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An
nu
al Bu
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et2014/2015
Chief Executive’sOffice
Chief Executive’s Office Budget 2014-2015 - Draft . …
1 . …
Overview 2
Key Actions 2014-2015 3
Workforce 11
Proposed 2015 Estimates 12
Revenue and Expense Allocations 12
CEO’s Office 12
City Projects 13
Human Resources 13
Public Relations 14
Economic Development 14
Proposed Councillor Fees, Allowances and Reimbursements 15
2013-2014 Financial Year in Review 16
. .City of Armadale
.2
Overview
The Chief Executive’s Office reports to the City Strategy Committee and is responsible for -
Chief Executive’s Office
The administration of the Chief Executive’s Office and the members of Council, including care organisational
services, leadership and strategic direction.
City Projects
Oversight of delivery of major strategic projects for the City.
Human Resources
The administration and co-ordination of all corporate Human Resource related matters, including corporate
training, occupational safety and health advisement, and staff recruitment.
Public Relations
The corporate marketing and promotion, including newsletters, media releases, corporate image development
and marketing plans.
Economic Development
To provide a strong linkage between the City and the business community and to manage and promote economic
development and investment attraction projects within the city.
Key Acti
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. .City of Armadale
.4
Key Actions for 2014-2015
The City’s Corporate Business Plan identifies a series of Actions to be taken for each strategy and hereunder are
those Actions relevant to the CEO’s Office to be undertaken during the 2015 year.
These Actions together with the functions and activities ordinarily undertaken by the CEO’s Office on a daily basis
(referred to in the Corporate Business Plan as enabling services) collectively contribute to the Outcomes of the
Strategic Community Plan.
All of the following Actions are funded from either the estimates already included in the adopted Corporate
Business Plan or additional funds identified during the recent Councillor Workshops for consideration and
inclusion.
Outcomes and Strategies
Future
Direction
Economic Growth
Outcome 3.1 A dynamic and diverse local economy
Strategy 3.1.1 Market and promote Armadale and its potential to the business and investment
communities
Actions
Maintain and disseminate, for the information of prospective investors, key economic performance indicators
for the City of Armadale and the wider region.
Establish and maintain a published register of commercial / industrial land for the information of prospective
investors.
Advocate capabilities in the Health Care sector / the hospital. Advocate strategies to attract more health care
professionals to live and work in Armadale.
Strategy 3.1.2 Facilitate targeted economic development opportunities.
Actions
Pursue the significant opportunity to progress industrial development in the City of Armadale given the current
availability of industrial land, the good location of that land and the supportive planning policies for industrial
development in Armadale.
Advocate the promotion of the Forrestdale Business Park (West) area as a high-quality business park; attract
a greater diversity of employment-generating industry.
Chief Executive’s Office Budget 2014-2015 - Draft . …
5 . …
Key Actions for 2014-2015
Outcome 3.2 Strong and profitable local business
Strategy 3.2.1 Facilitate access to skills enhancement and business development opportunities.
Actions
Advocate with stakeholders the establishment of a program for business training, investment support,
promotion and development for local small to medium-sized enterprises (SMEs), micro-businesses and home-
based businesses.
Actively advocate the support of Indigenous enterprise, employment and training opportunities within the City
of Armadale (noting that 3% of the City’s population is Indigenous).
Assist Business Armadale in implementing specific actions as identified in their newly updated business plan
Strategy 3.2.2 Advocate public and private capital opportunities.
Actions
Work with the State Government to secure the location or relocation of selected State Government
Departments to the Armadale Strategic Metropolitan Centre.
Advocate/explore the feasibility / business case for a higher education campus (satellite / branch campus) or
University-accredited courses through the existing Polytechnic campus or a possible expanded VET and
Higher Education training facility in Armadale.
Advocate for the establishment of an integrated Justice Precinct in the Armadale City Centre.
Outcome 3.3 A skilled, mobile and diverse workforce
Strategy 3.3.1 Facilitate and advocate for provision of a full range of education and training
opportunities.
