Corporate Business Plan 2016 - 2021 · The Corporate Business Plan is a fixed term document providing direction and a road map for the Council to achieve strategies identified in

Corporate Business Plan 2016 - 2021

WelcomeWelcome to our 2016-2021 Corporate Business Plan. This plan outlines the future of the City of Karratha for the next ten years focusing on the development and support of our local community, the growth of our economy and building a sustainable, attractive and exciting place to live, work and play.

[email protected]

City of Karratha, Lot 1083 Welcome Road, PO Box 219, Karratha WA 6714

www.karratha.wa.gov.au

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ContentsWelcome 2

SECTION 1.

Vision, Mission, Values 4

Our Vision 4

Our Mission – Our Purpose 4

Our Values 4

SECTION 2.

Structure of the City 5

Our Organisational Structure 5

SECTION 3.

Integrated Strategic Plan 6

Integrated Strategic Planning Framework Key Elements 6

What is a Corporate Business Plan? 6

Key Essentials of a Corporate Business Plan 6

Corporate Business Plan Review 6

Our Strategic Planning Approach 7

Background 7

Reporting 8

How to Read the Plan 8

SECTION 4.

Four Strategic Themes 9

Theme 1 – Our Community – Diverse and Balanced 10

Theme 2 – Our Economy – Well Managed and Diversified 11

Theme 3 – Our Natural and Built Environment – Thriving and Sustainable 12

Theme 4 – Our Leadership – Responsive and Accountable 13

SECTION 5.

Delivery Plan 14

Assumptions 14

Service Reviews 14

Risk Management 14

Performance Measures 14

SECTION 6.

City Departments 15

Airport Services 16

City Services 17

Community Services 18

Economic Development 19

Executive Services 20

Financial Services 21

Governance and Organisational Strategy 22

Human Resources 23

Information Services 24

Infrastructure Services 25

Marketing and Communications 26

Partnerships and Engagement 27

Planning Services 28

Recreation Facilities 29

Regulatory Services 30

Strategic Projects 31


Our Values

Leadership: We will provide clear direction and inspire people to achieve their full potential.

Teamwork: We will encourage cooperation and teamwork within and between our employees and our community stakeholders.

Integrity: We will act in an honest, professional, accountable and transparent manner.

Innovation: We will encourage creativity, innovation and initiative to achieve Council’s vision.

Our VisionAustralia’s most liveable regional city.

Our Mission – Our PurposeTo provide community leadership and excellent local government services in an innovative and efficient manner to enhance our City’s social, cultural, economic and environmental wellbeing.

SECTION 1.

Vision, Mission, Values


SECTION 2.

Structure of the CityOur Organisational StructureThe City offers a number of core services essential to providing support and infrastructure in our communities.

Staff are employed by the City of Karratha in varying capacities to deliver services across the City. Our structure is tabled below.

COUNCIL COUNCIL

CHIEF EXECUTIVE OFFICER

DEVELOPMENT SERVICES

STRATEGIC PROJECTS AND INFRASTRUCTURE

COMMUNITY SERVICES

CORPORATE SERVICES

Planning Services City Services Community Services Financial Services

Regulatory Services Airport Services Recreation Services Governance and Organisational Strategy

Economic Development Strategic Projects Partnerships and Engagement Human Resources

Infrastructure Marketing and Communications

Information Services


SECTION 3.

Integrated Strategic PlanAll local governments in Western Australia are required to plan for the future under Section 5.56(1) of the Local Government Act 1995. The regulations that govern the integrated strategic planning framework require all local governments in Western Australia to develop and adopt a Strategic Community Plan, driven by a robust Community Engagement Strategy, and a Corporate Business Plan.

The Department of Local Government provides an Integrated Planning and Reporting Framework to assist local governments in meeting their strategic planning responsibilities, which includes establishment of a successful integrated strategic planning process.

The Strategic Planning Framework outlines the method to achieve a sustainable local government through adopting a holistic approach to planning and reporting.

It involves improving integration of various statutory planning and reporting processes undertaken by the local government through streamlining business and reporting processes with the involvement of the community.

Integrated Strategic Planning Framework Key ElementsThe Integrated Strategic Planning Framework consists of the following elements:

1. Strategic Community Plan 10 year plan

2. Corporate Business Plan 4 to 5 year plan, reviewed annually through an Operational Plan

3. Annual Budget 1 year plan, reviewed annually

4. Informing Strategies Including Long Term Financial Plan, Asset Management Plan and Workforce Plan

5. Annual Report Report published each year to report to the Community the overall progress of the Community Strategic Plan and the Operational Plan

What is a Corporate Business PlanThe Corporate Business Plan details the programs and services Council will undertake over a five year period to achieve the objectives of the Strategic Community Plan.

The Corporate Business Plan is a fixed term document providing direction and a road map for the Council to achieve strategies identified in the Strategic Community Plan. It is an internal business planning document identifying key priorities for five years.

Key Essentials of a Corporate Business PlanUnder the guidelines, it is essential that the Strategic Community Plan:

• Is for a minimum of 4 years.

• Identifies and prioritises the principal strategies and activities the council will undertake in response to the aspirations and objectives stated in the Strategic Community Plan.

• States the services and programs that a local government will deliver over the period of the plan, the method for delivering these and the associated cost.

• References resourcing considerations such as asset management plans, finances and workforce plans.

• Is adopted by Council by absolute majority.

Regulations also require that:

• Notice has been given to the public when the Corporate Business Plan is adopted (or modified).

• The Corporate Business Plan is reviewed annually. This is because it is the main ‘driver’ for the local government’s annual budget.

Corporate Business Plan ReviewCouncil will review the Corporate Business Plan each year when preparing the annual Operational Plan with the Chief Executive Officer ensuring that progress reports are provided to Council with respect to activities detailed in the Corporate Business Plan, at six monthly intervals.

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Our Strategic Planning Approach

BackgroundThe Department of Local Government has provided an Integrated Planning and Reporting Framework to assist local governments in meeting their strategic planning responsibilities, which includes the establishment of a successful integrated strategic planning process.

The following outcomes are expected to be realised from local government undertaking robust integrated strategic planning:

• There is a long term strategic community plan that clearly links the community’s aspirations with Council’s vision and long term strategy;

• A Corporate Business Plan that integrates resourcing plans and specific council plans with the Strategic Community Plan; and

• A clearly stated vision for the future viability of the City.

