to illegal clearing issues and respond accordingly. Advice on environmental requirements for property development will be responded to within three days.

Nil

Strategic Planning to protect and enhance biodiversity and environmental assets such as watercourses and wildlife corridors in the shire

The environment is conserved and protected from inappropriate development in the Shire.

Co-ordinate prioritisation of environmental projects with the EAC utilising the $25K per annum funding effectively.

The provision of environmental volunteer co-ordination with Friends and Catchment Groups in the shire

Environmental volunteers receive administration support, technical advice, educational materials, limited on-ground resources, and acknowledgement and networking events. A future review will be undertaken to local priority management of catchments through the implementation of the draft

Nil



Eastern Catchment Management Plan when endorsed.

Bushland Protection of those reserves other than friends group related for restoration and maintenance as well as watercourse works, rehabilitation and revegetation of local natural areas

Weed control and rehabilitation works are undertaken on reserves which have a Friends Group. Review Wildlife corridor strategy to protect local natural areas and wildlife in the Shire.

Develop a local natural reserves management program with Infrastructure Services.

Tree Canopy and Understorey Program (average of 52,000 native tree seedlings for approximately 1300 applicants pa)

Shire residents and property owners can apply for up to 42 free local native seedlings depending upon their property size.

Nil

Control weeds in the Shire of Mundaring, including on-ground and strategic funding projects

Limited biodiversity in the Shire is protected ie wildflowers and native animal habitat for community enjoyment. Weed control Strategy is developed. Roadside Conservation Strategy is drafted, endorsed and implemented.

Nil


Appendix C- Four year Corporate Business Plan priorities Strategy Resource Description

Governance Organisational effectiveness indicators (Year 1)

$25,000 To define meaningful, informing measures for the organisation (at each service level) to assist in measuring of organisational performance (effectiveness and efficiency).

Review customer service charter/standard/ model (Year 4)

$60,000 To undertake a review of customer service delivery model. Includes front counter reception, incoming telephone calls and all Shire facilities that provide customer service (eg libraries, visitor centre).

Undertake a review of Customer Service Charter. Development of a Customer Service Charter.

Community UCI Gran Fondo World Series cycling – support /promotion (Year 1)

$10,000 To support the SOM community to capitalise on the 2016 event. To create street promotion/carnival type atmosphere in Mundaring where the riders race through.

Recreation Plan (including skate park and active oval lighting strategies) (Year 3)

$40,000 To ensure the Shire’s Recreation and Leisure Services’ facilities, programs, services and events meet the current and future needs of the community to maximise their physical, social and mental wellbeing. To provide a prioritised capital development plan for the built assets for inclusion in LTFP.

Combined Tourism Informing Strategy and Strategic Events Strategy (Year 4)

$45,000 To review the 2012 Tourism Informing Strategy including consultation with tourism operators.

To develop a Strategic Events Strategy in order to maximise the potential of the Shire’s involvement in events. (eg via provision, attraction, support). It is proposed to undertake the development of both reviews at the same time as there will be overlap in sectors consulted and also in terms of objectives (eg destination development).

Natural Environment Reserves Assessment Strategy (Year 1 & 2)

$30,000 Re-assessment and ranking of the Shire’s priority Reserves for weed infestation and environmental significance. Previously conducted in 1996 and 2007. To ensure the highest biodiversity reserves are protected in order of importance.

Prioritised by Environmental Advisory Committee as number one priority Roadside Conservation Strategy $15,000 Protecting, enhancing and retaining local remnant vegetation on the Shire’s road reserves

to provide linking corridors for fauna between nearby significant bushland.


http://intranet/committees/IntegratedPlanningFramework/Shared%20Documents/Directorate%20Plan/Directorate%20Plans%202015-16%20-%20To%20be%20revised/New%20initiative%20form/Recreation%20Plan%20-%20New%20Initiative.docx

(Year 2) Prioritised by EAC as number two priority.

Weed Strategy review (Year 2 & 3)

$30,000 Revision and updating of the Shire’s Weed Control Strategy initially completed in 2001, outlining the Shire’s priority weeds of significance and strategic eradication plans. Prioritised by EAC as number three priority.

Wildlife Corridor Strategy review (Year 4)

$25,000 Updating of the Shire’s 2000 Wildlife Corridor Strategy, this seeks to establish a network or corridors to assist in the conservation of native flora and fauna, in addition to creating and maintaining wildlife habitat zones. Prioritised by EAC as number five priority.

Built Environment Mundaring Town Centre Revitalisation Project (Year 1)

$110,000 The Structure Plan must fulfil all the relevant requirements specified within the State Planning Policy SPP 4.2 – Activity Centre Policy and also be in a format that can be adopted as a Precinct Plan for the purposes of the Shire’s LPS 4. Project commenced in 2015/16.

Local Commercial Strategy Review (Year 1)

$50,000 Support increased reliance on existing local centres throughout the Shire for daily shopping and other services. Reduce transport demand and increase local employment self-sufficiency. Determine the appropriate size of Local Centre zones as part of the Local Commercial Strategy review, taking into account potential population growth in those areas.