Actions
Work with training providers to facilitate local education and training programs (as established by the
Armadale Regional Workforce Development Working Group) which are responsive to current and emerging
industry requirements and opportunities in Armadale and the wider region.
. .City of Armadale
.6
Key Actions for 2014-2015
Outcome 3.4 Local, national and international recognition
Strategy 3.4.1 Promote and support the Champion Lakes Complex and events.
Actions
Work with the MRA to consolidate Champion Lakes as a nationally significant water sports complex with
further investment in commercial facilities in and around the centre as well as the prospect for a white-water
rafting facility.
Promote Champion Lakes facility and events in City publications, in liaison with VenuesWest.
Strategy 3.4.2 Promote Armadale nationally and internationally in partnership with State and Regional tourism initiatives.
Actions
Explore opportunities for short-stay accommodation in Armadale by investigating the feasibility / business case
for quality short-stay / tourist accommodation.
Strategy 3.4.3 Market and promote the locality of the City of Armadale to residents, stakeholders and the wider West Australian community.
Actions
Design, formalise and co-ordinate City-region branding, promotional materials and a communications plan.
Promote positive perceptions of Armadale will be multi-pronged and include:
- Branding the city centre to city residents,
- Branding Armadale to the wider Perth and national markets,
- Foreign direct investment (FDI) attraction strategies.
Improve perceptions of the City through development of a strong, modern and positive corporate image and
communications.
Market and promote the City through: effective and targeted distribution of engaging publications; use of
targeted advertising across a strategic marketing mix; provision and promotion of readily accessible
information (identified for expansion of marketing strategy to radio and e-media)
Chief Executive’s Office Budget 2014-2015 - Draft . …
7 . …
Key Actions for 2014-2015
Outcome 3.5 A well developed relationship with industry, commerce and government
Strategy 3.5.2 Develop and maintain intergovernmental economic development relationships.
Actions
Establish an Armadale Regional Economic Development Advisory Group, to provide a forum for Armadale City
Council, State and Federal agencies, the Metropolitan Redevelopment Authority, business representatives
and institutions to engage in communication and information exchange on the region’s economic development
matters and to agree on priorities.
Communicate with stakeholders through effective and targeted engaging publications, electronic mediums and
media opportunities.
Outcome 3.6 Infrastructure that supports sustainable economic development
Strategy 3.6.2 Advocate appropriate Information and Communications Technology (ICT)
infrastructure to support industry and business.
Actions
Facilitate rollout of the National Broadband Network (NBN).
Future
Direction
Good Governance and Management
Outcome 4.1 Good governance and leadership
Strategy 4.1.1 Strengthen the governance role of Councillors by informing, resourcing, skilling and
supporting their role
Actions
Provide councillors with meeting agendas and minutes that are on time and to a standard enabling sound
decision making
. .City of Armadale
.8
Key Actions for 2014-2015
Strategy 4.1.3 Provide leadership for the community in sustainability issues and local government
reform matters
Actions
Advocate at State and Federal level for recognition of the region and development of Armadale as a Strategic
Metropolitan Centre (See also 4.1.5)
Advocate at State &Federal level for key projects and programs important to development of the region. (See
also 4.1.5)
Maintain awareness and influence outcomes affecting local Government at both a State & Federal level
through participation in bodies such as WALGA, OMGC and NGAA. (See also 4.1.5)
Strategy 4.1.5 Support strategic alliances, stakeholder forums and advisory groups that assist
Council in policy development and service planning
Actions
Participate and contribute to the goals of the National Growth Areas Alliance
Participate and contribute to the goals of the Outer metropolitan growth councils group
Strategy 4.1.6 Ensure the corporate structure is aligned with the City’s strategic direction
Actions
Review the Strategic Community Plan (SCP), Long Term Financial Plan (LTFP), Corporate Business Plan
(CBP) and Workforce Plan (WP) at least every 4 years in accordance with the Integrated Planning Reporting
Framework. (See also 4.2.1)
Review the City's reporting framework and Corporate Structure at least every 4 years following a review of the
SCP, LTFP, CBP and WP. (See also 4.2.1)
Strategy 4.1.7 Ensure appropriate resources (including office accommodation and equipment) to
support service delivery standards
Actions
Maintain and enhance the City's Workforce Plan ensuring it links to and informs the Corporate Business Plan
and the long term financial plan
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. .City of Armadale
.10
CEO’s Office Workforce
The following Table shows the CEO’s Office current workforce, ie.