Long Term Financial Plan

STRATEGIC COMMUNITY PLAN

CORPORATE BUSINESS PLAN

OPERATIONAL PLAN

ANNUAL REPORT

Asset Management

Plan

Workforce Plan

Themes Goals

Outcomes Our Response

Strategic Priorities

Actions Projects Budgets

Ongoing Monitoring and Review

INFORMING STRATEGIES

STRATEGIC COMMUNITY PLAN

CORPORATE BUSINESS PLAN

OUR RESPONSE How the City will achieve outcomes (10 Year focused strategies)

OPERATIONAL PLAN

ACTIV IT IES AND PR IORIT IESWhat we will do over the 5 years (Actions)

ANNUAL BUDGET


ReportingThe progress reports on the Operational Plan will be provided to the Council on a quarterly basis. The Operational Plan is used to review and update the five year focused Corporate Business Plan. Council will review the Corporate Business Plan each year when preparing the annual Operational Plan.

The Annual Report provides a summary of Council’s performance and achievements each year on its journey to achieve its stated aspirations.

How To Read The PlanThe Corporate Business Plan:

• Addresses directly the outcomes and responses contained within the Strategic Community Plan and identifies specific activities that Council will undertake over the next five years;

• Is informed by financial, asset management and workforce strategies to allow strategic priorities to be set and delivered within resourcing capabilities;

• Addresses the full range of Council’s Service Units;

• Allocates responsibilities for each project and action within programs and services;

• Includes a method of assessment to determine the effectiveness of each program in achieving its stated priorities.

Our Response - outline what Council and its partners can do towards achieving the identified outcomes. Council will assume a number of different roles at different times to achieve its primary aspiration, with those roles include being a provider, partner, funder, regulator, monitor, facilitator and advocator on behalf of the City of Karratha community.

Our Programs – identify specific activities that the Council will undertake over the next five years to achieve the outcomes outlined in the Strategic Community Plan through the strategies described under “Our Response” as an organisation.

Multiple Layout – the Corporate Business Plan provides the linkages to the Strategic Community Plan in two ways for clarity, one directly and the other one under the service unit responsible for the delivery of the program.

Five Year Budget – under each program is a five year budget.


The Strategic Community Plan 2016-2026 is built around a Quadruple Bottom Line approach under the four strategic themes. It outlines those things the community would like to see happen in the future as a priority, termed as Outcomes. The Council responds to achieving these aspirations by developing a set of strategies over the next 10 years outlined under the four strategic themes:

SECTION 4.

Four Strategic Themes

• Our Community Diverse and Balanced;

• Our Economy Well Managed and Diversified;

• Our Natural and Built Environment Thriving and Sustainable; and

• Our Leadership Responsive and Accountable.

Although these four strategic themes remain largely unchanged from the previous version of the Strategic Community Plan, a more evenly spread emphasis has been placed on these themes than has previously been the case with the listed goals and responses reflecting the Council and the community’s desire to see meaningful action and results in each key theme area.


STRATEGIC COMMUNITY PLAN (2021 – 2026) CORPORATE BUSINESS PLAN (2016 – 2021)

OUR OUTCOMES OUR RESPONSE OUR PROGRAMS AND SERVICES

1.aQuality Community Facilities

1.a.1 A full range of city-standard facilities and community infrastructure are provided

1.a.1.1 Civil Infrastructure Works Construction and Maintenance

1.a.1.2 Parks and Gardens Maintenance

1.a.1.3 Statutory Planning

1.a.1.4 Airport Facility Management

1.a.1.5 Building Maintenance Services

1.a.1.6 Community Projects

1.a.1.7 Recreation Facility Management

1.a.1.8 Sports Fields and Grounds Management

1.a.1.9 Cossack Townsite Management

1.a.2 Future facility needs are planned for and developed in line with industry best practice

1.a.2.1 Technical Drafting and Engineering Services

1.a.2.2 Infrastructure Project Management

1.a.2.3 Community Facility Management

1.a.2.4 Community Projects

1.a.2.5 Strategic Project Management

1.a.2.6 Airport Compliance Administration

1.a.3 Collaborative long term relationships are in place to fund and operate facilities 1.a.3.1 Management of Government and Industry

Partnerships

1.bImproved Community Safety

1.b.1 High quality environmental design is employed to prevent crime 1.b.1.1 Community Safety Management

1.b.2 The community is educated and engaged in crime prevention and community safety

1.b.2.1 Regulatory Services.

1.b.2.2 Swimming Pool Audits

1.b.3 Safe environments are established through effective programs and partnerships with enforcement agencies 1.b.3.1 Safer Communities Partnership

1.c Accessible Services

1.c.1 Best practice community engagement methods are employed to determine community needs

1.c.1.1 Communication Services

1.c.1.2 Community Engagement

1.c.2 Public services are accessible and affordable

1.c.2.1 Library Services

1.c.2.1 Youth Services

1.c.2.3 Disability Access and Inclusion

1.c.3 Partnerships are established with key stakeholders to deliver services

1.c.3.1 Club Development

1.c.3.2 Airport Facility Management

1.d Healthy Residents

1.d.1 Residents are empowered to enhance their health and wellbeing 1.d.1.1 Fitness and Wellbeing Programs

1.d.2 Programs and services that improve community wellbeing are developed and promoted

1.d.2.1 Arts and Culture Programs

1.d.2.2 Medical Services Equalisation Scheme

1.d.2.3 Planning Compliance

1.d.2.4 Ranger Services

1.d.2.5 Cyclone and Bushfire Inspection Program

1.d.2.6 Pest Control Program

1.d.2.7 Environmental Health Services

1.e Recognition of Diversity

1.e.1 Diversity in the region is highlighted and celebrated 1.e.1.1 Arts and Culture Event Programming

1.e.2 The City is recognised as a leader in engaging with and supporting culturally diverse groups 1.e.2.1 Community Engagement

