Corporate Business Plan 2020-2024 - Shire of Bridgetown ...
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ATTACHMENT 18
Corporate Business Plan
2020-2024
2017-2021 Corporate Business Plan adopted by Council 29 June 2017
1st Annual Review – June 2018.
2nd Annual Review – June 2019
3rd Annual Review – June 2020
Contents
IntroductionIntroduction 1 Formatted: Font: (Default) Calibri, 12
pt, Font color: Auto
Our Vision 2
Integrated Planning FrameworkIntegrated Planning Framework 3 Formatted: Font: 12 pt
Our CouncilOur Council 7 Formatted: Font: 12 pt
Overview - Strategic Community Plan’s Key Goals and ObjectivesOverview - Formatted: Font: 12 pt
10
Strategic Community Plan’s Key Goals and Objectives
How to Read our Corporate Business PlanHow to Read our Corporate Business Formatted: Font: 12 pt
11
Plan
Actioning the Strategic Community Plan – Corporate Business Plan Actions Formatted: Font: 12 pt
2019/20 to 2022/2Actioning the Strategic Community Plan – Corporate 1213
Business Plan Actions 2019/20 to 2022/22
Financing the Corporate Business PlanFinancing the Corporate Business Plan 7867 Formatted: Font: 12 pt
Introduction
Thank you for reading our Corporate Business Plan 2019/23.
Section 5.56 of the Local Government Act 1995, requires WA local governments to Plan for
the Future of the district. Amendments made in August 2011 to the Local Government
(Administration) Regulations 1996 state a Strategic Community Plan and Corporate
Business, together form a Plan for the Future of a district.
Under Local Government (Administration) Regulations 1996 regulation 19C (3), a
Corporate Business Plan for a district is to:
a) set out, consistently with any relevant priorities set out in the strategic community
plan for the district, a local government’s priorities for dealing with the objectives
and aspirations of the community in the district; and
b) govern a local government’s internal business planning by expressing a local
government’s priorities by reference to operations that are within the capacity of
the local government’s resources; and
c) develop and integrate matters relating to resources, including asset management,
workforce planning and long-term financial planning.
In the preparation of the annual budget the Local Government is to have regard to the
contents of the plan for the future in terms of Section 6.2(2) of the Local Government Act
1995.
The Shire of Bridgetown-Greenbushes Corporate Business Plan 2019-2023 is a rolling four
year service and project delivery plan. It has been developed to align with the Shire’s 10
Year + Strategic Community Plan and provides the various actions to implement the
outcomes and strategies articulated in the Strategic Community Plan. The Corporate
Business Plan demonstrates how the aspirations that the community articulated in the
Strategic Community Plan will be delivered within the operational capacity of the Shire.
The Corporate Business Plan is reviewed annually. Every two years, the review will be in
conjunction with a minor or major review of our Strategic Community Plan.
Page | 1
Our Vision
‘A beautiful place to live’
Working together with the community to
achieve our shared objectives.
Page | 2Integrated Planning Framework
All Local Governments in WA are required to comply with the Integrated Planning and Reporting
Framework (IPRF). The core components are:
1. Strategic Community Plan
Strategy for 10+ years
Provides the vision, outcomes and Council’s strategic priorities
Identifies long and medium term objectives
Determines allocation of resources
Shaped by community input
2. Corporate Business Plan
Four-year delivery plan
Aligned to Strategic Community Plan
Financial projections
3. Annual Budget
Financial statements and policies for one year
The Strategic Community Plan responds to three questions put to the community and the local
government:
Where are we now?
Where do we want to be?
How do we get there?
The Shire’s Integrated Planning Framework addresses these needs by providing a process to:
Ensure community input is obtained
Determine long term (10+ years) objectives
Identify the resourcing to deliver against the long term objectives
Clearly articulate long term financial implications and strategies
Under the Integrated Planning Framework Council’s decisions take the community’s aspirations
into account and deliver the best results possible with the available resources.
The Strategic Community Plan sets the scene for the whole framework – it expresses the
community’s vision and priorities for the future and shows how the Council and community
intend to make progress over a ten year period.
