Embed Size (px)
Citation preview
Community Strategic Plan2033
Natural Connected Prosperous
Reviewed 2015
ContentsOur Vision 1Our Mission and Values 2Sustainability statement 2Financial viability statement 3Access and equity statement 3Shire President’s message 4Chief Executive Officer’s message 5Overview 6How the documents link 7Who we are 8Profile of townships and villages 10Our assets 11Where we are headed 12How we developed the plan 13What our community said 14
Our Response 15Our strategic goals and measures 16How you can help 17Making it happen and reporting back 18Goal 1: Valuing the natural environment 20Goal 2: Welcoming and inclusive communities 22Goal 3: Managing growth sustainably 24Goal 4: Vibrant and diverse economy 26Goal 5: Effective leadership and governance 28Linking our goals 30Acknowledgements and References 33
Our Vision
Natural Connected Prosperous
A prosperous and connected community that values its natural environment and character as it grows sustainably into the future.
2 3
Our Mission
• Respect
• Honesty
• Commitment
• Courage
• Innovation
Our Values
To protect the natural environment, strengthen our communities, foster local economic prosperity, and responsibly manage the community’s infrastructure and assets.
“
”
The Council recognises that all life has intrinsic value, is interconnected and that biodiversity and ecological integrity are part of the irreplaceable life support systems upon which the Earth depends. Council is therefore committed to using its best endeavours to meet the needs of current and future generations through the integration of environmental protection, social advancement and economic prosperity.
Our five key objectives are:
1. To ensure an integrated proactive approach to managing population growth and providing a high quality sustainable built environment for future generations.
2. To ensure an integrated approach to protecting the natural environment that safeguards biodiversity and provides a sustainable natural environment for future generations.
3. To enhance the quality of community life in the Shire characterised by vibrant participation, cohesiveness, increased social capital and recognition of the need for social justice and community safety.
4. To foster economic prosperity in the Shire and South West Region.
5. To strengthen the Shire’s position as an innovative, independent local government achieving business excellence.
The Shire of Augusta Margaret River strives to achieve these objectives by:
1. Ensuring that the way we govern as a Council is driving the transition to a sustainable future.
2. Leading by example and playing our part in solving the global challenges of sustainability.
3. Valuing and protecting our environment and ensuring the sustainable management and use of natural resources.
4. Planning and encouraging our community to reduce its ecological footprint and enhance its quality of life at the same time.
5. Supporting our community to fully participate in achieving a sustainable future.
6. Assisting business to benefit from and contribute to sustainability.
Extract from the Sustainable Shire of Augusta Margaret River Policy 2013.
Sustainability statement
In carrying out its functions the Shire of Augusta Margaret River is to use its best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. (Section 1.3 of the Local Government Act).
This requires ongoing prudent financial management to achieve sustainable outcomes for the community.
The Shire of Augusta Margaret River commits to:
1. Sound fiscal management by working towards:a. prudent management of assets and liabilities;b. ensuring that revenue and spending decisions have regard to their effect on future generations and ongoing financial sustainability.
2. Ensuring that its decisions on service delivery and the provision and maintenance of infrastructure are made with due regard to available, existing and anticipated future financial resources and competing priorities.
3. Improving its practices including strategic planning and resource sharing at local and regional levels, prudent borrowing and appropriate pricing regimes.
4. Being responsible for funding functions it chooses to undertake in an area of responsibility of other spheres of government, in addition to funding its existing core functions.
Extract from the Financial Viability Policy Shire of Augusta Margaret River 2013.
Financial viability statement
The Shire is committed to providing services to a diverse community, including people with disability, their families and carers. The Shire strives to continually improve access and inclusion for all its community members.
The Shire of Augusta Margaret River commits to –
• All events and services provided by the Shire or on behalf of the Shire being accessible and inclusive of all community members, as far as is practicable.
• Ensuring all future buildings and assets meet the Building Code of Australia which includes compliance with the Access to Premises – Building Standards (2010) under the Commonwealth Disability Discrimination Act (1992).
• Upgrading existing assets, buildings and facilities to meet the Access to Premises standard as they undergo significant refurbishment, renovation or replacement.
• Providing information in alternative formats and to provide access to public information to all members of the community upon request.
• Ensuring all staff, including those contracted, volunteers or agents working on behalf of the Shire provide the same high quality level of service to people with disability as experienced by other community members.
• Providing the same opportunities for people with disability to participate in public consultation and the opportunity to make complaints as received by other members of the community.
• The Equal Opportunities Act (1984), as well as identifying and removing barriers to employment so that people with disability can obtain and maintain employment with the Shire.
The Shire is committed to achieving the desired outcomes of its Disability Access and Inclusion Plan 2014-2016 by taking all practical measures to ensure the implementation of the Plan by its Councillors, staff, agents and contractors.
Access and equity statement
The aspirations detailed in the following pages are the result of extensive public consultation and articulates how you, as a community member, would like to see the region evolve into the future.
In the numerous submissions received by the Shire, the overwhelming consensus was that you wanted to live in a vibrant, safe and cohesive community. There was a general desire to see new and improved services and facilities as the size of the community increases and diversity of the local economy to create greater business and employment opportunities.
In accepting that the local population will significantly grow over time, you asked that future development be planned carefully and for a concerted effort to be made in the retainment the region’s distinctive country character. Above and beyond all other priorities you asked that growth and development occur with utmost consideration for the environment. You stressed the importance of prioritising environmental preservation and the ongoing investment into sustainability processes and practices.
In achieving these overarching goals, you stressed the importance of having accountable and transparent leadership. The Councillors of the Shire of Augusta Margaret River formally acknowledge and accept the goals and objectives identified by the community.
Your requests for the future, which are both reasonable and challenging, have been heard by Council and the executive leadership and will be used to steer the business activities of the Shire in the years to come.
We will strive to achieve our community’s vision of being a connected and prosperous community that values its natural environment and character as it grow sustainability into the future.
It’s certainly an exciting phase in terms of growth in the Shire and the South West with many drawcard projects and events secured for the region.
In 2011 Margaret River was awarded the honour of being named a State Government SuperTown, resulting in $5.3m of funding being used to redevelop the Surfers Point precinct into a world class facility, enabling the commencement of the Perimeter Road and allowing the upgrade to the northern section of the main street.
The announcement of SuperTowns funding also helped secure the inclusion of a World Surfing Tour event from 2013 to 2017. This is a fantastic win for the region, the wider community and will reap economic benefits generated from both the high level of visitation during the event and the global media coverage.
The south of the Shire has been reinvigorated with the development of the Augusta Boat Harbour. The completed $36 million dollar project has been highly praised by all and has opened the South West of our State to increased marine and tourism industry ventures such as the offshore Abalone Farm and the Whale watching industry. Transport facilities will be further bolstered by significant improvements to air services in the region with new commercial flight schedules operating in and out of Busselton.