1.f Connected Communities

1.f.1 Social interaction is fostered across the community

1.f.1.1 Civic Events Programming

1.f.1.2 Social Media Monitoring

1.f.1.3 Strategic Land Use Planning

1.f.2 New technologies are employed to connect communities

1.f.2.1 Website Content Management

1.f.2.2 Economic Development

1.f.2.3 Communication Services

Theme 1 Our Community Diverse and Balanced

Our Goal: To create safe, healthy and liveable communities


Theme 2 Our Economy Well Managed and Diversified

Our Goal: To attract diverse and sustainable business and employment opportunities



2.a Diverse Industry

2.a.1 Key industry and business groups are partners in advocacy 2.a.1.1 Small and Medium Enterprise Development

2.a.2 Business opportunities are highlighted and promoted

2.a.2.1 Business Attraction and Retention

2.a.2.2 Tourism Engagement and Promotion

2.a.2.3 Review and Update Statutory Planning Policies

2.a.3 Local procurement is prioritised internally and promoted externally 2.a.3.1 Governance of Procurement Processes

2.bReduce business costs

2.b.1 Red tape is minimised in line with leading business-friendly local governments 2.b.1.1 Development Services

2.c

Good infrastructure to support business investment

2.c.1 Serviced land is prepared and available for a variety of new enterprise purposes 2.c.1.1 Strategic Land Use Planning

2.c.2 Public private partnerships are in place for the development of key infrastructure

2.c.2.1 Management of Strategic Infrastructure Projects

2.c.2.2 Development and Implementation of Strategic Partnerships

2.c.2.3 Treasury and Investment Management

2.d Role clarity

2.d.1 Local business leadership is identified, supported and enhanced 2.d.1.1 Economic Development

2.d.2 A strong reputation as a business destination is established

2.d.2.1 Business Attraction and Retention

2.d.2.2 Marketing Services




3.a

Appropriately managed natural assets

3.a.1 Biodiversity values are recognised and protected 3.a.1.1 Environmental Planning

3.a.2 Natural assets are well-managed and promoted

3.a.2.1 Ranger Services

3.a.2.2 Statutory Planning Compliance

3.a.2.3 Drainage Maintenance

3.a.3 An inclusive approach to management of natural assets is employed, including with traditional owners

3.a.3.1 Strategic Land Use Planning

3.a.3.2 Foreshore Management

3.a.3.3 Infrastructure Project Management

3.bGreater energy efficiency

3.b.1 Energy efficiency of Council assets is continuously improving

3.b.1.1 Procurement Services

3.b.1.2 Maintenance of City Buildings

3.b.2 Sustainable energy sources and providers are actively sought and partnered 3.b.2.1 Strategic Projects

3.b.3 The City is a leader in promoting energy efficiency to the community 3.b.3.1 Marketing and Communication Services

3.c

Improved recycling and waste management

3.c.1Investigate and implement new waste management technologies to improve resource recovery and recycling outcomes

3.c.1.1 Waste Facility Management

3.c.2 Enhance community use of waste and recycling facilities through promotional activities.

3.c.2.1 Kerbside (Household) Waste Collection Service

3.c.2.2 Commercial Waste Collection Service

3.c.2.3 Recycling Programs

3.c.2.4 Waste Transfer Station

3.c.2.5 Operate 7 Mile Tip Shop

3.d

Sustainable use and management of resources

3.d.1 Efficiency of electrical usage is continually improving3.d.1.1 Energy Use Management

3.d.1.2 Building Maintenance

3.d.2 Efficiency of water usage is continually improving

3.d.2.1 Water Use Management

3.d.2.2 Infrastructure Project Management

3.d.2.3 Parks and Gardens Maintenance

3.eAttractive built environment

3.e.1 Good citizenship and pride in the City is fostered and encouraged 3.e.1.1 Community Safety Management

3.e.2 Property owners are partners in creating an attractive built environment

3.e.2.1 Abandoned Vehicle Removal Program

3.e.2.2 Heritage Sites Management

3.e.2.3 Building Control Services

3.e.2.4 Strategic Land Use Planning

Theme 3Our Natural and Built Environment Thriving and Sustainable

Our Goal: To protect our natural and built environment




4.aRaised profile of the City

4.a.1 A strong position and identity in national and statewide media is achieved 4.a.1.1 Marketing Services

4.a.2 Established as the leading local government area in the region

4.a.2.1 Integrated Strategic Planning

4.a.2.2 Council Support

4.a.2.3 Occupational Health & Safety Compliance

4.a.2.4 Legal and Legislative Support

4.a.2.5 Records Management

4.a.2.6 Agenda and Minutes Preparation

4.b

Continuous improvement and innovation

4.b.1 An environment that supports continuous improvement and innovation is well established 4.b.1.1 Business Improvement Program

4.b.2 Technology is employed to enhance service delivery

4.b.2.1 Website Content Management

4.b.2.2 Enterprise Systems and Architecture

4.b.2.3 Software Management

4.b.3 A highly qualified staff of leading local government practitioners is maintained

4.b.3.1 Recruitment Services

4.b.3.2 Management of Employee Relations

4.b.3.3 Learning and Development Programs

4.b.3.4 Staff Housing Co-ordination

4.b.3.5 Performance Management

4.b.3.6 Payroll Services

4.c Financial Sustainability

4.c.1 Recognised as a leader in local government financial management

4.c.1.1 Management Accounting Services

4.c.1.2 Asset Management Services

4.c.1.3 Contract Administration

4.c.1.4 Process Accounts Receivable and Accounts Payable

4.c.1.5 Insurance Claims Processing

4.c.1.6 Fleet and Plant Management

4.c.2 Long term planning is employed to ensure financial sustainability 4.c.2.1 Long Term Financial Planning

4.c.3 A suite of sustainable revenue sources funding Council activities

4.c.3.1 Property Rating Services

4.c.3.2 Treasury Services

4.d

Strong partnerships and indigenous relations

4.d.1 Robust partnerships are in place with key indigenous groups 4.d.1.1 Indigenous Partnerships

4.d.2 Industry and government are effectively engaged to collaborate on shared value projects

4.d.2.1 Development and Management of Industry Partnerships

4.d.2.2 Government and Industry Advocacy Programs

4.e

Services that meet community needs

4.e.1 Services to our community area are socially responsible and financially sustainable

4.e.1.1 Customer Service

4.e.1.2 Corporate Governance Support

4.e.1.3 Risk Management

4.e.1.4 Lease Administration

4.e.1.5 Statutory Planning

4.e.2 Service levels are determined by evidence based analysis of community needs

4.e.2.1 Publications and Media Notices

4.e.2.2 Communication Services

4.e.3 Reviews of service levels and standards are regularly undertaken 4.e.3.1 Organisational Strategy

Theme 4 Our Leadership Responsive and Accountable

Our Goal: To provide accessible, transparent and responsive leadership


SECTION 5.