Management Area Actual 2014
- CEO’s Office 6.0
- City Projects 1.0
- Human Resources 7.4
- Public Relations 3.0
- Economic Development 1.0
Total 18.4
The CEO’s Office workforce for the 2015 year is proposed to increase by (1) FTE, ie.
- Marketing & Communications Officer (0.5)
- Economic Development Officer (0.5)
These additional resources are :-
- in response to increased activity levels occasioned primarily by the City’s ongoing growth, and
- in accordance with the City’s Workforce Plan Report which was recently resolved by Council at the
Council Meeting held on 26th May 2014 (resolution No. 175/5/14 refers and explains).
Chief Executive’s Office Budget 2014-2015 - Draft . …
11 . …
Proposed 2015 Estimates
The 2015 estimates for each Management Area together with the current 2014 year budget and actuals, are
presented in the following pages.
Matters to note about the following financial figures include:-
The first schedule shows the Total Summary Position, ie. the total municipal funds required to fund the
enabling services and Actions within the CEO’s Office is estimated at $13,967,820.
The subsequent schedules show the breakdown of the $13,967,820 over the various Management Areas, ie.
CEO’s Office & Council Members - $1,944,930
City Projects - $9,716,240
Human Resources - $1,496,450
Public Relations - $600,130
Economic Development - $210,070
The revenue and expense descriptors are explained as follows :-
Employment - covers expenses like salaries, superannuation, compensation insurance, training, uniforms
and fringe benefits tax;
Office – covers expenses like stationary, printing, telephone, insurance, postage and equipment
maintenance;
Professional Services – covers expenses like legal fees and consultancies;
Vehicles – covers the operating, maintenance and depreciation cost of vehicles in that management area;
Other Expenses – covers all other costs not included in the above descriptors that are usually specific to that
management area. For example, in the CEO’s Office, other expenses includes member fees and allowances
and local government reform costs (for which there is a matching grant); in Human Resources it’s mainly
corporate training and development, in Public Relations it’s newsletters, promotions and publications and in
Economic Development it’s business sponsorship.
The capital expense in City Projects of $9.5m relates to the Landmark City Building Project for which there is
a matching loan borrowing.
The remaining revenue and expense descriptors are self-explanatory.
Other matters to note about the financial schedules are:-
The “YTD Actual” figures are the year to date actual revenues and expenses for the period 1st July 2013 to
the date of this Report;
The “2014 Revised Budget” figures represent the budget figures as adopted by Council in the 2014 Annual
Budget, plus or minus the budget amendments made during the year;
The “2015 Proposed Budget” figures represent the estimates as shown in the currently adopted Corporate
Business Plan for the 2015 year plus or minus the variations as workshopped with Councillors over the last
(2) months.