A commitment to fund the Northern section of the Bypass Road has been made by the National Party and we are hopeful that work will commence on this section once the southern portion is completed.
With the amalgamation of the two tourism bodies to provide greater efficiencies and in order to promote the Margaret River Region, the possibilities for the region are unfolding rapidly.
With continuing steady and well planned population growth, we look forward to seeing what can be achieved over the next 20 years.
4 5
Shire President’s message
Councillor Michael SmartShire President
The Shire of Augusta Margaret River Councillors present to you the Community Strategic Plan 2033.
This 20-year plan for the future identifies priorities and objectives of community members and serves as a directive document for Councillors and the Shire.
Fortunately we all have access to a high quality of community life in a wonderful pristine natural environment. The protection of this natural environment is of fundamental importance to the community and is strongly articulated through the feedback received from the surveys, forums, focus groups and workshops conducted and from other inputs into the planning process.
The Western Australian Planning Commission and South West Development Commission adopted Margaret River SuperTown Growth Plan and other plans such as the Local Planning Scheme and other key strategies are also a major input into the planning process. Overall the Shire is in an enviable position in terms of forward planning with the identification of key infrastructure projects and priority spending from across the spectrum of government to assist in achieving our preferred future.
The Community Strategic Plan indicates that the Shire is listening to the community, hearing their feedback and has incorporated that feedback into a sound long term integrated planning document.
Progress toward the vision articulated in the Plan will be achieved through the implementation of the four year Corporate Plan and the annual Operational Plan.
This is a great responsibility and one that we as a Shire take very seriously. The community puts their trust in the Shire to progress that vision and the Shire will use the Community Strategic Plan as a beacon to light our way towards a sustainable future.
Chief Executive Officer’s message
Gary EvershedChief Executive Officer
The Community Strategic Plan represents the community’s aspirations for the next 20 years and articulates the vision of where we would like to position ourselves in 2035. It is our preferred future and where we would like to be in balancing the competing demands of environmental protection, economic development and growth and at the same time building stronger and more resilient communities.
6
Overview
The Augusta Margaret River Natural Connected Prosperous 2033 Community Strategic Plan represents a new approach to planning for our future.
How the documents link
7
It builds on past strategic planning work, addresses the challenges we as a community face and sets out the actions required to work towards achieving our shared vision. Natural Connected Prosperous 2033 also describes how progress will be measured over time. The new plan for our community has been prepared following community engagement using phone and website surveys, community workshops and activities with our youth, revisiting our key documents and strategies which were based on community input, and reviewing the outcomes of the SuperTown Growth Strategy which also engaged with the community. The Community Strategic Plan will be supported by a number of other Shire plans, which include:
• The Corporate Plan 2014-2018. This plan sets out the projects and services the Shire will deliver over the next 4 years that work towards achieving the outcomes identified in the Community Strategic Plan.
• An Operational Plan annually. This plan contains a high level of detail of the Shire’s budget, actions and projects, and is developed each year for the next four years based on the Corporate Plan.
• Workforce Plan 2013-2023. This plan outlines how we will ensure the Shire has the staff with the skills to deliver the agreed outcomes over the next 10 years.
• The Asset Management Plan 2013-2023. This plan provides detailed information on the type and condition of our assets and their expected renewal requirements.
• The Long Term Financial Plan 2014-2024 (LTFP). This plan brings the budget, resourcing, and asset management components together. It also models a number of scenarios in the context of constraints we face in the long term, providing a sound basis for financial decision making.
• ICT Strategic Framework. Sets out the key components that need to be considered in managing a local government’s information resources.
Together, the Community’s Plan and the Shire Plans form the Integrated Planning Framework. In working with the community to prepare this plan, the Shire must acknowledge that there are some aspirations and priorities which the Plan cannot deliver. This may be due to limitations on our existing funds, shortfalls in budget timeframes or limitations to the Shire’s jurisdiction however, we will work towards overcoming these limitations and shortfalls in pri-ority areas by pursuing additional funding sources, strengthening partnerships and reassessing each priority when the plan is reviewed. The community will review the Community Strategic Plan every four years, providing the opportunity to refine actions and priorities to reflect the progress made. This will also allow a better response to changing needs and priorities over time.
The Shire of Augusta Margaret River does not exist in isolation and is influenced positively and negatively by broader planning policies and regional, national and global trends. It is therefore important that the outcomes we are working towards as a community and a Shire align with those of the region and Western Australia.
Resourcing Strategy 10 years
The Resourcing Strategy is used to test and inform the long-term aspirations of the Community Strategic Plan and to guide the deliverables which can be achieved in the Corporate Plan and Operational Plan
Operational Plan
1 year
Corporate Plan
4 years
Community Strategic Plan
20 years
Vision
Strategic Directions
Outcomes, Strategies, Targets
Major Projects
Programs and Services
Corporate Indicators
4 Year Financials
Annual Projects, Programs and Services
Service KPIs
Annual Budget
Revenue Details
Part 1: Long Term Financial Plan
Part 4: ICT Strategic Framework
Part 3: Workforce Plan
Part 2: Asset Management Plan
8
Who we are
The Shire of Augusta Margaret River is well known for its natural beauty. Its rugged coastline, scenic forests, national parks, caves and world class surf have long been popular with seasonal visitors and holiday makers.
The local wine industry has experienced strong growth and the region is recognised as a producer of premium wines. The Margaret River wine region includes portions of the local government areas of Augusta Margaret River and Busselton and wineries supply domestic and export markets.
The natural and cultural landscape offerings provide a key drawcard for people to visit. With its rugged coast, fishing, surfing, galleries, vineyards and forests, the area is a popular tourist destination for both domestic and international markets. As with any area catering to thousands of tourists each year, the Shire has a significant accommodation and hospitality sector.
Agriculture in the Shire includes the major industries of viticulture and wine production, dairy and beef cattle, sheep and horticulture. It is developing a more diverse economy which has traditionally been based on agriculture, predominantly dairying, beef and timber. The Shire’s dairy industry supplies local, interstate and export markets with quality dairy produce.
There are more than 1,000 square kilometres of forest in the Shire including Scott National Park. The Leeuwin-Naturaliste National Park includes the Boranup Karri Forest between Caves Road and the coast where karri trees reach 60 metres in height and dominate the landscape.
The south-west of Western Australia is Australia’s only internationally recognised biodiversity hotspot and one of only thirty four hotspots of biodiversity in the world. The Busselton-Augusta region has also been independently identified as one of fifteen national biodiversity hotspots within Australia.
Biodiversity hotspots are designated to acknowledge the exceptional concentration and diversity of species in these areas in these areas as well as the high degree of species that occur nowhere else. Just as importantly, they highlight threats to this biodiversity as a result of significant loss of habitat in these areas.