Investigate potential for Light Industrial (Year 2 & 3)

$40,000 Due to shortage in light Industrial lots within the Hills (Stone House service station and surrounds), initial investigation to the suitability of this site for rezoning.

Limited Rural Strategy for Bailup and Wooroloo (Year 3)

$40,000 Required strategy under LPS4 to carry out a study of the use of the rural land holdings and the protection of high quality agriculture land.

Darlington Precinct Plan (Year 4) $60,000 Precinct planning document for the additional or special requirements of the central areas of Darlington additional to the requirements contained within LPS.

Watercourse Hierarchy Strategy (Year 4)

$50,000 A Watercourse Hierarchy Strategy is required to accurately delineate watercourses throughout the Shire as far as possible, assign each watercourse a particular level in a hierarchy, and identify required setbacks to watercourses in each level of the hierarchy.

Mundaring Recreation Centre increased operating costs (Year 2- 4)

$50,000 Yr 2 $100,000pa Yr 3 onwards

The level of the deficit listed in the budget is to cover operational costs such including cleaning, maintenance, utilities, depreciation and a small staffing cost minus the income received from court and room hire.


Appendix D- Description of Key Items not listed for funding in current CBP The items listed below are not included in this CBP thus no funding or resources are allocated. Costs/resources are estimated against each item

Strategy Resource Description Organisational functions and services review

$400,000 spread over two years including officer time

The objective of the review is to: • align services with community needs • determine cost savings and income

generation • determine cost, benefit and clear

understanding of services and service levels

• expand or improve strategic and operational capacity in line with SCP

• determine a structure capable of delivering the shire's strategic objectives

• expand or improve strategic and operational capability

• allow for leadership development of senior executives and management

• establish career path options for employees

Trails link investigation for Railway Reserves Heritage Trail

$5000 plus officer time

To investigate creation of a new trail that links the North and South Railway Reserves Heritage Trails through Glen Forrest to provide shorter loop options for walkers and/or off-road cyclists.

Electric car charging point

Level of Service to be determined. Provision of charging point (~ $50,000- $95,000)

Provision of charging point as tourism attractor. Level of service not determined. Could involve facilitation of external service provider to provide. Could involve provision of charging point and marketing of service.

Mowing verges in town centres

$150 / hour Level of service not determined

Increased level of weed control on road reserves (Road Reserve Weed management program)

Up to $150,000 per annum

Provision of a 2 person crew to undertake vegetation and weed control works primarily on road verges and then on parks, reserves, open spaces and transfer stations. Includes operating costs. Prioritised by EAC as no. 4 priority

State of Environment Report

$20,000 plus officer time

Provides a snapshot of the current state of the Shire’s environment and the effectiveness of its environmental projects. Previously completed in


Strategy Resource Description 2008. Provides baseline environmental data for the region to: • increase knowledge types/ extent of

environmental threats to SOM; • measure effectiveness of Shire initiated

programs and strategies; • track change over time from an

environmental viewpoint; • measure the impacts of threatening

processes of concern to the local community through the EAC input;

• provide an early warning system by detecting important changes in key environmental factors.

Dams Policy review


Updating of the Shire’s 2000 Guidelines for the Construction of Dams document, aimed at minimising the impacts of the dams on watercourses and the broader environment.

Fauna Awareness Strategy


To improve environmental outcomes specifically for fauna and supporting habitat within the Shire’s boundaries, through projects such as the Greenspot Program and the Wildlife Helpline publication.

Dieback Policy review


Reviewing the current Dieback Guidelines and establishing current best practice to reduce the risk of introducing or spreading this disease to bushland or other areas.

Carbon Reduction Strategy.


Linking to the Regional Climate Change and Adaption Action Plans and Local Climate Change Adaption Action Plans, this Strategy aims to examine the Shire’s baseline carbon footprint and provide guidelines to follow to a lower carbon future.

Water Sensitivity Urban Design Local Planning Policy


Updating the Shire’s 2008 Erosion and Sediment Control Guidelines and establishing a Policy to minimize environmental degradation as well as improving the aesthetic and appeal of the Shire’s waterways and drainage catchments.

Paying volunteers rubbish collection

Level of service to be determined

Councillor request


Strategy Resource Description Development of Reconciliation Plan (RAP)


Outcomes include the development, implementation and review of a RAP which will inform Council in a strategic manner of existing gaps and assets in the cultural environment relative to indigenous community members. The RAP will inform future undertakings in this area and will align them with existing services, agencies and key stakeholders in the community.

Increased financial support for community event grants

$2000 per annum (16/17, 17/18)

Darlington Arts Festival requested an increase of funding. At the 14 June 2016 Council meeting, Council resolved to provide a 2 year $10,000 per annum funding agreement for the festival plus the waiver of facility hire costs.