Detailed implementation for the next four years is covered in the Corporate Business Plan. The
“Informing Strategies” – particularly the Long Term Financial Plan, Asset Management Plans and
Workforce Plan – show how the Plan will be managed and resourced.
The Strategic Community Plan is a ten year plan. However, it is not fixed for ten years – it would
be long out of date by then. Rather, it is a “rolling” plan which is reviewed every two years.
Integrated planning and reporting gives a local government a framework for establishing local
Ppriorities and for linking this information to operational functions. The Local Government
(Administration) Regulations 1996 require each local government to adopt a Strategic
Community Plan and a Corporate Business Plan.
A successful integrated planning and reporting process will deliver the following outcomes:
A Strategic Community Plan that clearly links the community's aspirations with the
Council's vision and long term strategy
A Corporate Business Plan that integrates resourcing plans and specific council plans with
the Strategic Community Plan.
Integrated Planning provides for:
Strategic planning systems that deliver accountable and measurable linkages between
community aspirations, financial capacity and practical service delivery
Financial planning systems that accurately demonstrate a local government’s capacity to
deliver services and manage assets that can sustain communities into the future
Effective asset management systems with the rigour of process and integrity of data to
accurately reflect true asset management costs
The Strategic Community Plan is the overarching plan guiding all the Shire’s activities. The Plan
identifies the issues that are important to our community, sets out the community’s vision and
objectives as well as strategies to implement the objectives.
For the Strategic Community Plan the two yearly reviews alternate between a minor review
(updating as needed) and a major review (going through all the steps again). The plan is
continuously looking ahead, so each review keeps a ten year horizon. This is to ensure that the
best decisions are made in the short to medium term.
The diagram on the following page illustrates the Shire of Bridgetown-Greenbushes’ Integrated
Planning and Reporting Framework and where the Corporate Business Plan, Strategic
Community Plan and various informing strategies together with the annual budget sit in the
Framework. The diagram illustrates the process used to guide Council’s decisions, resource
allocations and planning.
PP
An ‘Integrated Planning Review Cycle’ has been endorsed by Council and sets review intervals for
all documents contained in the Shire of Bridgetown-Greenbushes Integrated Planning
Framework.
Shire of Bridgetown-Greenbushes Integrated Planning Review Cycle
Desktop Review every 2 years (includes community survey)
Strategic Community Plan (SCP) Full Review every 4 years (includes community survey and
workshops)
Annual Desktop Review
Corporate Business Plan
Full Review every 4 years (following SCP full review)
Annual Desktop Review
Long Term Financial Plan
Full Review every 4 years (following SCP full review)
Asset Management Plans Annual
Capital Works Plans Annual
Plant & Fleet Replacement Plans Annual
Workforce Plan Every 4 years (following SCP full review)
Desktop Review every 5 years
Sport and Recreation Strategic Plan
Full Review every 10 years
Public Art Strategy Desktop Review every 10 years
Trails Masterplans Desktop Review every 5 years
Aged Community Plan Desktop Review every 4 years
Youth Community Plan Desktop Review every 4 years
Access and Inclusion Plan Desktop Review every 4 years
The annual review of the Corporate Business Plan would consider any updates to informing
strategies that had occurred via reviews in the previous 12 months. The preparation of the
annual budget would be structured around the Corporate Business Plan after each annual
review.
POur Council
The Shire of Bridgetown-Greenbushes has a structure of 9 councillors, 7 representing the South
Ward and 2 representing the North Ward. Local government elections are held every 2 years
with the next ordinary election scheduled for October 2019. After each ordinary election the
councillors elect a President and Deputy President.
The councillors are committed in serving our community. Although each councillor represents
one of two wards they do represent all electors of the district and make decisions in the overall
best interests of the community.