Changes in the population, age structure and cultural diversity over time creates challenges in maintaining quality lifestyles for residents and ensuring that adequate infrastructure, facilities and services are available over strategic time frames.
Your thoughts
A strong, open community
living in a well-managed,
accessible environment
that has a sustainable
economic base for all.
“
”
The Margaret River area is within the traditional lands of the Wardandi Nyungars. The Wardandi are the traditional custodians of the area generally between Bunbury and Cape Leeuwin and have a strong connection to the sea. Since the 1970s the region has developed into an internationally renowned wine producing region which has changed the once primarily agricultural region into a tourism hotspot. For local residents however, this region holds a deeper meaning with each of the settlements in the Shire possessing their own unique identity based on history, cultural heritage and a strong sense of shared community values.
The Shire’s estimated population of 13,600 (Source: ABS) is dispersed across a network of distinct townships. Margaret River, Augusta and Cowaramup are the major centres in the Shire with other townships consisting of Karridale, Witchcliffe, Prevelly/Gnarabup, Rosa Brook and Gracetown. The population has been increasing at an average annual rate of 2.5% during 2011-2014.
The Margaret River region has an enviable position in view of its existing brand and its competitive position in wine, tourism, food production, agriculture and creative industries. In particular, its high level of amenity is very attractive to future residents.
The northern Shire boundary is 250 kilometres from Perth and extends for approximately 60 kilometres north to south and 62 kilometres from the west coast to the eastern boundary of our neighbour, the Shire of Nannup. The Shire has an area of 2,240 square kilometres and an extensive coastline with 120 kilometres of beaches, bays and rocky points.
Urban development within the Shire has increased steadily at around 2.5% over the past two years and this will continue to drive population growth for many years. Continued urban development is influencing the demographic and cultural profile of the Shire’s population. This is a response to the area’s rural and coastal amenity, as well as its proximity to recreation opportunities. The Shire is also popular for hobby farms and is favoured by those seeking a sea change lifestyle.
The coast is a major attraction for residents and tourists, and there has been considerable pressure exerted on this area for residential and recreation uses. Large numbers of surfers and beach users have led to the degradation of some sections of coastal areas and population growth, in recent years, has also placed ongoing pressure to develop this part of the Shire. As the coastline is potentially an unstable landform, urban development is now being accommodated in more inland locations including Margaret River, Cowaramup and Witchcliffe.
The Shire continues to develop strategies to respond to emerging challenges related to managing demographic change in a growing ‘sea-change’ community, and addressing increased demand for community infrastructure, facilities and services.
The Shire has a high level of annual rainfall and quality soils that supports agriculture and primary production remaining as a major contributor to the local economy. Viticulture and associated tourism represent defining characteristics within the Margaret River region Shire and are complementary to other elements including creative arts, food and wine production.
10
Profile of townships and villages
The Shire of Augusta Margaret River has an area of approximately 2,240 square kilometres and an extensive coastline with 120 kilometres of beaches, bays and rocky points. The Margaret River flows to the ocean at Prevelly while the Blackwood River flows to Augusta in the south.
Our assets
The Shire of Augusta Margaret River provides a wide range of services from infrastructure assets acquired over many years. The Shire has a responsibility as steward of these assets to ensure they are maintained for future generations at an appropriate level deemed fit for purpose.
• Waste Services: The Shire operates one landfill site in Witchcliffe which has a glass crusher and recycling facility, and a number of transfer stations at various locations.
• Buildings: The Shire manages 179 buildings including halls, community facilities, sporting facilities, municipal buildings and amenities blocks.
• Roads: The Shire manages 473 kilometres of sealed roads and 394 kilometres of unsealed roads. Bussell Highway, Brockman Highway, Caves Road and Sues Road are managed by Main Roads WA. Roads and tracks within national parks are managed by Department of Environment and Conservation.
• Paths: The Shire’s path network covers 85 kilometres of sealed paths and 30 kilometres of unsealed tracks.
• Car parks: The Shire provides 63 sealed car parks and 11 unsealed car parks.
• Stormwater drainage infrastructure: Our drainage infrastructure includes over 130 kilometres of pipeline, 5,000 pits and 1400 culverts.
• Bridges: The Shire manages 17 road bridges and 8 heritage timber pedestrian bridges.
• Recycled water infrastructure: This includes 13 kilometres of pipeline, 3 pump stations and 3 storage tanks.
• Aerodromes: The Shire has two aerodromes, one in Margaret River and one in Augusta.
• Jetties and boat ramps: These include 10 boat ramps and 9 jetties.
• Pedestrian structures: These include 48 structures including viewing platforms and staircases to assist with beach access and a further 30 structures providing access to other inland recreational areas.
• Open space: The Shire currently maintains 125 developed parks with an area of 194ha, landscaped main road verges and traffic islands, rural open space and bush reserves.
• Caravan and camping: The Shire manages the caravan and camp sites at Turner Caravan Park, Flinders Bay Caravan Park and Alexander Bridge Camp Site.
Your thoughts
An inclusive, diverse and vibrant community that celebrates its rich, natural, cultural and indigenous history with a strong and vibrant economic base. A wonderful place to ‘be’.
“
”
Margaret RiverMargaret River is the name of a river, a town and a wine region. The town of Margaret River is approximately 100 kilometres south of Bunbury and 270 kilometres south of Perth and was originally developed as a rural service centre for farming in the area, especially dairying. Margaret River is now the commercial and administrative centre of the Shire and had an estimated population of over 13,168 in June 2013.
Augusta, Kudardup and KarridaleThe town of Augusta is located approximately 310 kilometres south of Perth and 42 kilometres south of Margaret River and is the most south-westerly town in Australia. It is located at the mouth of the Blackwood River on the shores of Hardy Inlet and Flinders Bay. One of Western Australia’s oldest permanent settlements (1830s) and a popular holiday destination, the population was approximately 1,400 in 2013. Kudardup is a village located about 8 kilometres north of Augusta on the Bussell Highway. Karridale is a small village located 14 kilometres north of Augusta.
CowaramupCowaramup is located approximately ten kilometres north of Margaret River on Bussell Highway. The locality got its name from the Aboriginal word for the Purple Crowned Lorikeet ‘Cowara’. In 2013 Cowaramup was a thriving village of some 950 residents and an important focus for the surrounding rural district that is fast becoming a recognised gateway to the Margaret River area.
WitchcliffeWitchcliffe village is located about eight kilometres south of Margaret River on Bussell Highway. It is a quaint village, full of old world charm with a number of unique gift stores and buildings that date back to early settlement times. Its population is currently less than 100 but significant residential growth is planned pursuant to the ‘Witchcliffe Village Strategy 2012’.