Range of strategy initiatives from the Tourism Strategy

Level of service to be determined

Including: • development of tourism website for Lake

Leschenaultia • identify suitable sites for a tourist caravan

park • undertake tourism research within the Shire • undertake brand development review

/destination marketing for Perth Hills, Mundaring Visitor Centre and Mundaring

• undertake a needs analysis for roadside bays • feasibility study accommodation/ tour

booking system for Mundaring Visitor Centre. Increased service levels access improvements (buildings)

$150,000 per annum reduction

In the 2015/16 Corporate Business Plan it was planned to increase the accessibility access to buildings program allocation by $150,000 per annum to improve the speed of improvements noting this program was particularly beneficial for those people with mobility limitations.

Increased service levels footpath improvement program

$50,000 yr. 1 reduction $100,000 yr. 2 reduction $150,000 per annum yrs. 3 & 4 reduction

The 2015/16 Corporate Business Plan planned increases to the footpath program allocation by $50,000 each year, up to $150,000, to improve speed of footpath installations. This program was beneficial for many reasons, particularly for those people with mobility issues.

Workforce Planning-Succession planning strategy


Succession planning is a workforce planning strategy designed to foster and promote the continual development of employees to ensure continuity for leadership and other key positions. It helps organisations retain talented and high potential employees and thereby retain


Strategy Resource Description technical, organisational and tacit knowledge. Having a strong talent pipeline enables an organisation to maintain stability in leadership roles at all levels and to prepare for future business challenges.

Workforce Planning- knowledge management strategy


Knowledge Management is a process of capturing, developing and sharing organisational knowledge, ie the knowhow, expertise and market experience. Knowledge sharing techniques will benefit the organisation by retaining and increasing employee knowledge and skills plus minimise the risk of when people leave, their knowledge is taken with them.


Appendix E Summary of Capital Projects

Item Yr 1

16/17 Yr 2

17/18 Yr 3

18/19 Yr 4

19/20 Yr 5

20/21 Yr 6

21/22 Yr 7

22/23 Yr 8

23/24 Yr 9

24/25 Yr 10

25/26 Harry Riseborough Oval – additional change room facility

Construct Boya Community Hub including replacement library, community meeting space and hall at Boya Oval (Costs offset by income from external grants/property management)

Mundaring Indoor Recreation Facility four-court Stadium

Darlington Hall access upgrades

Glen Forrest Oval - replace toilet block

Sawyers Valley Oval - replace toilet block

Broz Park – New toilet block

Midvale Hub upgrade (fully funded reserves and grants)

Mundaring Tennis Club improved lighting

Mundaring Oval upgraded oval lighting

Replace Bilgoman Aquatic Centre grandstand

Bilgoman Aquatic Centre - new water play area (seek grant)

Develop Mundaring Civic Centre including replacement library


Appendix F– Four Year Capital Works Program Bridges 16/17 17/18 18/19 19/20

BAILUP RD BRIDGE (T) #4527 Pile repairs Abutment 1 (piles 1&2) Abutment 2 (piles 1&9) 32.500 0 0 0 PIONEER PARK Replace footbridge 17.500 0 0 0

GLEN RD BRIDGE (T) #4524 Erosion Protection in 14/15 and Upgrade guardrails to MRWA standards 0 52,0000 0 0

SEXTON ST Pedestrian footbridge Keane St to RRHT 0 0 52,000 52,000 Total 50,000 52,000 52,000 52,000

Drainage 16/17 17/18 18/19 19/20 FLOOD MITIGATION WORKS Improve drainage systems that failed during storms 400,000 580,0000 600,000 600,000 CLUB SIERRA ROW Pipe open drain 112,000 0 0 0 3 Chidlow Street, Mt Helena Pipe Open Drain. Install 75m Dia 450 pipe incl. manholes 38,000 0 0 0 Total 550,000 580,000 600,000 600,000

Road Rehabilitation 16/17 17/18 18/19 19/20 ROAD RESURFACING Road renewal including preparation works 520,967 740,000 775,302 779,819 ROLAND RD (16/17 MRRG) Resurfacing works Kintore Rd to McDowell Loop 229,289 0 0 0 COULSTON ROAD (16/17 MRRG) Resurfacing works 211,152 0 0 0 OXLEY ROAD (16/17 MRRG) Resurface road 156,657 0 0 0 CRACK SEALING AND ROAD REPAIRS

Preventative Maintenance 56,000 58,000 60,282 62,090

SHOULDER IMPROVEMENTS Preventative Maintenance 56,000 58,000 60,516 81,091 Total 1,230,065 856,000 896,100 923,000


Furniture and Computers 16/17 17/18 18/19 19/20

BILGOMAN POOL Replace Pool Cleaner 0 0 15,000 0

BILGOMAN POOL Replace real mower 0 0 10,000 0

BILGOMAN POOL Replace first aid equipment 0 0 0 20,000

BILGOMAN POOL Replace water quality photometer 0 0 0 10,000

MT HELENA AQUATIC CENTRE MT HELENA AQUATIC CENTRE 15,000 0 0 0

TRAFFIC COUNTERS Replace old traffic counters with four new counters 14,000 0 0 0