Current
Councillor Address Contact Ward
Term Expires
Ph: 9761 1616 (w)
Ph: 9764 4010 (h)
Tony Pratico PO Box 13
Fax: 9764 4011 North 2019
Shire President Greenbushes 6254
Mobile: 0409 764 401
tonypratico@bigpond.com
Ph/Fax: 9761 2214
Alan Wilson PO Box 560
Mobile: 0428 612 214 South 2021
Deputy President Bridgetown 6255
aandgwilson@bigpond.com
9761 4452 (h)
PO Box 1007
John Bookless 0409 682 722 South 2021
Bridgetown 6255
bookless2@bigpond.com
Ph: 9761 4550
PO Box 793
Julia Boyle Mobile: 0428 244 760 South 2021
Bridgetown 6255
juliaannboyle16@westnet.com.au
PO Box 539 Ph: 0437 700 872
Doreen Mackman South 2019
Bridgetown 6255 dorsmud1@bigpond.com
PO Box 668 Ph: 0412 420 044
Joann Moore South 2019
Bridgetown 6255 jomoore@jobry.com.au
Ph: 9761 2712(w)
John Nicholas PO Box 584 Ph: 9761 4189 (h)
South 2019
Bridgetown 6255 Mobile: 0409 619 753
john@bridgetowncrc.net.au
Ph: 9782 5700 (w)
33 Diorite Street
Pat Scallan Ph: 9764 3508 (h) North 2021
Greenbushes 6254
gwalia1@iinet.net.au
Vacant until next Elections in October 2019 South 2021
POrganisational Structure
The organisation structure for the Shire of Bridgetown-Greenbushes consists of four
Departments or Divisions as illustrated below:
Chief Executive
Officer
Office of the
CEO
Corporate Development & Community
Services Infrastructure Services
Under the current structure the staff in the ‘Office of the CEO’ report directly to the CEO. All
other departments report to an Executive Manager, being:
Executive Manager Corporate Services – Michelle Larkworthy
Executive Manager Development & Infrastructure – Gilbert Arlandoo
Executive Manager Community Services – Elizabeth Denniss
The Shire employees a workforce of 100, however due to a high numbers of part-time and casual
staff this equates to 53.5 FTE (full time equivalents). Following is a list of the functions/services
which each Department is responsible for:
PCorporate Services
CEO’s Office
Administration
Governance Annual Budgets
Councillor Liaison Annual Financial Reports
Agendas/Minutes Corporate Business Plan
Strategic Planning Long Term Financial Plan
Human Resources Asset Management
Occupational Health and Safety Debtors/Creditors
Website Insurance
Citizenship Rates
Local Government Elections Payroll
Local Government Compliance Records Management
Local Laws Customer Services
Cemetery Records & Administration Police Licensing
Land Disposition Information Technology (IT)
Economic Development Shire Building Maintenance
Cleaning of Shire Facilities
Development & Infrastructure Community Services
Engineering Community Development
Roads (Maintenance and Construction) Service Agreements & Community Grants
Crossovers and Bridges Seniors Issues
Parks, Gardens and Reserves, Footpaths and Youth Issues
Walk Trails Access & Inclusion
Street Trees Maintenance Arts & Culture
Traffic Control Library
Weed Management Integrated Leisure Centre
Parking Facilities Visitors Centre/Tourism
Cemetery Maintenance Trails Development
Waste Management Ranger Services
Plant and Machinery
Traffic Counts
Heavy Haulage Approvals
Planning & Development Approvals
Town Planning Schemes and Amendments
Subdivisions
Road Names
Heritage
Building Approvals
Environmental Health
Swimming Pool Approvals & Inspections
POverview - Strategic Community Plan’s Key Goals and Objectives
Key Goal 3
Key Goal 2 Key Goal 5
Key Goal 1 Our built Key Goal 4
Our natural Our leadership will
Our economy will environment is A community that
environment is be visionary,
be strong, diverse maintained, is friendly and
valued, conserved collaborative and
and resilient protected and welcoming
and enjoyed accountable
enhanced
1.1 A diverse
economy that 2.1 Value, 5.1 Our community
3.1 Maintained 4.1 A cohesive
provides a protect and actively
townsite community
range of enhance our participates in
heritage and with a sense of
business and natural civic life
character pride
employment environment
opportunities
5.2 We maintain
3.2 Outdoor 4.2 Programs and high
1.2 A proactive 2.2 Enhanced
spaces, facilities that standards of
approach to parklands,
places and encourage governance,
business reserves and
buildings are community accountability
development gardens
fit for purpose resilience and
transparency
3.3 Maintain an
appropriate 4.3 Appropriate 5.3 We operate
2.3 Effectively
standard of community led within the
utilised
transport local Integrated
natural
networks, transport Planning
resources
roads and systems Framework
pathways
2.4 An informed
community on 5.4 We
land 4.4 Promoting participate in
management volunteerism regional
and sustainable collaboration
living
4.5 High levels of
2.5 Effectively responsiveness 5.5 We are strong
managed to emergencies advocates for
waste services and emergency our community
recovery
2.6 Development
is sympathetic 4.6 Fire prepared
to the communities
landscape
4.7 A safe area
PaHow to Read our Corporate Business Plan
The layout of our Corporate Business Plan reflects the same five key goal areas as identified by
our 10+ Year Strategic Community Plan 2018. Each Key Goal is broken down into objectives and
strategies, defined as:
Objectives:
These are the community’s aspirations. A range of objectives sits under each key goal.