Delivery PlanAssumptionsIn satisfying the outcomes of the Strategic Community Plan, Council undertakes a rigorous review of its long term financial plan, asset management plan and resourcing strategies.

Assumptions are made based on various scenarios arising that are debated and agreed upon in the lead up to the adoption of the annual budget. Consideration is given to the varied political and environmental influences impacting the City and its community that includes future planning and ensuring sustainable and prudent financial management practices are applied to minimise cost burdens on the community where possible.

These informing strategic documents are updated annually based on noted assumptions contained within the documents to ensure that the key priorities are current and reflect community views and attitudes towards strategic development and growth of the City of Karratha.

Service ReviewsService reviews were instigated in August 2015 where each City Department has been undertaking a critical analysis of its operations to:

• identify opportunities for streamlining services,

• improve service delivery to meet changing community needs,

• expand income streams,

• reduce costs where there are inefficiencies or wastage,

• introducing technological advances where it’s considered beneficial for the organisation, and

• develop partnerships with public or private parties to ensure sustainable and properly resourced service delivery.

Recommendations submitted to the Executive team are considered. Whilst many recommendations may be operational adjustments, any variations to strategic direction and service delivery are escalated for Council consideration. As a result of deliberations, long term financial plans and workforce plans are adjusted accordingly to reflect new initiatives and endorsed changes.

Organisational service reviews will be conducted every five years to ensure that services continue to be aligned with community standards and aspirations. Departments that are experiencing greater change as a result of community demand may be reviewed more frequently.

Risk ManagementPriorities and services of the City are constantly assessed to ensure that any associated risks to an activity is adequately managed and reported.

Regular reviews and monitoring of operational risks, strategic risks and project risks, where applicable, is carried out to ensure internal controls are in place to contain and minimise risks to the City. Internal audits are carried out to ensure that controls remain effective and reliable. Risks are to be kept at acceptable tolerance levels.

Where levels of risk are unacceptable, these matters are reassessed by the Executive and further reported to Council if they are to materially impact strategic projects and development.

Performance MeasuresKey performance measures are established for each City Department and reported on a quarterly or annual basis.

These measures ensure that the Programs and Services provided by the City are in keeping with Our Response to the Strategic Community Plan.

Reporting of the City’s performance is through quarterly Ordinary Council Meeting reports and the Annual Report.

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SECTION 6.

City DepartmentsThe Corporate Business Plan highlights that a total of 120 Programs and Services are necessary across the City Departments to carry out 129 Projects and Actions in an effort to respond to the Strategic Community Plan.68 Key Performance Measures have been established to monitor the performance and progress of the City to ensure high standards of service delivery are being attained.

Our Community Diverse and Balanced

Our Economy Well Managed and diversified

Our Natural and Built Environment

Thriving and Sustainable

Our Leadership Responsive and Accountable

Number of Programs

/Services 43

Number of Programs

/Services 13

Number of Programs

/Services 27

Number of Programs

/Services 37

Number of Projects /Actions

52

Number of Projects/

Actions 16

Number of Projects/

Actions 32

Number of Projects /Actions

29

Number of Key

Performance Measures

25

Number of Key


6

Number of Key


10

Number of Key


27


AIRPORT SERVICES

DIRECTORATE Strategic Projects and Infrastructure Services

SERVICE AREAS Airport Compliance, Airport Administration, Commercial Activities and Airport Operations

OUR PROGRAMS / SERVICES 2016/17 2017/18 2018/19 2019/20 2020/21

1.a.1.4 Airport Facility Management P P P P P1.a.2.6 Airport Compliance Administration P P P P P1.c.3.2 Airport Facility Management P P P P P4.e.1.4 Lease Administration P P P P P

PROGRAM INDICATORS REPORTING KPI TARGET

1.a.1.4a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Airport Services Q3 Only + 2% gap improvement

3.b.2.1a Reduction in power consumption by using alternative energies Quarterly 30% reduction

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 26,495 27,025 29,076 30,819 32,328

Grants 0 0 0 0 0

Total Revenues 26,444 27,025 29,076 30,819 32,328

Total Expenses from Ordinary Activities (13,799) (14,129) (14,467) (14,814) (15,170)

Operating Surplus / (Deficit) 12,695 12,896 14,609 16,005 17,158

CAPITAL BUDGET:

Reserves 1,531 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0

Total Capital Funding 1,531 0 0 0 0

Renewals (887) (2,345) (2,266) (1,009) (2,035)

New Assets (45) (1,819) (3,093) (4,819) (2,510)

Asset Expansion / Upgrade (2,638) (110) (89) (560) (169)

Loan Repayments 0 0 0 0 0

Total Capital Expenditure (3,570) (4,274) (5,449) (6,388) (4,714)

WORKFORCE PLAN 2016/17 (FTE)

2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Airport Manager 1 1 1 1 1

Office Administration 3 3 3 3 3

Airport Compliance 1 1 1 1 1

Airport Assets and Contacts 1 1 1 1 1

Airport Commercial 2 2 2 2 2

Airport Operations 6 6 6 6 6

14 14 14 14 14


CITY SERVICES


SERVICE AREASWaste Administration, Transfer Site Operations at 7 Mile and Wickham, Household Rubbish and Recycling, Building Maintenance, Fleet and Plant


1.a.1.5 Building Maintenance Services P P P P P3.b.1.2 Maintenance of City Buildings P P P P P3.c.1.1 Waste Facility Management P P P P P3.c.2.1 Kerbside (Household) Waste Collection Service P P P P P3.c.2.2 Commercial Waste Collection Service P P P P P3.c.2.3 Recycling Programs P P P P P3.c.2.4 Waste Transfer Station P P P P P3.c.2.5 Operate 7 Mile Tip Shop P P P P P3.d.1.2 Building Maintenance P P P P P4.c.1.6 Fleet and Plant Management P P P P P