. .City of Armadale
.12
Proposed Allocation of Funds
Revenue and Expense Allocations
Chief Executive's Office 2014 2015
Summary Total C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
4,123,800 15,402,700 19,526,500 9,662,706 13,967,820
Revenue -2,732,100 -7,233,900 -9,966,000 -1,859,647 -508,600
Rate Revenue 0 0 0 0 0
Grants / Contributions 0 -5,000 -5,000 -6,030 -505,000
Capital Funding -2,732,100 -7,225,300 -9,957,400 -1,851,816 0
Fees and Charges 0 -1,000 -1,000 0 -1,000
Revenue Other 0 -2,600 -2,600 -1,800 -2,600
Expense 232,800 5,381,400 5,614,200 3,652,190 5,018,420
Employment 0 2,210,200 2,210,200 1,818,186 2,396,970
Office 0 405,500 405,500 406,868 431,300
Professional Services 162,500 267,500 430,000 146,953 542,500
Vehicles 0 92,000 92,000 68,128 92,000
Facilities 0 800,000 800,000 0 0
Other Expense 70,300 1,606,200 1,676,500 1,212,055 1,555,650
Capital Expense 6,623,100 17,255,200 23,878,300 7,870,163 9,458,000
Land / Buildings 2,581,200 12,745,600 15,326,800 6,778,889 9,458,000
Furniture / Equipment 0 6,000 6,000 382 0
Parks 4,041,900 4,503,600 8,545,500 1,090,892 0
Chief Executive Officer 2014 2015
Chief Executive's Office C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
81,100 1,953,200 2,034,300 1,774,926 1,944,930
Revenue 0 -3,600 -3,600 -1,800 -503,600
Grants / Contributions 0 0 0 0 -500,000
Fees and Charges 0 -1,000 -1,000 0 -1,000
Revenue Other 0 -2,600 -2,600 -1,800 -2,600
Expense 81,100 1,954,800 2,035,900 1,769,107 2,399,630
Employment 0 708,400 708,400 587,560 763,180
Office 0 121,700 121,700 123,571 121,700
Professional Services 63,400 32,500 95,900 38,072 527,500
Vehicles 0 33,600 33,600 24,172 33,600
Other Expense 17,700 1,058,600 1,076,300 995,732 1,002,550
Capital Expense 0 2,000 2,000 0 0
Furniture / Equipment 0 2,000 2,000 0 0
Chief Executive’s Office Budget 2014-2015 - Draft . …
13 . …
Proposed Allocation of Funds
Revenue and Expense Allocations
City Projects 2014 2015
City Projects C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
3,891,000 11,202,600 15,093,600 6,278,105 9,716,240
Revenue -2,732,100 -7,225,300 -9,957,400 -1,851,816 0
Capital Funding -2,732,100 -7,225,300 -9,957,400 -1,851,816 0
Expense 0 1,178,700 1,178,700 260,140 258,240
Employment 0 196,900 196,900 169,040 200,640
Office 0 2,300 2,300 1,893 28,100
Professional Services 0 165,000 165,000 77,887 15,000
Vehicles 0 14,500 14,500 11,321 14,500
Facilities 0 800,000 800,000 0 0
Capital Expense 6,623,100 17,249,200 23,872,300 7,869,781 9,458,000
Land / Buildings 2,581,200 12,745,600 15,326,800 6,778,889 9,458,000
Parks 4,041,900 4,503,600 8,545,500 1,090,892 0
Human Resources 2014 2015
Human Resources C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
0 1,396,800 1,396,800 1,116,800 1,496,450
Revenue 0 -5,000 -5,000 -6,030 -5,000
Grants / Contributions 0 -5,000 -5,000 -6,030 -5,000
Expense 0 1,399,800 1,399,800 1,122,830 1,501,450
Employment 0 912,100 912,100 727,270 1,013,750
Office 0 277,700 277,700 277,608 277,700
Vehicles 0 25,000 25,000 15,133 25,000
Other Expense 0 185,000 185,000 102,819 185,000
Capital Expense 0 2,000 2,000 0 0
Furniture / Equipment 0 2,000 2,000 0 0
. .City of Armadale
.14
Proposed Allocation of Funds
Revenue and Expense Allocations
Public Relations 2014 2015
Public Relations C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
67,000 592,700 659,700 324,822 600,130
Expense 67,000 590,700 657,700 324,440 600,130
Employment 0 264,300 264,300 222,851 288,230
Office 0 2,800 2,800 2,349 57,800
Professional Services 28,000 0 28,000 22,575 0
Vehicles 0 8,500 8,500 8,491 8,500
Other Expense 39,000 315,100 354,100 68,174 245,600
Capital Expense 0 2,000 2,000 382 0
Furniture / Equipment 0 2,000 2,000 382 0
Economic Development 2014 2015
Economic Development C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
84,700 257,400 342,100 168,054 210,070
Expense 84,700 257,400 342,100 168,054 210,070
Employment 0 128,500 128,500 111,465 131,170
Office 0 1,000 1,000 1,446 1,000
Professional Services 71,100 70,000 141,100 8,419 0
Vehicles 0 10,400 10,400 9,012 10,400
Other Expense 13,600 47,500 61,100 37,712 67,500