Strategies
These are the things that Council will do to achieve the objectives.
Actions
How each strategy is to be achieved.
The Corporate Business Plan lists actions against each of the strategies, detailing how each
strategy will be delivered. Although the Corporate Business Plan is a 4 year timeframe it is a
rolling document subject to annual review, hence a 5th year column (2021 onwards) has been
included so that projects or services not expected to be delivered for at least 4 years are not
overlooked in future reviews of the Corporate Business Plan and can also be factored into the
financial projections in the Long Term Financial Plan.
Each action is also supported with the following information:
The year upon which the action is to be delivered – either in the form of an ‘X’ or by an
expenditure amount. If expenditure is shown this is the cost of delivering the action. All
capital expenditure is shown as well as any new operating expenditure required to deliver a
new service. Where the action requires the continuation of existing expenditure it hasn’t
been listed. For example Action 2.1.2.1 states that Council will maintain financial support of
the community landcare service. As this is service is already being funded it is not shown as
additional expenditure in the yearly column.
Is the delivery of the action dependent upon external funding? If so, this is marked in that
column. Note if the revenue isn’t received it is to be assumed that the action can’t be
achieved.
Responsible officer – this is the officer tasked with ensuring the action is delivered – not
necessarily the officer that will actually deliver it as that may be a joint responsibility of
more than one officer. Note typically the responsible officer is the senior officer with
managerial oversight of the subject area however for actions in the Planning &
Environmental Services Department the assignment has gone to a more specific level.
The Responsible Officer acronyms listed represent:
CEO Chief Executive Officer
EMCOR Executive Manager Corporate Services
EMCS Executive Manager Community Services
EMDI Executive Manager Development & Infrastructure
GSPMT Growth Strategy Project Management Team
ELT Executive Leadership Team
PaActioning the Strategic Community Plan – Corporate Business Plan Actions 2019/20 to 2022/23
Key Goal 1 – Our Economy will be Strong, Diverse and Resilient
Objectives:
1.1 A diverse economy that provides a range of business and employment opportunities
1.2 A proactive approach to business development
Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Maintain the
currency of
Council’s growth
strategy intended to
Encourage long drive population
term growth in the growth, create jobs
1.1.1.1
1.1.1 district in order to and generate X X X X X CEO
retain and enhance economic
services development
Lobby government
for delivery of
growth strategy
1.1.1.2 projects : $48,000 X X X X CEO
Greenbushes
Light Industrial
Page | 12Area
Blackwood River
Foreshore;
Greenbushes
Recreation
Precinct;
Bridgetown
Youth Precinct;
Bridgetown
Town Hall and
Civic Centre
Restoration;
Bridgetown &
Greenbushes
Railway
Restoration;
Greenbushes
CBD Parking &
Safety
Enhancement
Project;
Bridgetown CBD
Water
Restoration
Project;
Develop and Review visitor
implement strategic centre/information
1.1.2 1.1.2.1 X EMCS
plans and actions service delivery
that attract including
Page | 13economic management model
development and location
Engage the
community on
meeting the
requirements to
1.1.2.2 X EMCS
achieve RV friendly
town/s status for
both Bridgetown
and Greenbushes
Install a septage $4,000
1.1.2.3 dump point facility $4,000 $4,000 $4,000 $4,000 per EMDI
in Bridgetown annum
Contribute to the
Busselton Margaret
River Regional
Airport Marketing
Fund to assist in the
1.1.2.4 X X CEO
attraction and X X
retention of airlines
to service the “East
Coast to South
west” route
Ensure the local
Plan for expansion planning strategy
1.1.3 of the commercial 1.1.3.1 allows for growth of X EMDI
area commercial
development
Develop industrial Growth Strategy
1.1.4 and light industrial 1.1.4.1 Project: X CEO Comment [ED1]: We did not include
areas Investigate site the dollars reflected in the growth strategy
for this project. I have subsequently
added.