Prevelly/GnarabupPrevelly is a coastal residential area located around 9 kilometres west of Margaret River on the coast. Its location is near the meeting of the Margaret River and ocean providing views of the sea and coastline. International surfers meet at the point (Main Break) for a number of annual professional surf contests. The Gnarabup subdivision is located immediately to the south of Prevelly and the population of these localities in 2013 was approximately 570.
GracetownGracetown is coastal village located on Cowaramup Bay about 12 kilometres west of Cowaramup and 16 kilometres north-west of Margaret River. Gracetown had around 152 dwellings in 2013, many of which are holiday homes.
Rosa BrookRosa Brook is located approximately 13 kilometres east of Margaret River and were some of the original settlements. It is predominantly an agricultural area of beef and dairy farms with a population over 400 people in 2011.
12
Where we are headed
Significant community engagement and strategic planning has been undertaken during 2012 with the development of the community vision and a SuperTown Growth Plan for Margaret River to ensure that future growth of the Town and Shire will fully benefit from the SuperTown initiative.
Margaret River is one of nine regional townships in the southern half of Western Australia to be designated for growth under the Regional Centres Development Plan (SuperTowns) initiative of the Western Australian State Government. The SuperTowns vision is to have balanced communities with lifestyle options, access to adequate infrastructure and services, quality housing and a diverse range of job opportunities.
Consultants were engaged to determine the community’s vision for the next twenty years to feed into both the Community Strategic Plan 2033 and to also test the vision against the SuperTown objectives. The Community Engagement Strategy Report 2012 details the outcomes of this community engagement process. A SuperTown Community Reference Group also provided direct feedback to the consultants engaged to develop the Margaret River SuperTown growth Plan.
The area benefits from a range of competitive advantages and opportunities, which will underpin strong economic and population growth over the next 20 years. In particular, the concentration of major agricultural, including horticulture and viticulture, and tourist related activities, high lifestyle attraction and amenity and innovation in food and wine production, all present opportunities to leverage growth drivers and build greater local economic diversification. The strong existing brand of ‘Margaret River’ is another considerable asset for the area.
The provision of social services and facilities is at the cornerstone of satisfied and healthy communities. Investigations have found that the Shire is well placed to continue to provide for its communities and promote public participation through a wide range of sporting,
social and cultural facilities. However, the Shire has its challenges in meeting the needs of an ageing demographic while also dealing with an exodus of young adults seeking further education and training and employment opportunities.
Key projects that have been identified as part of the Southwest Regional and Subregional Infrastructure priorities include:
• Margaret River Perimeter Road development commenced
• Margaret River Town Centre upgrade Stage 1 completed
• Surfers Point Precinct Redevelopment Project completed
• Margaret River Cultural and Events Centre redevelopment
• Rails to Trails extension• Cowaramup Streetscapes upgrade• Busselton Airport improvements• National Broadband Network rollout• Margaret River Industrial area new establishment• Megafauna Centre at Mammoth Cave completed• Augusta Visitor and Whale Interpretive Centre• Augusta Boat Harbour facilities completed• Capes Region Waste Management
Achieving these projects in the longer term with our partners, including both state and federal government as well as private investors, will be reliant upon availability of funding from a number of sources.
How we developed the plan
In developing the Community Strategic Plan we asked our community what their vision was for the future of their Shire. This information was analysed and reported through the Community Engagement Report 2012. Research was also undertaken on key documents and trends affecting the Shire and external factors were considered through alignment to the relevant plans of State and Commonwealth agencies.
In January 2015 a comprehensive biennial desk top review took place over 3 months involving administrative updates and revision of the currency and remaining relevance of the Community
Strategic Plan. All staff were surveyed and the community was invited to provide feedback as part of the review process.
13
STAGE 1January -
February 2012
Community Engagement
Research on trends and key documents
Policycontext
Community Vision Consultant engaged to hold:World Café workshops in Margaret River and Augusta, Phone survey, online survey and youth survey on Shire website, hardcopy survey. Shire held a children’s drawing and poetry competition.
Research trends affecting the Shire and strategies from key documents and recent community consultations.
Alignment to Western Australian and Australian Government Plans
Community EngagementHave your say – feedback on the draft Vision, Goals and Strategies: Community Strategic Plan 2033 – Natural Connected ProsperousInvitation for community participation through the local media and Shire website. Survey available through the shire website, in hard copy at offices and libraries, and distributed at the Margaret River Agricultural Show 2012.
Final Plan Adopted
Responded = 50+
Engaged = 600+Responded = 250+
STAGE 2September -
November 2012
STAGE 3February 2013
DEVE
LOPM
ENT
REFI
NEM
ENT
14
What our community said
Your key messages and aspirations were clear. People want:• A place that retains its pristine natural environment and unique character• A place that supports a welcoming, safe, vibrant and connected community• A place that is economically diverse and prosperous into the future
Environment
• A community that values the natural environment above all else
• Programs encourage the widespread adoption of environmentally responsible and sustainable practices
• A region recognised for leadership and innovation in sustainable, self-sufficient and environmentally responsible agriculture
Community
• A desirable, vibrant and cohesive community which offers a unique level of safety and a quality lifestyle
• Council leadership is effective, transparent and trustworthy
• A community that supports and encourages healthy living
Infrastructure
• Careful planning contributes to enhancing vibrant, sustainable townships which maintain their distinctive country character
• Community facilities and services meet the demands and expectations of the region and its people
• A structured network of systems foster safety and connectivity in the region
Economic
• A sustainable local economy that enhances a diverse range of investment, business and job opportunities
• The region’s economy leverages its natural qualities
• Planning for population growth with adequate and affordable housing and accommodation
After the initial consultation process, community feedback was reviewed and draft Key Goals, Outcomes and Strategies developed. These were advertised for public feedback in September 2012 to ensure we were on the right track. A further youth survey and primary school competition was held to provide additional input and ensure all voices in our community were heard. Our Vision, Mission and Goals reflect your aspirations and how you would like the place you live in to be in the future.
Your thoughts
A culturally and economically diverse community that will provide real opportunities for our children and a pristine environment.
“
”
Our Response
Natural Connected Prosperous
Your thoughts
Our townships are welcoming and children, residents and visitors feel safe.