Chief Executive’s Office Budget 2014-2015 - Draft . …
15 . …
Proposed Councillor Fees, Allowances and Reimbursements
The Proposed Councillor Fees, Allowances and Reimbursements for the 2015 year are as follows-
Details Budget 2014 Proposed 2015
Annual Attendance fees Mayor 45,000 45,000
Councillors
($30,000 / Cr) 390,000 390,000
Annual Local Government Allowance Mayor 85,000 85,000
Deputy Mayor
(25% of Mayor’s
allowance)
21,250 21,250
ICT Allowance
(Information, Communications & Technology)
Councillors
($3500 / Cr) 49,000 49,000
Travelling reimbursement Councillors 10,500 10,500
Communications reimbursement Councillors 15,000 15,500
Child care reimbursement Councillors
($25 / hr) 5,000 5,000
Mayoral Vehicle operation 12,000 12,000
Plus an allowance for the pending review
determination by the Salaries & Allowances Tribunal - 21,300
Total $632,750 $654,550
Notes to the above Table –
1. The Annual Attendance fees and Annual Local Government Allowances are in accordance with levels as
prescribed for Band 1 Local Governments like the City of Armadale.
2. The Child Care Reimbursement and ICT Allowance are in accordance with the prescribed amounts.
3. The proposed Travelling reimbursement estimate of $10,500 is based on kilometres travelled in the course of
Councillors duties multiplied by an agreed kilometre rate.
4. The proposed Communications reimbursement of $1,110 per annum / per Councillor includes a 2.5%
increase and is administered in accordance with Council Policy and Management Practice.
5. The vehicle for the Mayor’s position is provided in accordance with Council Policy and Management Practice
with Council to be reimbursed for any private use of the vehicle.
. .City of Armadale
.16
2014-2015 Financial Year in Review
Achievements
As outlined below the Chief Executive’s Office continues to deliver key objectives identified in the Strategic
Community Plan:–
Recruitment and Retention
Recruitment continues to be a key focus for Human Resources. Issues impacting on the level of recruitment
include continued growth, additional services, retirements, resignations and the seasonal operations of some
facilities.
Training and Development
Training and development was another major activity for 2013-14. Programs are targeted at the key training and
development needs identified in each Directorate. The City also launched a Diploma in Management for
Supervisors and Coordinators with a focus on preparing for Change.
Workforce Plan
The Workforce Plan, introduced as part of the Integrated Planning Framework, assesses resource needs of the
organisation and determines what the affordable staff establishment will be for the coming years. The
forthcoming Budget will identify the specific positions funded for the coming year.
Media
The City continually seeks opportunities for local and state-wide news channels to publish positive news stories to
the benefit of the district. Success has been achieved with stories appearing on various radio programs, in The
West Australian newspaper and various industry, arts and events publications. The City also works very hard with
affiliated organisations to ensure articles are published promoting the district and its community. This has been
particularly successful with multiple economic development articles published in the business section of The West
Australian. The City continues to maintain close liaison with local media outlets, to encourage stories that inspire
positive community sentiment, regardless of whether the City is directly involved. This vigilance is necessary to
balance outdated stereo-types and present Armadale’s modern urban image.
The City’s Marketing and Communications team provide vital support to the Mayor and CEO as in their respective
roles representing the City. The media regularly seeks interview and photograph opportunities to add value to
stories of interest to the community, ensuring valuable local news coverage. Media training for Councillors is
another key service, ensuring elected members are aware of this role and confident in their position as
representatives of the community.