Page | 14selection and
development costs
for LIA in North
Greenbushes
Prepare funding
plan for
1.1.4.2 X
development of
Bridgetown LIA
Pursue Lobby State
improvements to Government to
1.1.5 infrastructure and 1.1.5.1 progress additional X CEO
services, including infill sewerage in
utilities Bridgetown
Lobby State
Government to
review onsite
wastewater
1.1.5.2 X CEO
disposal density
restrictions for non-
sewered residential
land
Work with regional
Work with key
partners (Local and
partners (business
State Governments)
and government) to
1.1.6 1.1.6.1 to seek greater X X X X CEO
improve
investment in
telecommunications
telecommunications
within the Shire
within the Region
Upgrade northern
Improve tourist
1.1.7 1.1.7.1 information bay at X EMCS
facilities
Bridgetown
Page | 15Investigate
establishment of a
1.1.7.2 X EMCS
free Wi-Fi hotspot
location/s
Prepare a design
and funding plan for
1.1.7.3 X EMCS
a stage at Memorial
Park
Install water bottle
1.1.7.4 refill stations $5,000 EMDI
(Bridgetown)
Develop trails –
Complete the
culinary, art, walk,
1.1.8 1.1.8.1 Warren Blackwood X EMCS
mountain bike,
Stock Route (Trail)
canoe and bridle
Implement trail
development
identified in the
Growth Strategy
Project - Blackwood
X
River Foreshore GSPMT
Park
Redevelopment
Project (refer Action
2.1.4.1)
Support tourism Fund the Southern
activities that focus Forest Blackwood
1.1.9 1.1.9.1 $52,819 $39,852 $26,914 EMCOR
on events, Valley Tourism
adventure, Association
Page | 16agriculture, food,
heritage and the
natural
environment
Provide a
proportion of
Visitor Centre
membership fees to
1.1.9.2 the BGBTA to X EMCS
enable it to
progress business
and tourism
initiatives
Deliver or support a
range of events
where a Implement Events
1.1.10 1.1.10.1 X EMCS
demonstrable Procedure
community benefit
can be shown
Embrace a “can do” Develop a new
1.2.1 approach to 1.2.1.1 Local Planning $15,000 EMDI
development Scheme
Develop a policy to
clarify and simplify
compliance to bush
1.2.1.2 X EMDI
fire guidelines for
minor levels of
development
Design and Develop a Shire of
1.2.2 implement business 1.2.2.1 Bridgetown- X EMCS
retention strategies Greenbushes
Page | 17and initiatives for Economic
support of existing Development
and potential new Strategy
businesses
This is an
Communicate and
operational task
engage with the
1.2.3 and will be carried X X X X X CEO
business
out when required
community
or appropriate
Ensure the Shire’s Identify
procurement opportunities and
1.2.4 policies support 1.2.4.1 mechanisms for X EMCOR
local business and establishment of
local employment local supplier panels
Page | 18Key Goal 2 – Our Natural Environment is Valued, Conserved and Enjoyed
Objectives:
2.1 Value, protect and enhance our natural environment
2.2 Enhanced parklands, reserves and gardens
2.3 Effectively utilised natural resources
2.4 An informed community on land management and sustainable living
2.5 Effectively managed waste services
2.6 Development is sympathetic to the landscape
Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Support and Prepare
promote sound stormwater
environmental management
2.1.1 2.1.1.1 X EMDI
management plans for
practices Bridgetown and
Greenbushes
This is an
Support local and
operational task
regional
2.1.2 and will be carried X X X X X CEO
environmental
out when required
initiatives
or appropriate
Page | 19Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Prepare a
Geegelup Brook
beautification and
flood management
plan
Identify
Progress Growth
opportunities for
Strategy Project –
protecting and
Bridgetown CBD X
2.1.3 enhancing the 2.1.3.1 CEO
Water Restoration
health of the
Project
Blackwood River
and tributaries
Develop concept