ART ACQUISITIONS new art 12,000 14,000 16,0000 18,000

LIBRARIES Furniture and fittings 9,000 9,000 9,000 9,000

CRICKET WICKET COVER PALLETS

New pallets to store covers 8,9000 0 0 0

CRICKET WICKET RACKING Racking to store cricket wicket covers 0 15,000 0 0

Total 58,900 38,000 50,000 57,000

Seal Gravel Road 16/17 17/18 18/19 19/20 FIRE ACCESS IMPROVEMENT ROADS

Seal gravel fire access improvement roads 226,000 0 0 0

CLEAVER STREET Seal gravel road 0 232,000 0 0

TOMLINSON STREET Seal gravel road 0 0 129,000 0

BALLOT ROAD Seal gravel road 0 0 110,000 0

JASON STREET Seal gravel road 0 0 0 248,000

Total 2265000 232,000 239,000 248,000


Major Buildings 16/17 17/18 18/19 19/20 MUNDARING RECREATION CENTRE

Build new four court indoor stadium 9,250,000 0 0 0

BOYA HUB FACILITIES New library and hall space, inc oval works 4,700,000 0 0 0 HARRY RISEBOROUGH OVAL Additional Change room Space (external contributions of

$110,000) 340,000 0 0 0

LAKE LESCHENAULTIA Caretaker facility (pending masterplan review, keep funds in CFR)

160,000 0 0 0

DARLINGTON PAVILION Earthworks and sewer improvements 150,0000 0 0 0

SAYERS VALLEY OVAL Replace public toilet block 0 170,000 0 0

GLEN FORREST OVAL Replace public toilet block 0 150,000 0 0 Total 14,600,000 320,000 0 0 Street Furniture 16/17 17/18 18/19 19/20 Bus Shelters Install new bus shelters 31,000 32,000 33,000 33,500 Bus Seats Install new bus seats 3,000 3,000 3,000 3,500

Total 34,000 35,000 36,000 37,000 Traffic Management 16/17 17/18 18/19 19/20 LILYDALE ROAD BLACKSPOT Seal shoulders and linemark 246,135 0 0 0 MORRISON ROAD Install pedestrian crossing near Marlbough Road 60,000 0 0 0 FIRE ACCESS WORKS Improve fire access routes 57,955 100,000 100,000 100,000 SCOTT STREET Widen entry to Boya oval off Scott Street 60,000 0 0 0 TIMARU ROAD Improve turn around facility 40,000 0 0 0 BILGOMAN ROAD Roundabout at intersection of Marnie Road (seek funding) 0 0 50,000 0 WORKS TO BE DETERMINED Various traffic enhancements and safety works to be

undertaken 0 0 0 50,000


Road Reconstruction 16/17 17/18 18/19 19/20

BAILUP RD Reconstruct from Wade St to Bridge 1630m staged. 1,100,000 0 0 0 MARLBORO ROAD Reconstruct Buckingham to Gladstone (430m * 7.4m) 487,550 0 0 0

PINE TCE Reconstruct and brown asphalt East end of Oval to View Tce - staged 270,000 0 0 0

BEACON RD maintenance grade with one-coat seal 172,000 0 0 0 DARLINGTON OVAL CARPARK Upgrade gravel carpark 150,000 0 0 0

PRETTY LANE Improve intersections and resurface 105,000 0 0 0 BROOKING RD New road Owen Rd to Richardson Rd (seeking MRRG funds) 0 1,315,000 0 0 GLEN ROAD Reconstruct Darlington Rd to Leithdale Rd 0 492,858 0 0 MJM RESERVE Seal gravel car park 0 100,000 0 0

Total 2,284,550 1,907,858 1,110,858 1,129,858

ENTRY STATEMENTS Upgrade entry statement in Midvale 0 0 25,0000

SNOWDEN ROAD Construct asphalt cul-de-sac 0 0 25,0000 MARNIE ROAD Rationalise and improve car parking adjacent Glen Forrest

oval 0 0 0 100,000

Total 364,090 400,000 200,000 200,000

Footpaths 16/17 17/18 18/19 19/20 GREAT EASTERN HWY Replace broken concrete path between Scott St / Darlington Rd 190,000 0 0 0 HARDEY RD Concrete footpath (West side) #4 to Railway Pde 550m*1.5m 95,000 0 0 0 ALISON ST Concrete footpath William Rd to Parakeet Cl 190m*1.5m 76,000 0 0 0 VIVEASH RD Concrete shared path Tunnel Rd to National Park Rd

300m*2.0m 51,000 0 0 0


GREAT EASTERN HIGHWAY

Replace broken concrete shared path north side Stoneville Rd to Chipper St 200m*2.0m 45,000 0 0 0

FREDERICK ST Concrete Path Extend to Katharine St via PAW 110m * 1.5m 36,000 0 0 0 SCOTT ST Concrete path Clayton St to new Hub entry steps 20,000 0 0 0 KILBURN ROAD Concrete shared path Roland Rd to Granite Rd 1020m*2.2m

south side (staged) 0 177,000 0 0

THOMAS RD GLEN FORREST

Gravel coloured concrete shared path Hardey Rd to Bailey Rd 1200m*2.0m (staged) 0 105,000 0 0