Chief Executive’s Office Budget 2014-2015 - Draft . …
17 . …
2014-2015 Financial Year in Review
Achievements
Marketing and Communications Plan
The City’s Communications and Marketing Strategy originally prepared in 2005 underwent an extensive review in
2013-2014. A consultant was engaged to draft a new Marketing and Communications Plan for the City informed
by the Strategic Community Plan and the community research undertaken to inform that document, and the City’s
existing Economic Development Strategy and Tourism Destination Marketing Strategy. The Plan was then
adopted by Council in April 2014, following extensive consultation with staff, MANEX and Councillors. Other
matters considered involved an audit of existing communications and processes, investigation of the City’s
demographic information and evaluation of relevant WALGA research.
The new Plan, and the Tasks List generated, provide a framework to guide the Marketing and Communications
activities of the entire City for the coming two to three years, with ongoing review to ensure continuous
improvement and adaptability to trends and community preferences.
Advertising
The City promotes Armadale programs, projects, achievements and events in many ways. One of the most
common ways is direct advertising. The appropriate avenue for any particular message is evaluated on a case by
case basis, and is dependent on the message, the audience and the budget.
Advertising options the City has employed this year include in local newspapers, cinemas, the West Australian,
school and developer newsletters, specialised industry publications, a special interest publications and
magazines, community radio station sponsor agreements, newspaper publications distributed outside the City,
and online opportunities. Each individual measure is reviewed and its effectiveness assessed.
Style Guide
A review of the City’s Style Guide was undertaken with a refreshed publication style developed to ensure the
organisation’s communications continue to present a modern, positive, professional and commercially competitive
image to all stakeholders. A concise Style Guide informing all communications by City staff and contractors is an
essential operational tool in any modern business.
The refreshed Style Guide encompasses publications, leaflets, posters, presentations, electronic media, website
and signage.
Piara Waters (North) Community and Sporting Facility
Stage two of the playing field and community sporting facility in Harrisdale is scheduled for completion in June
2014. The 750m2 sport and community pavilion boasts a 200m2 main hall, 50m2 meeting room, kitchen and
servery, as well as four change rooms. A large alfresco area and an iconic shade structure complete the
pavilion. Stage two works are valued at just over $3 million.
. .City of Armadale
.18
2014-2015 Financial Year in Review
Achievements
Landmark Building
Construction is well under way on the $20 million dollar four-storey office complex at the corner of Jull Street and
Orchard Avenue in the city centre. The new building has been designed to achieve a four star green star rating
and four and a half star NABERS rating for building environmental performance. Construction is expected to be
complete in time for Christmas 2014.
Business Investment Prospectus
In March 2014, the City developed its first Business Investment Prospectus. The focus of the prospectus is to
promote business and investment opportunities in Armadale, and provides a range of data and information about
the City. It was supported with a new fact sheet on Forrestdale Business Park to showcase businesses who have
invested and taken advantage of the growth and development opportunities within the City.
The Prospectus was distributed to over 500 key decision makers including Federal and State politicians, state
government departments, real estate agents, property developers, industry bodies and businesses in key industry
sectors.
Business Armadale Business Plan
The City provided funding to engage AEC Group to develop a Business Plan for Business Armadale (Armadale
Regional Business Association). The plan was completed in April 2014 and includes a range of strategies and
actions that can be implemented by Business Armadale to achieve future financial sustainability through
achievement of projected growth targets over the next 5 years.
Other Economic Development Activities
Other major activities during 2013/14 included the development and promotion of key economic data / indicators
for the City, identification of key business opportunities within the City, engaging with various industry sectors of
the City’s business community and the reestablishment of the Armadale City Centre Liaison Group.
www.armadale.wa.gov.au | [email protected] Orchard Avenue Armadale Western Australia 6112
Locked Bag 2 Armadale Western Australia 6992Ph (08) 9399 0111 | Fax (08) 9399 0184