plans and
preliminary
costings: Geegelup
Brook
Progress Growth
Strategy Project –
Bridgetown CBD
Water Restoration
Project
2.1.3.2 $35,000
Develop detailed
design plans,
costings and
funding model:
Geegelup Brook
Page | 20Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Implement the
Growth Strategy
Consider Project -
opportunities for Blackwood River
greater Park Foreshore
2.1.4 recreational and 2.1.4.1 Redevelopment $941,894 $941,894 GSPMT
commercial use of Prepare detailed
the Blackwood design plans for
River the Blackwood
River Foreshore
Project
Implement the
Growth Strategy
Project -
2.1.4.1 $941,894 GSPMT
Blackwood River $941,894
Park Foreshore
Redevelopment
Improve public
access to kayak
ramp at
Blackwood River –
Improve public Growth Strategy
2.1.5 access to natural 2.1.5.1 Project Blackwood X GSPMT
waterways River Foreshore
Park
Redevelopment
Project (Refer
2.1.4.2)
Page | 21Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Recognise and
respond to the Prepare a climate
2.1.6 2.1.6.1 $10,000 X EMDI
impacts of climate change strategy
change
Prepare and
implement Establish service
strategies for levels to align with
2.2.1 development and 2.2.1.1 hierarchy of public X EMDI
maintenance of open spaces
parklands and
reserves
Prepare a public
open space
2.2.1.2 renewal and X EMDI
improvement
strategy
Manage the Develop a
2.2.2 Shire's parks on a 2.2.2.1 waterwise action X EDMI
waterwise basis plan
Page | 22Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Work with
Bridgetown-
Greenbushes
Prepare and
Community
implement
Landcare to
management or
2.2.3 2.2.3.1 prepare X X EMDI
conservation plans
management or
for bushland
conservation plans
reserves
for high
environmental
value reserves
Acquire vesting of
Develop the
the Dumpling
Dumpling Gully
2.2.4 2.2.4.1 Gully waterbodies X CEO
waterbodies at
from the Water
Greenbushes
Corporation
Page | 23Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project –
Greenbushes
Recreation
Precinct
Develop concept
2.2.4.2 $15,000 CEO Formatted Table
plans and
preliminary
costings
(sportsground and
tourism precinct)
Progress Growth
Strategy Project –
Greenbushes
Recreation
Precinct
2.2.4.3 $35,000 CEO
Develop detailed
plans, costings and
funding model
(sportsground and
tourism precinct)
Page | 24Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Prepare a
conceptual design
Develop and
plan and
maintain
preliminary cost
playgrounds that
2.2.5 2.2.5.1 estimates for X EMCS Formatted Table
cater for a range
development of
of age groups and
the public open
activities
space area in the
Highland Estate
Incorporate the
conceptual design
plan and
preliminary cost
2.2.5.2 estimate for the X EMDI
Highland POS into
the POS
Improvement and
Renewal Strategy
(Refer Action
2.2.1.2)
Page | 25Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Consult with
surrounding
residents to
determine the
future
2.2.5.3 development of X CEO Formatted Table
public open space
at Four Seasons
Estate
Explore and
Develop an
implement
implementation
2.3.1 renewable energy 2.3.1.1 X EMCOR
plan to progress
options for Shire
the Shire’s Energy
buildings
Business Case
New Shire
buildings to
incorporate No specific actions
2.3.2 2.3.2.1
environmentally have been
sustainable design identified
principles
This is an
Improve provision
operational task
and distribution of
2.4.1 and will be carried X X X X X CEO
land management
out when required
information
or appropriate
Page | 26Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Encourage the
community to
have sustainable
lifestyles and No specific actions
2.4.2 inform the have been Formatted Table
community on identified
ways to use our
environment
sustainably