AYRES RD Concrete shared path Richardson Rd to Hawke St 400m*2.0m 0 49,000 0 0 ARUNDLE AVE Concrete shared path Woolowra Rd to PAW (east) 270m*2.0m 0 45,000 0 0 KINGSWOOD ST Concrete shared path Packer St to existing before Chidlow St

220m*2.0m 0 44,000 0 0

GLEN RD Replace bitumen path with brown asphalt 250m*2.0m Brook Rd to Amherst Ave 0 40,000 0 0

WILLCOX ST Gravel coloured concrete path Old Northam Rd to Hensman Rd (unmade) 200m*2.0m 0 34,000 0 0

ARUNDLE AVE Concrete shared path in PAW from Arundle Ave to Highway 0 22,000 0 0 WANDU RD Concrete shared path Swan View Rd to Sunset Hill Rd

560m*2.0m 0 0 124,000 0

CARA RD Concrete shared path Bullarra Rd to Woolowra Rd 430m*2.0m 0 0 108,000 0 SMITH ST Brown asphalt path Sealy Rd to Primary School 420m*2.0m 0 0 107,000 0 SCOTT ST Concrete shared path Gt Eastern Highway to Coongan Ave

300m*2.0m 0 0 73,500 0

JAMES ST Concrete shared path PAW to Tunnel Rd 240m*2.0m 0 0 60,000 0 AMHERST RD Concrete shared path Buckingham Rd to Brown Park

240m*2.0m 0 0 56,000 0

HOMESTEAD RD Concrete shared path Strettle Rd to Gt Eastern Highway 700m*2.0m 0 0 0 145,000

VISTA PDE Concrete Path Kilburn Rd to Dodington Pl 600m*2.1m 0 0 0 100,000


Horticultural Works 16/17 17/18 18/19 19/20

GREAT EASTERN HIGHWAY TOWN APPROACH MEDIANs

Replace trees in median approached to Town between Grancey Rd and Helena Tce 45,000 0 0 0

MUNDARING ADMINSTRATION CENTRE Staged replanting around building 30,000 0 0 0

HERITAGE TRAIL Weed control works between Balfour Rd and Swan View Station 11,000 10,000 0 10,000

ROUNDABOUTS Upgrade garden areas 5,000 0 21,000 0 BILGOMAN POOL Upgrade landscaping 5,000 0 0 0 CHIDLOW VILLAGE GREEN Upgrade turf and reticulation 5,000 0 0 0 MORRISON ROAD Upgrade gardens areas 0 26,000 0 0 BLACKBOY HILL paving/rock work/stones/trees 0 25,000 0 0 MUNDARING CEMETERY Garden upgrades 0 23,000 0 0 ELSIE AUSTIN OVAL SURROUNDS Upgrade 0 19,000 0 0 STONEVILLE COMMUNITY CENTRE Upgrade gardens 0 5,000 0 0 TO BE DETERMINED Other works yet to be defined. 0 0 69,000 19,000 GLEN FORREST HALL Install landscaping 0 0 20,000 0 SAWYERS VALLEY TOWNSITE Upgrade gardens and trees 0 0 0 40,000 MUNDARING TOWN CENTRE Install trees in Mundaring Town Centre on Great 0 0 0 38,000

TILLBROOK ST Brown asphalt path Burkinshaw Rd to Sealy Rd 500m*2.0m (staged) 0 0 0 84,000

CLAYTON RD Concrete shared path Leawood Cr to Approach Rd 730m*2.0m 0 0 0 80,000 COOK ST MT HELENA Concrete shared path Chidlow St to Packer St 420m*2.0m 0 0 0 52,000 DIBBLE ST Concrete shared path Ealy St to Princess St 160m*2.0m 0 0 0 30,000 SEALY RD Brown asphalt path Tillbrook St to Smith St 200m*2.0m 0 0 0 30,000 Total 513,000 516,000 528,500 521,000


Eastern Hwy verges, Mundaring Weir Rd, Craig St MAHOGANY CREEK HALL Upgrade gardens around hall 0 0 0 5,000

Total 106,000 108,000 110,000 112,000

Minor Building 16/17 17/18 18/19 19/20

DISABILITY ACCESS WORKS Works to achieve the Disability Access Programme 300,000 150,000 150,000 150,000

DARLINGTON HALL Walkway extension connecting front areas of building 50,000 0 0 0

GREENMOUNT HALL/LIBRARY Demolition of hall/library and level area 31,000 0 0 0

BRUCE DOUGLAS PAVILION Replace 3 southern side windows 16,000 0 0 0

MUNDARING ARTS CENTRE Upgrade front facade 10,000 0 0 0

DARLINGTON TENNIS CLUB Contribution to assist upgrade of toilet so accessible 8,000 0 0 0