“”
Valuing the natural environment
KPI1: Improvement in the management and quality of the environment
KPI2: Increase in % of waste diverted from landfill
Our strategic goals and measures
16
How you can helpKey performance measures
Goal 1: Valuing the natural environment• Recycle and reuse and reduce your waste to landfill• Volunteer to care for the environment and encourage others to do so• Reduce your energy consumption• When going into the environment leave no marks behind
Goal 2: Welcoming and inclusive communities• Participate in programs for healthy living and attend community events• Become a volunteer and help out a local community group• Use Shire sporting and cultural facilities and amenities• Learn more about Aboriginal and Torres Strait Islander communities and culture• Welcome people from other cultures
Goal 3: Managing growth sustainably• Contribute to proposals for beautification• Have a positive attitude towards change• Use the cycle ways and pathways to reduce the vehicles on our roads• If you notice any of our roads, paths and buildings require maintenance, let us know
Goal 4: Vibrant and diverse economy• If you run a business think about how you could employ more young people and Indigenous people• Support our local businesses and industries• Be welcoming to visitors• Tell your friends what a great place this is to live in and promote our iconic events to them
Goal 5: Effective leadership and governance• Become a Councillor and represent the needs of others as well as your own • Take a positive attitude towards the Shire and answer our community survey honestly• Get involved in local management committees and community engagement opportunities with the Shire• Consult with Councillors on appropriate advocacy issues for the greater good
17
KPI5: Development occurs in a manner consistent with the Local Planning Strategy
KPI6: Achieve a high level of liveability for the residents in the Shire
Managing growth sustainably
Welcoming and inclusive communities
KPI3: Percentage of population using Recreation Centres
KPI4: Increased use of the Shire Libraries
Vibrant and diverse economy
KPI7: Increased participation rates at icon events
KPI8: Increase in tourist numbers visiting the Shire
Effective leadership and governance
KPI9: Financial ratios are trending positively
KPI10: Increasing satisfaction in the biennial Community Satisfaction Survey
Making it happen and reporting back
The Community Strategic Plan is a new approach towards planning for the future of the Shire of Augusta Margaret River.
As a local government organisation, the Shire is governed by the requirements of the Local Government Act (1995) and Regulations, and other relevant legislative provisions and is responsible for administering its local government area.
The Local Government Act identifies the matters the Shire needs to consider when carrying out its responsibilities. The Shire has a range of roles – as a leader, service provider, regulator, advocate, facilitator and educator. The Shire has a responsibility to formulate and pursue their community’s aspirations, provide civic leadership, deliver key services and express local ideas and concerns about important issues to other levels of government.
There are services that all local governments must provide, and some they may choose to make available. There are new policy approaches by state and federal governments that influence or direct local government responses, and legislation that affects the provision of current services. The Shire’s role extends beyond the direct provision of services to advocating for an equitable allocation of resources from the state and federal governments.
A new mandatory integrated planning and reporting framework for Western Australian Local Government was introduced in 2013 by the WA State Government as shown in the diagram below.
Reporting on progressDuring the year the Shire’s CEO is required to report quarterly to Council on progress in implementing actions in the Operational Plan. Each year the Annual
report will provide a full report on progress and will help identify whether a change in direction is necessary based on the results. The Community Strategic Plan will be reviewed with the community every four years and every two years a desktop review will occur.
18
Your thoughts
A collaborative approach effectively manages and resources improvements and maintenance to the health of our waterways.
“
”
InputsSuperTowns Growth PlanCommunity engagementVisionMissionValuesGoalsOutcomesStrategies
InputsLegislative changesCouncil resolutions
ImplementationThe Shire is responsible for implementing actions in line with the annual budget
Issue specific strategies and plans
Key Services
Information Communication Technology Strategy
Workforce Plan
Asset Management Plan
Long Term Financial Plan
Resourcing Strategy 10 years
Community Strategic Plan
20 years
Corporate Plan 4 years
Operational Plan and Budget
1 year
Business Unit Plans
Ongoing monitoring and review framework
Annual Report
20
Goal 1: Valuing the natural environment
The community values the natural environment and unique biodiversity of the region and seeks to protect and enhance it for current and future generations. The Shire has a responsibility to protect the environment through planning for the future and to proactively respond to key environmental issues.
Outcomes• Healthy waterways and foreshores
• Climate change response
• Sustainable waste management
• Ecology and biodiversity protection
• Quality parks, gardens and green spaces
• Unique and iconic coastal and natural landscapes
Key Plans• SuperTown Growth Plan
• Strategic Waste Management Plan
• Local Energy Action Plan
• Local Planning Strategy
• Disability Access & Inclusion Plan
• Community Infrastructure Plan
Strategies
• Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands
• Manage responsibly coastal areas under the Shire’s control
• Implement measures to improve the quality of water entering catchments
• Plan proactively and respond to climate change
• Reduce the Shire’s corporate carbon emissions to meet adopted targets
• Assist the community to reduce their carbon emissions to meet adopted targets
• Implement measures to conserve water as a precious resource
• Encourage the adoption of renewable energy
• Reduce environmental impact of waste and maximise conservation of natural resources
• Reduce raw material use and increase materials and energy recovery
• Reduce the amount of corporate waste to landfill generated in the Shire’s operations
• Encourage the community to reduce, reuse and recycle
• Collaborate with State Government to protect the biodiversity of the Shire
• Educate the community and visitors on environmental preservation
• Ensure public open spaces cater for a range of users including people with disabilities
• Plan effectively to protect coastal and other key landscapes
Riverslea Foreshore Management Plan
The area has significant conservation and foreshore protection values due to the presence of good quality vegetation throughout much of the site and its location immediately adjacent to the Darch Brook and Margaret River. The foreshore is highly valued by locals and visitors for the stunning scenery and series of walk trails adjacent to the river. However the area is under threat from weed invasion, erosion and recreational use. A detailed plan is required to ensure that the values of this area are protected and can continue to be enjoyed. The Shire has committed funding to develop the plan in the 2012/13 financial year.
Key Services• Waste and recycling services
• Davis Road Waste Management facility
• Environment management services
• Landcare services
• Parks and gardens services
• Disability Access and Inclusion liaison
• Sustainable Development
Key Projects• Regional Waste Management facility
• Develop and implement Environmental Improvement Plan for Davis Road Waste Facility
• Climate change response plan
• Establish carbon emission monitoring program
• Develop corporate waste reduction strategy
• Develop community awareness/education program
• Scope additional playground requirements
• Implement Local Planning Scheme, Leeuwin Naturalise Ridge Statement of Planning Policy and Biodiversity Incentive strategy
Challenges• Climate change
• Increased population and visitation
• Extreme bushfire risk
• Reducing transport use against limited public transport availability
• Declining rainfall
Opportunities• Expand recycled water network
• Educate community on protecting environment
21
Generated carbon emissions through Shire vested buildings. The Shire’s Local Energy Action Plan seeks to reduce corporate (Shire) emissions by 30% below 2006/07 levels by 2020. Importantly, the graph identifies that there has been a 28% reduction in carbon emissions between 2006/07 and 2011/12.