1.a.1.5a Ensure all contracted work is completed within agreed time frames in accordance with the requirements of their contracts. Quarterly 94%

1.a.1.5b Maintain or improve a positive gap between performance and importance in Annual Community Survey for Public Toilets Q3 Only + 5% gap improvement

3.c.2.1a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Kerbside Waste Collections Services Q3 Only +10% gap improvement

3.c.2.3a Percentage of green waste diverted from landfill Quarterly 95%

3.c.2.3b Percentage of residential waste diverted from landfill Quarterly 40%

3.c.2.4a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Tip Services Q3 Only 0% gap improvement

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 10,215 10,420 11,205 11,873 12,451

Grants 0 0 0 0 0

Total Revenues 10,215 10,420 11,205 11,873 12,451



CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0

Total Capital Funding 0 0 0 0 0

Renewals (2,076) (2,837) (5,928) (4,474) (2,369)

New Assets 0 0 0 0 0

Asset Expansion / Upgrade 0 0 0 0 0




2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Waste Services 1 1 1 1 1

Waste Office Administration 2 2 2 2 2

Waste Operations 22 22 22 22 22

Fleet and Plant Administration 3 3 3 3 3

Fleet and Plant Mechanics 4 4 4 4 4

Building Maintenance Coordinator 1 1 1 1 1


WORKFORCE PLAN (cont) 2016/17 (FTE)

2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Building Maintenance Administration 2 2 2 2 2

Maintenance Handyperson 1 1 1 1 1

Cleaning Staff 14 14 14 14 14

52 52 52 52 52

COMMUNITY SERVICES

DIRECTORATE Community Services

SERVICE AREAS Library and Children’s Services, Youth Services and Arts and Culture


1.c.2.1 Library Services P P P P P1.c.2.3 Community Facility Management P P P P P1.c.2.2 Youth Services P P P P P1.d.2.1 Arts and Culture Programs P P P P P1.e.1.1 Arts and Culture Events Programming P P P P P1.f.1.1 Civic Events Programming P P P P P


1.c.2.1a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Library Services Q3 Only + 5% gap improvement

1.c.2.2a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Youth Services Q3 Only 0% gap improvement

1.d.2.1a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Arts and Culture Q3 Only 0% gap improvement

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 1,688 1,727 1,802 1,870 1,934

Grants 12,792 10,292 10,292 292 292

Total Revenues 14,480 12,019 12,094 2,162 2,226


Operating Surplus / (Deficit) 7,973 5,319 5,195 (4,943) (5,090)

CAPITAL BUDGET:

Reserves 5,711 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0




Total Capital Expenditure 0 0 0 0 0


2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Community Services 1 1 1 1 1

Library and Children’s Services 10.8 10.8 11.3 11.3 11.3

Youth Services 8 8 8 8 8

Arts and Culture 4 5 5 5 5

23.8 24.8 25.8 25.8 25.8


ECONOMIC DEVELOPMENT

DIRECTORATE Development Services

SERVICE AREAS Economic Development, Business Attraction and Retention, Tourism


1.f.2.2 Economic Development P P P P P2.a.1.1 Small and Medium Enterprise Development P P P P P2.a.2.1 Business Attraction and Retention P P P P P2.a.2.2 Tourism Engagement and Promotion P P P P P2.d.1.1 Economic Development P P P P P2.d.2.1 Business Attraction and Retention P P P P P


2.a.2.1a Number of businesses registered with ABN within the City Quarterly 550

2.a.2.2a Number of tourists visiting the City Quarterly

Q1: 25,000 visits Q2: 5,000 visits Q3: 3,000 visits Q4: 17,000 visits

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 0 0 0 0 0

Grants 0 0 0 0 0

Total Revenues 0 0 0 0 0

Total Expenses from Ordinary Activities (969) (994) (1,021) (1,047) (1,074)

Operating Surplus / (Deficit) (969) (994) (1,021) (1,047) (1,074)

CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0






2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Business Engagement Coordinator 1 1 1 1 1

1 1 1 1 1


EXECUTIVE SERVICES

DIRECTORATE Executive Services

SERVICE AREAS Council Administration and Executive Support


2.c.2.2 Development and Implementation of Strategic Partnerships P P P P P4.a.2.2 Council Support P P P P P4.a.2.6 Agenda and Minutes Preparation P P P P P4.d.2.1 Development and Management of Industry Partnerships P P P P P4.d.2.2 Government and Industry Advocacy Programs P P P P P


BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0


Grants 0 0 0 0 0



Operating Surplus / (Deficit) (1,780) (1,832) (1,885) (1,940) (1,997)

CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0






2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Chief Executive Officer 1 1 1 1 1

Executive Assistant to Mayor and CEO 1 1 1 1 1

Director Corporate Services 1 1 1 1 1

Director Community Services 1 1 1 1 1

Director Development Services 1 1 1 1 1

Director Strategic Projects and Infrastructure 1 1 1 1 1

Department Administration Officers 4 4 4 4 4

10 10 10 10 10


FINANCIAL SERVICES

DIRECTORATE Corporate Services

SERVICE AREAS Financial Accounting, Management Accounting, Rating and Asset Management


2.c.2.3 Treasury and Investment Management P P P P P3.b.1.1 Procurement Services P P4.c.1.1 Management Accounting Services P P P P P4.c.1.2 Asset Management Services P P P P P4.c.1.4 Process Accounts Receivable and Accounts Payable P P P P P4.c.1.5 Insurance Claims Processing P P P P P4.c.2.1 Long Term Financial Planning P P P P P4.c.3.1 Property Rating Services P P P P P4.c.3.2 Treasury Services P P P P P


4.c.1.1a Improve Financial Health Indicator as reported on the state governments MyCouncil website. Annual 90%

4.c.1.1b Maintain or improve a positive gap between performance and importance in Annual Community Survey for Financial Responsibility Q3 Only 0% gap improvement

4.c.1.2a Condition of assets are optimised based on service level requirements as measured by the Asset Consumption Ratio Annual 75%

4.c.1.2b Ensure asset renewals and replacements are managed sustainably as measured by the Asset Sustainability ratio Annual 95%