MUNDARING CWA SHELTER Freestanding shelter 6,000 0 0 0

BILGOMAN POOL Upgrade staff lockers 5,000 0 0 0

MUNDARING STATION MASTERS HOUSE Install air conditioning unit 4,000 0 0 0

BILGOMAN POOL Modernise and refit change rooms 0 50,000 0 0

GLEN FORREST HALL Upgrade floor 0 50,000 0 0

MUNDARING HALL Install air conditioning 0 36,000 0 0

BROWN PARK Upgrade change rooms 0 30,000 0 0

BROZ PARK New toilet block facility (subject to needs survey) 0 0 227,000 0

Total 430,000 316,000 377,000 388,000


Plant and Fleet 16/17 17/18 18/19 19/20

043 MDG Replace Road Sweeper 306,196 0 0 0 007 MDG Replace Dynapac Vib.Roller 173,426 0 0 0 011 MDG Replace 5T Excavator 96,914 0 0 0 Street Tree Crew New 6T tip truck 95,000 0 0 0 039 MDG Replace Hino 4T Crew Cab Truck 76,511 0 0 0 040 MDG Replace Fuso 4T Truck 68,350 0 0 0 Street Tree Crew New Chipper 60,000 0 0 0 Street Tree Crew new 2T tip truck 55,000 0 0 0 Mowing Crew Replace Toro Rak o Vac 55,000 0 0 0 Street Tree Crew New Squirrel\ Cherry Picker 50,000 0 0 0 816 MDG Replace Toyota Hilux Dual Cab 4wd 43,928 0 0 0 03 MDG Replace Ford Ranger 4WD 37,653 0 0 0 806 MDG Replace Kia Carnival 37,653 0 0 0 807 MDG Replace Ford Ranger Dual Cab 28,417 0 0 0 808 MDG Replace Holden Commodore Wagon 32,640 0 0 0 814 MDG Replace Holden Captiva 32,060 0 0 0 822 MDG Replace Ford Ranger Crew Cab 28,559 0 0 0 823 MDG Replace Holden Colorado Dual Cab 28,559 0 0 0 826 MDG Replace Hyundai ix35 31,482 0 0 0 056 MDG Replace Ford Ranger Works Body 29,285 0 0 0 815 MDG Replace Toyota Aurion Sedan 29,285 0 0 0 059MDG Replace Ford Falcon FG Ute 28,559 0 0 0 065 MDG Replace Ford Ranger Dual Cab Utility 28,559 0 0 0 Parks Crew Replace Wacker P/Roller 16,322 0 0 0 Street Tree Crew New Trailer 10,000


Minor Asset Purchases Replacement of Chainsaws, blowers, compactors, etc. 10,000 10,000 10,000 10,000 Fleet and Plant Future Purchases 0 1,778,726 1,611,463 1,075,704

Total 1,499,361 1,788,726 1,621,463 1,085,704

Reserves 16/17 17/18 18/19 19/20 SAWYERS VALLEY OVAL Drainage works and associated wall work 65,000 0 0 0 LION PARK Upgrade playground and sand pit 55,000 0 0 0 BLACKBOY HILL Additional lighting and power points 37,000 0 0 0 BILGOMAN POOL New shade structures 30,000 0 0 0 GLEN FORREST OVAL Additional flood light 26,000 0 0 0 WASTE TRANSFER STATIONS Staged upgrading of Waste Transfer Stations 20,000 20,000 20,000 20,000 MT HELENA TENNIS CLUB Replace cycle fencing and gates 19,000 0 0 0 CEMETERY WORKS Staged upgrading of cemetery sites 10,000 10,000 10,000 10,000 HERITAGE TRAILS Staged upgrading of Heritage trails 10,000 10,000 10,000 10,000 BLACKBOY HILL Upgrade path and landings 10,000 0 0 0 WICKETS Synthetic turf wicket replacement program 6,000 6,000 6,000 6,000 MUNDARING HARDCOURTS Upgrade sport fixtures 5,000 0 0 1,500 MJM RESERVE Two new jarrah tables 5,000 0 0 0 BLACKBOY HILL Drink fountain 4,000 0 0 0 ROTHSCHILD RESERVE Fence artesian bore 4,000 0 0 0 SAWYERS VALLEY OVAL BBQ, park furniture, bins, fence to pub side 0 53,000 0 0 PIONEER PARK Install flying fox 0 40,000 0 0 BROZ PARK Additional play equipment 0 39,400 0 0

SAWYERS VALLEY OVAL Upgrade reticulation 0 39,250 0 0

MT HELENA TENNIS CLUB resurface courts 3 & 4 0 30,000 0 0


SAWYERS VALLEY OVAL Replace play equipment 0 30,000 0 0 BILGOMAN POOL Artificial turf 0 21,000 0 0 SALISBURY PARK Replace water storage tank roof 0 10,750 0 0 CHIDLOW GREEN War memorial contribution 0 10,000 0 0 COLLIER PARK Replace water storage tank roof 0 8,800 0 0 MT HELENA OVAL Replace water storage tank roof 0 8,800 0 0 BROWN PARK Replace concrete water tanks 0 0 90,000 0 MJM RESERVE Construct a skate park (seek external grant) 0 0 80,000 0 PARKERVILLE OVAL Upgrade playground 0 0 36,000 0 NOBLEWOOD ESTATE play equipment upgrade 0 0 25,000 0 TENNIS COURT UPGRADES Surface replacement / infrastructure upgrade program 0 0 16,000 30,000 NOBLEWOOD ESTATE Upgrade reticulation and portion of carpark 0 0 15,000 0 DARLINGTON OVAL Install wooden seats on northern side of oval 0 0 10,000 0 MT HELENA AQUATIC CENTRE Pool painting 0 0 5,000 0 MT HELENA BASKETBALL (GRAHAME ST) Install a basketball assembly 0 0 3,000 0