Carbon emissions generated through Shire vested buildings
07/08 08/09 09/10 10/11 11/12
1,5271,404
913 956 935
06/0705/06
996
1,231
22
Goal 2: Welcoming and inclusive communities
Strong communities are welcoming and safe and enjoy quality lifestyles that celebrate their local identity, diversity and culture. The Shire fosters community resilience and wellbeing through its social planning, recreation, safety, education and preventative health strategies.
Construct Cowaramup skate park
The Shire, in partnership with the Department of Sport and Recreation, Cowaramup Lions, Cowaramup Halls, Reserves and Residents Association, constructed a new skate park on Cowaramup Oval adjacent to the tennis courts and playground. The project was completed in mid-2013. This is the third skate park for the Shire, with a regional park in Margaret River and another local sized facility in Augusta.
23
The statistics on library membership for both Margaret River and Augusta.
Library visitation trend
09/10 10/11 11/12 12/13 13/14
82,79675,322 80,206 84,978
94,999
• Provide community safety and regulatory programs that support crime prevention through regulatory and support programs
• Enhance the Shire’s emergency and disaster management capabilities
• Undertake measures to ensure the protection of public health
Key Services• Community Development fund management• Events application and approval• Support to Historical groups• Support to Hall Committee groups• Support to Volunteers• Childcare• Youth Services• Zone Room Youth Precinct • Libraries• Recreation Centres• Lifeguards• Ranger regulatory services• Building approvals and compliance• Environmental Health regulatory services• Environmental Health programs• Emergency preparedness and response• Bushfire Recovery
Key Projects• Upgrades to Margaret River Skate Park Precinct• Implement Gloucester Park Masterplan• Upgrade existing Margaret River BMX club• Develop and implement regional Public
Health Plan• Additional courts at Margaret River
Recreation Centre• Aquatic upgrades at Margaret River
Recreation Centre
• District sporting reserve east of Bussell Highway
• Construct Cowaramup skate park (Completed)
Challenges• Changes to State Government funding for
Libraries
• Ageing population
• Changing demographics of population
• Increasing demand for Local Government to
provide more services to the community
• Limitations of internet infrastructure and delivery
for online services
• Increased demand for youth services
Opportunities• Increased attendance at events
• Increased membership to the library
• Increased membership to the Recreation Centre
• Strong community spirit
Programs will foster a sense of identity and belonging, promote community interactions and equality, encourage active and healthy lifestyles, and provide information to grow resilient community groups and networks. The Shire will also ensure our preparedness to deal with emergences and natural disasters.
Outcomes• Sense of identity and belonging• Equity and opportunities for all• Strong community groups and networks• Lifelong learning in the community• Active and healthy lifestyles• Safer Communities
Key Plans• SuperTown Growth Plan• Local Energy Action Plan• Arts and Culture Plan• Youth Plan• Friends of the Zone Room Consultation• Seniors Aged Friendly Community Study• Disability Access and Inclusion Plan• Margaret River Library Redevelopment
Business Plan• Surf Life Saving WA Report• Community Infrastructure Plan• Crime Prevention Plan• Local Emergency Management arrangements
• Environmental Health Services Activity Plan• Gloucester Park Master Plan
Strategies • Support cultural and community programs that
encourage interaction and promote a sense of community
• Foster participation in cultural events and activities that encourage a sense of identity and belonging
• Support community celebrations, events and local festivals
• Provide programs and facilities that encourage resilience in seniors, young people and families
• Ensure Shire facilities and services are accessible by all
• Support and value community organisations and volunteers across the region
• Encourage community organisations and local communities to work together to be self sufficient
• Provide and promote libraries as community hubs and centres of information and learning
• Promote programs that foster learning in the community
• Maximise participation in physical activity and promote the benefits of healthy lifestyles
• Provide the community with high standard recreational facilities and sporting grounds
• Support community-based sport and recreation organisations and programs
24
Goal 3: Managing growth sustainably
The community’s cultural values and heritage are integral to the future and are to be considered when balancing the competing demands for growth, ensuring vibrant, sustainable townships which maintain their distinctive country character. The Shire will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the community.
Redevelopment of Margaret River townsite - Creating a world class tourism precinct
The Shire has adopted, following consultation, a conceptual improvement plan for Bussell Highway. Through the Super Towns project the design concept for the redevelopment of the main street precinct was further developed and preliminary cost estimates prepared. Available funding enabled preparation of drawings and specifications for construction and implementation of improvement works and to implement initial works.
ABS Census for estimated resident population data 2011.
25
Challenges• Population growth will trigger demand for
additional facitlities and infrastructure• Unknown timeframe for Developer Contributions
due to real estate fluctuations
Opportunities• Development of Perimeter Road will remove
heavy haulage from Margaret River Town Centre and provide future industrial and southern residential expansion areas
• Residential land supply identified in Shire endorsed LPS is adequate for demand in residential dwellings
• Co-location and sharing of facilities at Gloucester Park
Shire population trend
2001 2006 2011
10,187
11,143
12,219
• Retirement/lifestyle village Augusta Feasibility Study (Completed)
• Community facility with surf lifesaving club Prevelly/Gnarabup Feasibility Study
• Improvements to Cowaramup and Augusta Town Centre streetscapes
• Stage I and II Margaret River Cultural Centre redevelopment
• Libraries future needs assessment • Margaret River Recreation Centre facilities
upgrade • Waste disposal solution for the Shire• Gloucester Park Redevelopment • Surfers Point Precinct Project (Completed)• Public facility improvements to Augusta
foreshore• Detailed design and development Perimeter Rd• Review bus stop facility and lay by Margaret
River (Completed)• Designs for Bussell Highway and extend John
Archibald Drive for Perimeter Road construction• Upgrade of roads and intersections parking
strategies and infrastructure as identified in Growth Plan
• Travel plan for key local trip generators• Demand Responsive Transport Feasibility Study• Safety upgrade of Margaret River Airport• Review Path Plan • Upgrade footpaths• Bike Plan and Route Feasibility Study• Cycle parking• Bicycle Training scheme
Outcomes• Clearly defined areas for growth and renewal• Liveable and well-designed places• Unique natural and settlement character• Connected and safe transport network
Key Plans• SuperTown Growth Plan• Local Planning Scheme and Strategy• Biodiversity Incentive Strategy• Local Energy Action Plan• Local Heritage Inventory• CSIRO Sustainable Future• Hamlet strategies• August townsite Strategy• Margaret River Mainstreet Design Improvement • Redevelopment of Margaret River townsite • Augusta and Wallcliffe Road Streetscape Plans• Community Infrastructure Plan• Arts Cultural Facilities Report • Disability Access and Inclusion Plan • Integrated Transport Strategy• Path Plan
Strategies • Implement Local Planning Scheme No 1 (LPS1)• Ensure new communities are developed using
Ecologically Sustainable Development principles
• Develop and implement master plans for Shire facilities and projects so they are well designed and have aesthetic appeal and accessible by all
• Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character
• Address the need for affordable housing and accommodation, now and in the future
• Protect heritage places, values and significant regional landscapes in the planning scheme
• Develop and maintain a high quality transport network in partnership with all levels of government
• Provide a network of connected cycleway and pedestrian pathways
Key Services• Survey and design• Infrastructure customer service• Quality control of developer provided assets• Strategic Planning
Key Projects• Prepare Urban Design Masterplan for Margaret
River CBD • Stage I and II Margaret River Main Street Town
Centre improvements • Augusta Civic Park Masterplan and Feasibility
Study (Completed)
26
Goal 4: Vibrant and diverse economy
The Shire’s economic base has been built upon its natural environment, tourism, viticulture, agriculture and rural and retail sectors. Through regional economic strategies the Shire will promote a sustainable range of business and job opportunities.