4.c.1.2c Achieving the objectives of the National Asset Management Framework (benchmarking) Annual 65%

4.c.1.4b Collect payment from all invoices within Council's Terms of Trade of 40 days (excluding Grants, Contributions, Donations & Sponsorship) Quarterly 80%

4.c.1.4b Ensure supplier invoices are paid within Terms of Trade Quarterly 85%

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 41,905 43,330 46,623 49,420 51,842

Other Revenue 3,983 3,997 4,044 4,085 4,120

Grants 3,449 3,453 3,451 3,454 3,461

Total Revenues 49,337 50,780 54,118 56,959 59,423

Total Expenses from Ordinary Activities (215) (158) (98) (33) 35


CAPITAL BUDGET:

Reserves 4,050 0 0 0 0

Grants 12 8 10 7 0

Revenue 63 65 66 68 70


Renewals (510) (123) (126) (129) (684)

New Assets (41,391) (28,543) (6,332) 0 0

Asset Expansion / Upgrade 0 0 0 (1,077) (1,104)

Loan Repayments (63) (65) (66) (68) (70)



2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Financial Services / CFO 1 1 1 1 1

Asset Management Officer 1 1 1 1 1

Management Accounting 4 4 4 4 4

Financial Accounting 8.25 8.25 8.25 8.25 8.25

14.25 14.25 14.25 14.25 14.25


GOVERNANCE AND ORGANISATIONAL STRATEGY


SERVICE AREAS Customer Service, Governance and Organisational Strategy


2.a.3.1 Governance of Procurement Processes P P P P P4.a.2.1 Integrated Strategic Planning P P P P P4.a.2.2 Council Support P P P P P4.a.2.4 Legal and Legislative Support P P P P P4.b.1.1 Business Improvement Program P P P P P4.c.1.3 Contract Administration P P P P P4.e.1.1 Customer Service P P P P P4.e.1.2 Corporate Governance Support P P P P P4.e.1.3 Risk Management P P P P P4.e.1.4 Lease Administration P P P P P4.e.3.1 Organisational Strategy P P P P P


2.a.3.1a Percentage of invoices paid to local businesses Quarterly 50%

4.b.1.1a Percentage of documented processes in Promapp that are overdue in their reviews Quarterly < 10%

4.e.1.1a Percentage of incoming phone calls serviced by the Customer Service team Quarterly 20%

4.e.1.1b Maintain or improve a positive gap between performance and importance in front counter interactions with public through Customer Service Surveys Q3 Only 0% gap improvement

4.e.1.2a Measure the percentage of compliant responses to the annual Compliance Audit Return Annual 100%

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0


Grants 0 0 0 0 0




CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0






2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Governance and Organisational Structure 1 1 1 1 1

Governance Team 3 3 3 3 3

Customer Service Team 3.4 3.4 3.4 3.4 3.4

7.4 7.4 7.4 7.4 7.4


HUMAN RESOURCES


SERVICE AREASHuman Resources Administration, Recruitment, Training, Performance Management, Occupational Health and Safety and Payroll Services


4.a.2.3 Occupational Health & Safety Compliance P P P P P4.b.3.1 Recruitment Services P P P P P4.b.3.2 Management of Employee Relations P P P P P4.b.3.3 Learning and Development Programs P P P P P4.b.3.4 Staff Housing Co-ordination P P P P P4.b.3.5 Performance Management P P P P P4.b.3.6 Payroll Services P P P P P4.c.1.5 Insurance Claims Processing P P P P P


4.a.2.3a Number of OHS inspections completed per annum Annual 204

4.a.2.3b Reduce number of lost time injuries Quarterly 9.7

4.a.2.3c Number of workers compensation claims per annum Annual 0

4.b.3.1a Number of indigenous staff employed Quarterly 8

4.b.3.2a Percentage reduction in staff turnover Quarterly 25%

4.b.3.2b Average number of unplanned hours leave (absenteeism) taken by each employee per annum. Quarterly 40

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 400 408 439 466 489

Grants 0 0 0 0 0

Total Revenues 400 408 439 466 489



CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals (500) (533) (546) (560) (574)


Asset Expansion / Upgrade 0 0 0 (2,154) 0


Total Capital Expenditure (500) (533) (546) (2,714) (574)


2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Human Resources 1 1 1 1 1

Occupational Health and Safety Officer 1 1 1 1 1

Recruitment Officer 1 1 1 1 1

HR Officers 2 2 2 2 2

HR Support Officer 1 1 1 1 1

Payroll Officer 0.5 0.5 0.5 0.5 0.5

Housing Officer 0.5 0.5 0.5 0.5 0.5

7 7 7 7 7


INFORMATION SERVICES


SERVICE AREAS Information Technology Services and Records Management Services


4.a.2.5 Records Management P P P P P4.b.2.1 Website Content Management P P P P P4.b.2.2 Enterprise Systems and Architecture P P P P P4.b.2.3 Software Management P P P P P


4.a.2.5a Process incoming correspondence into the records management system within 24 hours of receipt Quarterly 90%

4.b.2.2a Minimise unscheduled down time for all public interfacing systems Quarterly 100%

4.e.1.1f Correspondence to be acknowledged within agreed time frames Quarterly 100%

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0


Grants 0 0 0 0 0




CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0






2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Information Technology 1 1 1 1 1

Information Technology Team 4 4 4 4 4

Records Management Team 2.4 2.4 2.4 2.4 2.4

7.4 7.4 7.4 7.4 7.4


INFRASTRUCTURE SERVICES


SERVICE AREAS Work Crew Construction and Maintenance Operations, Parks and Gardens, Technical Services and Depot Services


1.a.1.1 Civil Infrastructure Works Construction and Maintenance P P P P P1.a.1.2 Parks and Gardens Maintenance P P P P P1.a.2.1 Technical Drafting and Engineering Services P P P P P1.a.2.2 Infrastructure Project Management P P P P P3.a.2.3 Drainage Maintenance P P P P P3.a.3.2 Foreshore Management P P P P P3.a.3.3 Infrastructure Project Management P P P P P3.d.2.2 Infrastructure Project Management P P P P P3.d.2.3 Parks and Gardens Maintenance P P P P P


1.a.1.1a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Footpaths and Cycleways Q3 Only +3% gap improvement