HARRY RISEBOROUGH OVAL Upgrade Mundaring tennis court lighting 0 0 0 250,000 DARLINGTON OVAL Replace perimeter bollards 0 0 0 8,500 Total 306,000 337,000 326,000 336,000


Building Preventative Maintenance 16/17 17/18 18/19 19/20

Harry Riseborough Oval Pavilion Replace verandah (west side) 60,000 0 0 0 Parkerville Hall Replace timber floor 40,000 0 0 0 Bilgoman Pool Replace leach drain and replace synthetics turf 29,000 0 0 0 Parkerville Hall Replace septic system 25,000 0 0 0 Darlington Kindergarten Replace septic systems 20,000 0 0 0 Harry Riseborough Oval Pavilion Replace verandah timber and post (east side) 20,000 0 0 0 Mundaring Hall Replace windows 15,000 0 0 0 Harry Riseborough Oval Pavilion External paint 10,500 0 0 0 Mundaring CWA Public Toilets Replace septic 10,000 0 0 0 Boya/Helena Valley Change rooms Internal and external paint 9,900 0 0 0 Chidlow Recreation Pavilion External paint 9,100 0 0 0 Mundaring Old School (Tourism Association) External paint 9,100 0 0 0

Darlington Hall Door frames 8,000 0 0 0 Darlington Kindergarten Replace 26m boundary fence 8,000 0 0 0 Mundaring Station Masters House Minor refurbishment 8,000 0 0 0 Mt Helena Aquatic Centre Recover shelters 6,300 0 0 0 Chidlow Recreation Pavilion Replace HWU's 4,900 0 0 0 Mundaring Hardcourt Buildings Replace vinyl floor 4,900 0 0 0 Mt Helena Recreation Centre Floor seal 4,300 4,300 4,300 4,300 Parkerville Guides (Old School) Carpentry repairs 3,700 0 0 3,700 Glen Forrest Oval Change rooms Replace HWU's 3,600 0 0 0 Mt Helena Oval Change rooms Replace HWU's 3,600 0 0 0 Mundaring Hardcourt Buildings Septic pumps 3,600 0 0 0 Glen Forrest Oval Public Toilets Refurbish septics 3,000 0 0 0 Mundaring Hardcourt Buildings Replace hot water unit 2,600 0 0 0 Mundaring Recreation Ground Pavilion Pump septics 2,500 0 0 0 Mundaring Weir Hall Brickwork repairs 2,500 0 0 0 Mundaring Old School (Tourism Association) Replace HWU 2,000 0 0 0

Chidlow Green Public Toilets Pump Septics 1,800 0 0 0


Building Preventative Maintenance 16/17 17/18 18/19 19/20 Chidlow Recreation Pavilion Pump septics 1,800 0 0 0 Darlington Playgroup Replace HWU 1,800 0 0 0 Glen Forrest Station Masters House Pump septics 1,800 0 0 0 Mt Helena Public Toilets pump septics 1,800 0 0 0 Mundaring Health Clinic Replace HWU 1,800 0 0 0 MJ Morgan Park Public Toilets Replace cisterns 1,700 0 Wooroloo Public Toilets Replace cisterns 1,200 0 0 0 Administration Building Aircon upgrade 0 121,500 0 0 Glen Forrest Hall Replace Septic System 0 25,000 0 0 Brown Park Community Centre Replace carpets 0 24,600 0 0 Lake Leschenaultia Replace Roof 0 24,300 0 0 Bruce Douglas Pavilion Replace carpet 0 14,700 0 0 Mt Helena Hills Support Group External paint 0 13,900 0 0 Mundaring Hall Repoint brickwork 0 12,200 0 0 Darlington Hall External paint 0 11,700 0 0 Brown Park Youth Centre Internal paint 0 10,700 0 0 Brown Park Youth Centre External paint 0 8,600 0 0 Mundaring Station Masters House External paint 0 8,000 0 0 Darlington Oval Change rooms External paint 0 7,600 0 0 Mundaring Station Masters House Internal paint 0 7,600 0 0 Mundaring Station Masters House Verandah repair 0 6,200 0 0 Parkerville Hall External paint 0 5,700 0 0 Bruce Douglas Pavilion External paint 0 5,200 0 0 Glen Forrest Hall Internal paint 0 5,200 0 0 Mundaring Hardcourt Buildings Paint kiosk internal 0 5,200 0 0 Stoneville Hall External paint 0 5,200 0 0 Mahogany Creek Public Toilets Int & ext paint 0 5,100 0 0 Bilgoman Pool External paint 0 5,000 0 10,000 Bilgoman Pool Recover shades 0 5,000 0 0 Bilgoman Pool Vinyl floor replacement 0 5,000 0 0