Participate in the
Identify long term
development of
waste disposal and
2.5.1 2.5.1.1 the South West $3,502 EMDI
recycle options for
Regional Waste
the Shire
Strategy
Prepare a
Sanitation
2.5.1.2 development plan X EMDI
Reserve
for the waste site
Investigate
(desktop) the
financial cost and
feasibility of
2.5.1.3 Sanitation
establishing an X X EMDIEMDI
2.5.1.2 Reserve
organic waste
servicePrepare a
development plan
for the waste site
Page | 27Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Liaise with
contractor for
delivery of state
government
Implement waste container deposit
2.5.2.1
2.5.2 reduction and schemeInvestigate X X EMDIEMDI
2.5.1.3
recycling initiatives (desktop) the
financial cost and
feasibility of
establishing an
organic waste
service
This is an
operational task
Planning processes
and will be carried
allow for a diverse
out when required
range of land and
or appropriate
2.6.12.5. development
2.5.2.1 Liaise with X EMDIEMDI
2 opportunitiesImpl
contractor for
ement waste
delivery of state
reduction and
government
recycling initiatives
container deposit
scheme
Planning processes This is an
allow for a diverse operational task
2.6.1 range of land and and will be carried EMDI
development out when required
opportunities or appropriate
Page | 28Page | 29
Key Goal 3 – Our Built Environment is Maintained, Protected and Enhanced
Objectives:
3.1 Maintained townsite heritage and character
3.2 Outdoor spaces, places and buildings fit for purpose
3.3 Maintain an appropriate standard of transport networks, roads and pathways
Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Ensure relevant
policies and plans
offer appropriate
protection to
existing heritage
3.1.1
character whilst still
allowing
appropriate
development
opportunities
Finalize land
tenure of the
3.1.1.1 Bridgetown X CEO
Railway Station
building
Finalize detailed
designs, costings
and approval for
3.1.1.2 restoration of X EMCS
Bridgetown
Railway Station
building
Page | 30Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Implement the
Growth Strategy
Project -
Bridgetown &
3.1.1.3 $722,000 689,000 GSPMT
Greenbushes
Railway
Restorations
(Bridgetown)
Implement the
Growth Strategy
Project –
Bridgetown and $3
3.1.1.4 $342,000 GSPMT
Greenbushes 42,000
Railway
Restorations
(Greenbushes)
Implement the
Ensure town centres heritage
achieve a high photograph
3.1.2 standard of 3.1.2.1 rubbish bin X CEO
appearance and project in
amenity Bridgetown and
Greenbushes
Landscape the
3.1.2.2 western side of the X EMDI
railway car park
Page | 31Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Work with
Offer the existing
community to
archives shed to
identify and
the Bridgetown
3.1.3 implement projects 3.1.3.1 X CEO
Historical Society
that promote the
unique heritage and
history of each town
Implement the
Growth Strategy
Community spaces
Project –
and buildings
Bridgetown Youth
accommodate a
3.2.1 3.2.1.1 Precinct – X EMCS
wide range of
interests and
Finalize detailed
activities
design plans and
costings
Implement the
Growth Strategy
Project –
Bridgetown Youth
PrecinctImplement
the Growth
3.2.1.23. $650,000
Strategy Project – $460,521 GSPMTEMCS
2.1.1 X
Bridgetown Youth
Precinct –
Finalize detailed
design plans and
costings
Page | 32Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Review car parking
and requirements
at the Bridgetown
Leisure
3.2.1.33. X$650,00
CentreImplement $460,521 EMDIGSPMT
2.1.2 0
the Growth
Strategy Project –
Bridgetown Youth
Precinct
Review dog
exercise areas
including the need
for fenced
3.2.1.43.
areasReview car XX CEOEMDI
2.1.3
parking and
requirements at
the Bridgetown
Leisure Centre
Conduct an
electrical capacity
assessment of
Bridgetown
3.2.1.53.