1.a.1.1b Maintain or improve a positive gap between performance and importance in Annual Community Survey for Local Roads Q3 Only 0% gap improvement

1.a.1.2a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Parks, Gardens and Open Spaces Q3 Only +1% gap improvement

1.a.1.2a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Streetscapes Q3 Only +2% gap improvement

1.a.1.8a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Sports Fields Q3 Only +7% gap improvement

3.a.3.1a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Tracks and Trails Q3 Only +5% gap improvement

3.a.3.2a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Foreshore and Beach Amenity Q3 Only +5% gap improvement

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 484 495 512 528 543

Grants 2,571 1,697 1,845 1,734 1,777

Total Revenues 3,055 2,192 2,327 2,262 2,320



CAPITAL BUDGET:

Reserves 2,972 0 0 0 0

Grants 2,200 1,529 1,381 1,492 1,449

Revenue 0 0 0 0 0

Total Capital Funding 5,172 1,529 1,381 1,492 1,449

Renewals (5,261) (5,891) (4,322) (4,277) (6,802)

New Assets (5,793) (3,105) (9,351) (2,114) (2,428)

Asset Expansion / Upgrade (2,425) (3,316) (1,209) (873) (1,475)




2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Infrastructure Services 1 1 1 1 1

Administration 1 1 1 1 1

Project Officer 1 1 1 1 1

Operations 17 17 17 17 17

Technical Services 5 5 5 5 5

Parks and Gardens 19 19 19 19 19

Depot Services 5 5 5 5 5

49 49 49 49 49


MARKETING AND COMMUNICATIONS


SERVICE AREAS Website Content Management and Social Media monitoring, Publications and Public Notices


1.c.1.1 Communication Services P P P P P1.f.1.2 Social Media Monitoring P P P P P1.f.2.1 Website Content Management P P P P P1.f.2.3 Communication Services P P P P P2.d.2.2 Marketing Services P P P P P3.b.3.1 Marketing and Communication Services P P P P P4.a.1.1 Marketing Services P P P P P4.e.2.1 Publications and Media Notices P P P P P4.e.2.2 Communication Services P P P P P


1.f.1.2a Number of Facebook engagements (likes, comments or shares) per quarter Quarterly 3,500 weekly av

4.a.1.1a Number of successfully placed national stories Quarterly 1

4.a.1.1b Percentage of media releases picked up by the local media Quarterly 100%

4.e.2.2a Increase in overall community satisfaction score through the annual community survey Annual 68%

4.e.2.2b Statistically relevant number of participants in annual community survey Annual 1,500

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0


Grants 0 0 0 0 0


Total Expenses from Ordinary Activities (590) (609) (628) (648) (669)

Operating Surplus / (Deficit) (590) (609) (628) (648) (669)

CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0






2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Marketing and Communications 1 1 1 1 1

Communications Officers 2 2 2 2 2

Graduate Communications Officer 1 1 1 1 1

4 4 4 4 4


PARTNERSHIPS AND ENGAGEMENT


SERVICE AREAS Community Engagement, Partnerships and Community Projects


1.a.1.6 Community Projects P P P P P1.a.2.4 Community Projects P P P P P1.a.3.1 Management of Government and Industry Partnerships P P P P P1.c.1.2 Community Engagement P P P P P1.c.2.3 Disability Access and Inclusion P P P P P1.c.3.1 Club Development P P P P P1.d.2.2 Medical Services Equalisation Scheme P P P P P1.e.2.1 Community Engagement P P P P P4.d.2.1 Development and Management of Industry Partnerships P P P P P


1.c.3.1a Number of clubs that meet the quality requirements of the Future Club program Annual 6 Clubs

1.d.2.2a Maintain a minimum level of MSES consultation hours available to the public Quarterly 4,000 hrs

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 5,843 5,986 6,161 6,333 6,504

Grants 60 60 60 60 60

Total Revenues 5,903 6,046 6,221 6,393 6,564



CAPITAL BUDGET:

Reserves 8,112 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals (2,620) (482) (862) (560) (850)


Asset Expansion / Upgrade (11,495) (7,032) (1,137) 0 0


Total Capital Expenditure (14,115) (7,514) (1,999) (560) (850)


2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Partnerships and Engagement 1 1 1 1 1

Partnerships Coordinator 1 1 1 1 1

Community Engagement 3 3 3 3 3

Club Development Officer 1 1 1 1 1

Project Officers 2 2 2 2 2

Leisure Planner 1 1 1 1 1

9 9 9 9 9


PLANNING SERVICES


SERVICE AREAS Statutory Planning and Strategic Planning Services


1.a.1.3 Statutory Planning P P P P P1.d.2.3 Planning Compliance P P P P P1.f.1.3 Strategic Land Use Planning P P P P P2.a.2.3 Review and Update Statutory Planning Policies P P P P P2.b.1.1 Development Services P P P P P2.c.1.1 Strategic Land Use Planning P P P P P3.a.1.1 Environmental Planning P P P P P3.a.2.2 Statutory Planning Compliance P P P P P3.a.3.1 Strategic Land Use Planning P P P P P3.d.1.1 Energy Use Management P P P P P3.d.2.1 Water Use Management P P P P P3.e.2.2 Heritage Sites Management P P P P P3.e.2.4 Strategic Land Use Planning P P P P P4.d.1.1 Indigenous Partnerships P P P P P4.e.1.5 Statutory Planning P P P P P


2.c.1.1a Supply of undeveloped residential zoned land that can be subdivided/developed Quarterly 300 Ha

2.c.1.1b Average commercial lease cost per square metre of advertised retail and office space in Karratha Bi-Annual $350

2.c.1.1c Area of undeveloped industrial lots available for sale Quarterly 70 Ha

3.a.1.1a Maintain or improve a positive gap between performance and importance in Annual Community Survey for Environment & Sustainability Q3 Only +5% gap improvement

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0


Grants 15 15 15 15 15

Total Revenues 102 104 110 116 121



CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 (307) 0 0 0




Total Capital Expenditure 0 (307) 0 0 0


2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Planning Services 1 1 1 1 1

Statutory Planning 3 3 3 3 3

Strategic Planning 2 2 2 2 2

Planning Administration 1 1 1 1 1

7 7 7 7 7


RECREATION FACILITIES


SERVICE AREAS Recreational Facilities in West and East of District and Cossack Townsite