Building Preventative Maintenance 16/17 17/18 18/19 19/20 Hub of the Hills External paint 0 4,400 0 0 Little Possums Creche External paint 0 3,300 0 0 Brown Park Community Centre Replace HWUnit 0 3,100 0 0 Harry Riseborough Oval Pavilion Replace HWU 0 2,600 0 1,800 Mundaring Park Public Toilets New cisterns etc 0 2,200 0 0 Swan View Health Clinic Upgrade toilet 0 2,200 0 0 Parkerville Oval Pavilion Replace HWU 0 1,900 0 0 Mt Helena Playgroup Replace HWU 0 1,800 0 0 Chidlow Green Public Toilets Replace cisterns 0 1,200 0 0 Bilgoman Pool Paving/slabs 0 1,000 0 0 Mundaring Hall Replace roof 0 0 80,000 0 Wooroloo Hall Replace roof 0 0 80,000 0 Wooroloo Hall Replace Hall floor 0 0 36,400 0 Administration Building Repl elec doors 0 0 34,600 0 Wooroloo Hall Replace septics 0 0 25,000 0 Brown Park Rugby Club Replace roof 0 0 24,600 0 Bilgoman Pool Internal paint 0 0 15,000 0 Brown Park Community Centre Internal paint 0 0 12,100 0 Mundaring Hall Internal paint 0 0 12,000 0 Parkerville Hall Internal paint 0 0 10,700 0 Mundaring CWA Replace roof 0 0 9,200 0 Mt Helena Aquatic Centre Internal and external paint 0 0 7,000 0 Bruce Douglas Pavilion Internal paint 0 0 6,500 0 Lake Leschenaultia Internal paint 0 0 6,500 0 Glen Forrest Playgroup Floor coverings 0 0 4,600 0 Sawyers Valley Oval Change rooms Internal paint 0 0 4,200 0 MJ Morgan Park Public Toilets External paint 0 0 4,000 0 Boya/Helena Valley Change rooms Replace HWU 0 0 3,600 0 Mundaring Weir Hall Ext timber repairs 0 0 3,500 0 MJ Morgan Park Public Toilets Internal paint 0 0 2,100 0 Mundaring Station Masters House Pump septics 0 0 1,800 0


Building Preventative Maintenance 16/17 17/18 18/19 19/20 Administration Building Repl carpets 0 0 0 60,800 Administration Building Internal paint 0 0 0 25,300 Hub of the Hills Replace gas stoves 0 0 0 25,000 Darlington Hall Repl toilets roof 0 0 0 20,200 Operations Centre Internal and external paint 0 0 0 18,900 Glen Forrest Station Masters House Int & ext paint 0 0 0 15,600 Administration Building External paint 0 0 0 12,600 Mundaring Recreation Ground Pavilion Internal paint 0 0 0 12,600 Mt Helena Hills Support Group Timber repairs 0 0 0 12,200 Mundaring Recreation Ground Pavilion Replace 1/2 roof 0 0 0 12,200 Parkerville Guides (Old School) External paint 0 0 0 10,900 Parkerville Guides (Old School) Internal paint 0 0 0 10,700 Mundaring Sharing (Craigie House) Floor coverings 0 0 0 9,700 Mundaring Sharing(Craigie House) External paint 0 0 0 8,500 Mundaring Old School (Tourism Association) Internal paint 0 0 0 8,200

Chidlow Recreation Pavilion Internal paint 0 0 0 7,800 Parkerville Oval Change rooms/Shelter External paint 0 0 0 7,600 Darlington Playgroup Internal paint 0 0 0 6,500 Sawyers Valley Oval Change rooms External paint 0 0 0 6,300 Operations Centre Replace hot water unit 0 0 0 6,200 Bilgoman Pool Repair gutters 0 0 0 6,000 Mundaring Hall Replace carpet 0 0 0 5,800 Mundaring Library Internal paint 0 0 0 5,800 Brown Park Rugby Club Internal paint 0 0 0 5,300 Darlington Oval Change rooms Internal paint 0 0 0 5,300 Lake Leschenaultia External paint 0 0 0 5,250 Octagonal Hall (Glen Forrest) Internal paint 0 0 0 5,200 Stoneville Playgroup External paint 0 0 0 5,200 Glen Forrest Oval Change rooms External paint 0 0 0 4,100


Building Preventative Maintenance 16/17 17/18 18/19 19/20 Mundaring Hardcourt Buildings Paint kiosk external 0 0 0 4,000 Swan View Playgroup (Gladstone Ave) Internal paint 0 0 0 4,000 Parkerville Oval Change rooms/Shelter Replace HWU's 0 0 0 3,600 Sawyers Valley Oval Change rooms Replace HWU's 0 0 0 3,600 Shire Dog Pound Internal paint 0 0 0 2,600 Stoneville Hall Internal paint 0 0 0 2,100 Mundaring CWA Internal paint 0 0 0 1,400

Total 342,800 371,200 387,700 386,850