Icon Event Sponsorship for Margaret River Drug Aware Pro
This event is the biggest on the Margaret River event calendar in terms of scale, reach and direct economic benefit the region. In addition, the wide marketing reach and media coverage of the event, results in the significant benefits for the Margaret River brand and marketing messages of the Shire. In recent years the event has attracted close to 5000 spectators on the days when high profile athletes are competing. The event receives coverage on state, national and international media platforms including newspaper, television, radio, print and online.
27
Combined park visitation for Turners and Flinders Caravan Parks.
Caravan park visitation trend
07/08 08/09 09/10 10/11 11/12
17,79720,139 21,055
23,325 24,043Outcomes• Strong agriculture and viticulture sectors• Sustainable tourism industry• Infrastructure for economic growth• Sustainable economic development• Improved educational infrastructure
Key Plans• SuperTown Growth Plan• Capes Regional Economic Development Strategy• Cape Leeuwin Tourism Precinct• Tourism Strategy• Local Energy Action Plan• Alexandra Bridge Business Case study• Turner Caravan Park Redevelopment Plan • Capes Maritime Boating Facilities consultation
Strategies • Ensure Shire processes support the development
of strong agricultural and viticultural sectors• Work collaboratively with the tourism sector to
increase visitor numbers, and length of stay in the Shire
• Work collaboratively with the tourism sector to promote and develop eco-tourism
• Provide family friendly caravan and camping grounds to encourage visitors to extend their stay
• Encourage tourism in the Shire through the development and support of iconic events
• Develop major infrastructure to cater for increased residents and visitors
• Identify and zone adequate land for economic and industry development
• Facilitate access to affordable, high speed communication networks for all residents and businesses
• Ensure the Shire’s regulatory environment is business friendly and considerate of business needs
• Retain commercial and retail activities through support programs for year-round stability
• Ensure the Shire’s procurement policies support local business and help generate local employment
• Foster sustainable economic growth which provides local employment
• Work collaboratively with other agencies to provide enhanced tertiary education facilities
Key Services• Executive Office
• Assets
• Caravan Park and camping ground management
• Planning and Sustainable Development
Key Projects• Longer term site for Farmers Markets (Completed)
• Support of Small Business Centre
• Provide facilities to hold regular events with partners
• Develop investor marketing materials
• Facilitate expansion of Busselton Airport with CAPEROC
• Foster sister city relationship with Haining
• Work with Cowaramup Resort Developers to facilitate establishment of resort
• Work with Margaret River Education Campus for opportunities for local industry related economic initiatives
• Participate in discussions with industry and education providers to facilitate long-term career pathways for local residents
• Implementation of Turner Caravan Park Redevelopment Plan
• Seek funding for Leeuwin Tourism Precinct Concept Plan
Challenges• Economy is dependent on tourism and wine
industries• Require additional light and general industrial
land• Cost of housing 34% higher than SW Region• Accessibility to the region for domestic and
international visitors• No high speed broadband • Need better linkages across education and
industry
Opportunities• High lifestyle attraction and amenity• Innovation in food and wine production• Strong existing brand of Margaret River• World class trails
28
Goal 5: Effective leadership and governance
Asset Management Planning
An Asset Management Plan has been developed as required under the Integrated Planning Framework. This has been a major undertaking and will continue into the future with more work to be done in refining the plan This has been a major undertaking and will continue into the future with more work to be done in refining the plan. Asset Management is critical to developing and delivering our strategic direction, service plans, projects and operational plans. It also enables us to develop a process of continuous improvement in our asset management practice to match the changing service delivery needs of our community and the increasing integration of asset management with our strategic direction.
29
A measure of a local government’s liquidity and its ability to meet its short term financial obligations from unrestricted current assets.
Current ratio trend
09/10 10/11 11/12 12/13 13/14
0.43 0.31 0.40.83 1.05
08/0907/08
1.391.07
Council leadership is visionary, effective, transparent and trustworthy. The local government actively engages and consults the community to understand their aspirations for the future and drives positive change and diversity, and adds measurable value.