1.a.1.7 Recreation Facility Management P P P P P1.a.1.8 Sports Fields and Grounds Management P P P P P1.a.1.9 Cossack Townsite Management P P P P P1.d.1.1 Fitness and Wellbeing Programs P P P P P


1.a.1.7a Maintain Total attendance at Karratha Leisureplex, Wickham Recreation Precinct Aquatic Centre and Roebourne Aquatic Centre Quarterly 117k –169k per quarter

1.a.1.7b Maintain or improve a positive gap between performance and importance in Annual Community Survey for Karratha Leisureplex Q3 Only +16% gap improvement

1.a.1.7c Maintain or improve a positive gap between performance and importance in Annual Community Survey for Wickham Recreation Precinct Q3 Only +7% gap improvement

1.a.3.1a Execute funding partnerships with key partners Q3 Only +7% gap improvement

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 5,821 3,446 3,704 3,924 4,115

Grants 1,845 995 995 995 995

Total Revenues 7,666 4,441 4,699 4,919 5,110



CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 1,415 2,343 5,404 2,467 0

Revenue 0 0 0 0 0

Total Capital Funding 1,415 2,343 5,404 2,467 0

Renewals (1,404) (307) (105) (323) (441)

New Assets (2,333) 0 0 0 0

Asset Expansion / Upgrade (25) (2,402) (11,771) (3,949) 0


Total Capital Expenditure (3,763) (2,709) (11,876) (4,272) (441)


2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Recreation Services 1 1 1 1 1

Recreation Services – West (includes Casuals) 27.65 27.65 27.65 27.65 27.65

Recreation Services – East (includes Casuals) 9 9 9 9 9

Cossack 1.8 1.8 1.8 1.8 1.8

39.45 39.45 39.45 39.45 39.45


REGULATORY SERVICES


SERVICE AREAS Ranger Services, Emergency Management, Environmental Health, Building Control and Community Safety


1.b.1.1 Community Safety Management P P P P P1.b.2.1 Regulatory Services P P P P P1.b.2.2 Swimming Pool Audits P P P P P1.b.3.1 Safer Communities Partnership P P P P P1.d.2.4 Ranger Services P P P P P1.d.2.5 Cyclone and Bushfire Inspection Program P P P P P1.d.2.6 Pest Control Program P P P P P1.d.2.7 Environmental Health Services P P P P P3.a.2.1 Ranger Services P P P P P3.e.1.1 Community Safety Management P P P P P3.e.2.1 Abandoned Vehicle Removal Program P P P P P3.e.2.3 Building Control Services P P P P P4.b.2.3 Software Management P P P P P4.d.2.1 Development and Management of Industry Partnerships P P P P P4.e.1.1 Customer Service P P P P P


1.b.2.2a Reduce the number of repeat private swimming pool inspections Quarterly 23%

1.b.3.1a Increased public knowledge of the Safer Communities Partnership as determined through the Community Safety Survey. Q2 Only 50%

1.b.3.1b Percentage of completed outcomes from the Safer Communities Partnership Strategic Plan Annual 90%

1.d.2.4a Percentage of properties found compliant as a result of annual firebreak and emergency management inspections (not requiring follow-up inspection) Annual 85%

1.d.2.7a Percentage of health premises found compliant on first inspection during the quarter - that do not require a second inspection. Quarterly 90%

1.d.2.7b Number of notifiable diseases reported to Environmental Health Services per quarter Quarterly 10%

3.a.2.1a Percentage of Firebreaks installed/maintained and hazard reduction burns completed on an annual basis (annual) Annual 100%

4.e.1.1c Respond to a minimum of 500 Action requests (resident generated and self generated) per month, averaged over a 3 month KPI reporting period Quarterly 520

4.e.1.1d Customer satisfaction from random survey conducted on 15 resident generated action requests received for the quarter Quarterly 80%

4.e.1.1e Assess all building applications within the statutory timeframes Quarterly 100%

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0

Other Revenue 1,202 1,229 1,288 1,341 1,389

Grants 172 172 172 172 172

Total Revenues 1,374 1,401 1,460 1,512 1,561



CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals (260) 0 0 0 0




Total Capital Expenditure (260) 0 0 0 0



2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Manager Regulatory Services 1 1 1 1 1

Administration Officer 1 1 1 1 1

Community Safety 1 1 1 1 1

Environmental Health Services 4 4 5 5 5

Ranger Services 6 7 7 7 7

Building Control Services 2.5 2.5 2.5 2.5 2.5

15.5 16.5 17.5 17.5 17.5

STRATEGIC PROJECTS


SERVICE AREAS Project Administration and Project Management Services


1.a.2.5 Strategic Project Management P P P P P2.c.2.1 Management of Strategic Infrastructure Projects P P P P P3.b.2.1 Strategic Projects P P P P P


1.a.2.5a Number of projects delivered on time and on budget. Quarterly 10

3.d.1.1a Energy audits completed Annual 3

BUDGET 2016/17 ($‘000)

2017/18 ($‘000)

2018/19 ($‘000)

2019/20 ($‘000)

2020/21 ($‘000)

OPERATING BUDGET:

Rates 0 0 0 0 0


Grants 0 0 0 0 0


Total Expenses from Ordinary Activities (9) (9) (10) (11) (11)


CAPITAL BUDGET:

Reserves 0 0 0 0 0

Grants 0 0 0 0 0

Revenue 0 0 0 0 0


Renewals 0 0 0 0 0


Assets Expansion / Upgrade 0 0 0 0 0


Total Expenses Capital Expenditure 0 0 0 0 0


2017/18 (FTE)

2018/19 (FTE)

2019/20 (FTE)

2020/21 (FTE)

Project Administration 1 1 1 1 1

Project Officers 4 4 4 4 4

Project Managers 3 3 3 3 3

8 8 8 8 8


[email protected]

City of Karratha, Lot 1083 Welcome Rd, (PO Box 219) Karratha WA 6714

karratha.wa.gov.au

Documents

Corporate Business Plan 2016 - 2021 · The Corporate Business Plan is a fixed term document providing direction and a road map for the Council to achieve strategies identified in