Outcomes• Effective governance and corporate leadership• Effective strategy, planning and asset management• Effective knowledge and information management• Highly skilled and motivated people• Community and customer focus• A culture of innovation, quality and continuous
improvement• Measure and report on success and sustainability
Key Plans• Women in Leadership program• Business Continuity Plan (draft)• Recordkeeping Plan • ICT Strategic Plan• ICT Disaster Recovery Plan• Occupational Health & Safety Plan• Equal Opportunity Plan• Business Excellence Report• Customer Service Charter• Community Survey Research Report• Marketing Plan• Communications Plan• Integrated Planning Framework• Asset Management Plan • Long Term Financial Plan• Workforce Plan• Fleet Management Plan
Strategies • Attract and develop high quality councillors that
are able to lead and articulate the community’s aspirations
• Develop staff leadership through the organisation to assist with accountable decision making
• Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct
• Provide Councillors with high quality and current information for effective decision making
• Develop effective partnerships and strategic alliances to maximise community benefits
• Develop and maintain a Community Strategic Plan that sets long term direction and goals for the future of the Shire
• Develop long term Resourcing Strategy aligned to the Community Strategic Plan
• Develop and review long term asset management and replacement plans
• Maintain and renew Shire assets according to agreed standards
• Ensure the Shire’s financial performance is well managed and leads to a strong financial position
• Ensure information is managed in accordance with statutory requirements and is available for decision making
• Recruit, train and retain high achieving employees• Recognise and reward high achieving employees• Ensure the Shire provides a safe and fair
workplace• Consult and inform employees of key decisions
and issues within the organisation• Provide high quality customer and community
focussed services and programs across the organisation
• Communicate effectively with the community and promote the Shire’s positive image
• Foster a culture of innovation and continuous improvement
• Ensure Shire services and processes meet or exceed customer needs and recognised industry standards
• Effectively measure our success and progress to a sustainable future
• Report on our success and sustainability to the community and stakeholders
• Develop indicators and measure the performance of the Shire and the success in achieving its vision
Key Services • Councillors• Executive Office• Executive administration and governance• Marketing and iconic event support• Human resources management• Corporate Planning• Occupational health and safety management• Customer Service• Department of Transport agency• Records management• Information and communication technology• Workshop• Corporate management• Financial management• Asset management• Building management• Workforce management• Risk management
Key Projects• Election of Councillors• Review of Corporate policies• Community and Corporate Planning Management • Asset Management Plan review• Long Term Financial Plan review• Workforce Plan review• ICT Strategic Framework• Asset maintenance• Plant and Light Fleet Replacement programs
• Customer Service Charter and Plan review• Recordkeeping Plan review (Completed)• Information Technology upgrades• OHS Program initiatives• Recruitment and training initiatives• Enterprise Agreement negotiation
Challenges• Ability of ratepayers to pay rates• Attracting and retaining skilled staff• Adopting new technologies• Managing growth• Managing increased infrastructure• Ageing workforce• Attracting a diversity of Councillors
Opportunities• Increasing financial ratios• Refined organisation and financial planning
30 31
Linking our goals
Published DocumentsArts and Culture Plan p p
Asset Management Plan NEWp p p p p
Augusta Streetscape Plan 2010 p
Augusta Townsite Strategy p
Biodiversity Incentive Strategy p
Hardy Inlet Water Quality Improvement Plan p
Cape Leeuwin Tourism Precinct Concept Plan p
Capes Region Boating Strategy 2011 p
Capes Regional Economic Development Strategy p
Capital Works Plan 2014-2015 NEWp p p p p
Chapman Brook Action Plan p
Communication Strategy 2008-2013 p
Community Infrastructure Plan p p p
Cowaramup Streetscape Plan p
Community Survey Research Report 2011 p
Crime Prevention and Safety Plan 2007-2010 p p
CSIRO Sustainable Future 2005 p
Culturally Active Communities Policy p p
Disability Access and Inclusion Plan 2014-2016 NEWp p p p
East Margaret River Structure Plan p
Equal Opportunity Plan p
Governance Charter p
Gloucester Park Master Plan p
Integrated Transport Strategy p
Kudardup Hamlet Strategy p
Karridale Hamlet Strategy p
Local Emergency Management Arrangements p
Local Energy Action Plan p p p p p
Local Planning Strategy p
Local Planning Scheme 1 p
Local Profile p p p p p
Local Heritage Inventory 2012 p
Long Term Financial Plan 2014-2024 NEWp p p p p
Local Tourism Strategy p p p
Margaret River Action Plan p
Margaret River Mainstreet Design Improvement p
Margaret River Townsite District Water Management Strategy p
Margaret River Townsite Strategy p
Occupational Health and Safety Plan p
Public Open Space Strategy (DRAFT) 2013 p p p
Redevelopment of Margaret River Townsite 2011 p
Rivermouth to Gas Bay Concept Plans p
Aged Friendly Community Study p
Strategic Waste Management Plan p
Transport Plan p
Wallcliffe Road Streetscape Plan p
Witchcliffe Village Strategy p
Women in Leadership Program 2009-2011 p
Workforce Plan 2013-2017 NEWp p p p p
Youth Plan 2014-2018 NEWp
Organisational DocumentsBusiness Continuity Plan p
Business Excellence Report p
Communications Strategy p
Customer Service Charter p
Customer Service Plan p
Information Community Technology Strategy p
Library Redevelopment Business Plan p
Recordkeeping Plan p
State DocumentsActive Living for All 2012-2016 NEW
p
Integrated Planning and Reporting Advisory Standard 2010 NEWp p p p p
Liveable Neighbourhoods 2008 p
Leeuwin Naturaliste Ridge Statement of Planning Policy 1998 p
Regional Centres Development Plan (SuperTowns) Framework 2011-2012
p p
South West Tourism Development Priorities 2010-2015 p
South West Action Statement 2010 p
State Coastal Planning Policy 2006 p
State Library Framework Agreement 2010-2015 p
State Planning Strategy 2050 p
SD5: Strategic Directions for the WA Sport and Recreation Industry 2011-2015 NEW
p
WA Waste Strategy 2012 p
Business UnitsDirectorate Executive Services p p p
Human Resources p
Governance and Marketing p p p p p
Directorate Corporate and Community Services p p p
Financial Services p
Customer and Information Services p
Community Development and Safety p p p p
Sport and Recreation Services p p
Library Services p p
Directorate Sustainable Development p p p p
Planning and Development Services p p p
Environmental Health Services p p p
Waste Services p p p
Directorate Infrastructure Services p p p p
Assets Services p p
Works p p
Your thoughts
To be known for its unspoilt natural areas, progressive farms and business and happy, healthy local community.
“
” North Point (image courtesy of Paul Gravett)
AcknowledgementsWe would like to thank the people of the Shire of Augusta Margaret River for their participation in the community engagement for the development of this, our Community Strategic Plan 2013 - 2030.
The community engagement process was facilitated by Blue Zoo, and along with the community and key stakeholders, the SuperTown Community Reference Group members also participated. Councillors, management and staff also provided input to the development of the plan.
Your involvement was invaluable, and has provided the vision and direction for the shire over the next twenty years.
References The information in the plan is derived from liaison with key stakeholders and key documents including:• Shire of Augusta Margaret River Community
Engagement Strategy report of 3 May 2012• Margaret River SuperTown Townsite
Growth Plan 2012• Shire of Augusta Margaret River
Local Profile 2012• Shire of Augusta Margaret River
Strategic Community Plan 2011-2021• Community Facilities Plan 2008• Report of Proceedings 2011 Leeuwin
Planning Day 2011• Community Development Plan• Augusta Townsite Strategy 2008• Margaret River Townsite Strategy 2008• CSIRO’s Augusta Margaret River
Sustainable Future Community Workshop Report
Shire of Augusta Margaret RiverMain Administration Office41 Wallcliffe Road (PO Box 61)Margaret River WA 6285
P: 08 9780 5255F: 08 9757 2512Office Hours: Mon to Fri, 9am – 4pmPhone Enquiries: 8am – 4.30pm
Augusta Administration Office66 Allnutt TerraceAugusta WA 6290
P: 08 9780 5660F: 08 9758 0033Office Hours: Mon to Fri, 9am – 4pm(closes for lunch 12pm – 1pm)Phone Enquiries: 8am – 4.30pm
If you are deaf, or have a hearing impairmentor speech impairment, contact us through the National Relay Service:
• TTY users phone 133 677 then ask for 08 9780 5255
• Speak and Listen users phone 1300 555 727 then ask for 08 9780 5255
• Internet relay users connect to the NRS (www.relayservice.com.au) then ask for 08 9780 5255