Sportsground XX EMCORCEO
2.1.4
PrecinctReview
dog exercise areas
including the need
for fenced areas
Page | 33Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Develop an
equipment and
infrastructure
maintenance/capit
al plan for the
Aquatics Complex
3.2.1.63. EMCOREMC
X
2.1.5 OR
Conduct an
electrical capacity
assessment of
Bridgetown
Sportsground
Precinct
Implement the
equipment and
infrastructure
maintenance/capit
al plan for the
Aquatics
3.2.1.73. ComplexDevelop EMCOREMC
$9,000 $10,000
2.1.6 an equipment and OR
infrastructure
maintenance/capit
al plan for the
Aquatics Complex
Page | 34Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Upgrade horse
stalls at
Bridgetown
SportsgroundImple
3.2.1.83. ment the EMCOREMC
$9,000 $30,000 $10,000
2.1.7 equipment and 66% OR
infrastructure
maintenance/capit
al plan for the
Aquatics Complex
This is an
operational task
Social and and will be carried
recreation programs out when required
X$30,00
3.2.2 make the most of 3.2.1.8 or X X X X EMCSEMCOR
0 66%
existing built appropriateUpgrad
facilities e horse stalls at
Bridgetown
Sportsground
Page | 35Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Develop a plan
identifying
solutions to
improve the water
Bridgetown
quality and
Sportsground is the
capacity of water
base for oval sports
sources that
3.2.33.2. in the ShireSocial $40,000
3.2.3.1 supply the X X X X EMDIEMCS
2 and recreation X
Bridgetown
programs make the
SportsgroundThis
most of existing
is an operational
built facilities
task and will be
carried out when
required or
appropriate
Develop a plan
identifying
solutions to
Bridgetown improve the water
Sportsground is the quality and
3.2.3 3.2.3.1 $40,000 EMDI
base for oval sports capacity of water
in the Shire sources that
supply the
Bridgetown
Sportsground
Page | 36Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Implement the
plan to improve
the water quality
and capacity of
3.2.3.2 260,000 $86,580 EMDI
water sources that
supply the
Bridgetown
Sportsground
Greenbushes Acquire an
Sportsground is the irrigation source
3.2.4 3.2.4.1 X CEO
base for rectangular for Greenbushes
sports in the Shire Sportsground
Progress Growth
Strategy Project –
Greenbushes
3.2.4.2 X EMDI
Recreation
Precinct (Refer
Actions 2.2.4.2 and
2.2.4.3)
Implement Growth
Provide and Strategy Project –
maintain a range of Bridgetown Town
3.2.5 facilities that cater 3.2.5.1 Hall and Civic $628,059 $517,953 GSPMT
for the community's Centre
needs Revitalisation
Page | 37Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Develop new
facilities that
Implement Growth
3.2.6 provide for the 3.2.6.1 X X X X X CEO
Strategy (Refer
identifiable needs of
Action 1.1.1.2)
the community
This is an
A well maintained operational task
3.3.1 local and regional and will be carried X X X X X EMDI
transport network out when required
or appropriate
This is an
operational task
Maximise funding
and will be carried
3.3.2 opportunities to X X X X X EMDI
out when required
improve road safety
or appropriate
This is an
Provide and
operational task
maintain a safe and
3.3.3 and will be carried X X X X X EMDI
efficient pedestrian
out when required
transport system
or appropriate
This is an
Ensure suitable operational task
3.3.4 access to road and will be carried X X X X X EMDI
building materials out when required
or appropriate
Page | 38Key Goal 4 – A Community that is Friendly and Welcoming
Objectives:
4.1 A cohesive community with a sense of pride
4.2 Programs and facilities that encourage community resilience
4.3 Appropriate community led local transport systems
4.4 Promoting volunteerism
4.5 High levels of responsiveness to emergencies and emergency recovery
4.6 Fire prepared communities
4.7 A safe area
Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Deliver and support
a wide range of
Review Council’s
community
4.1.1 4.1.1.1 Public Art X EMCS
activities, events
Strategy
and associated
infrastructure
Implement
Council’s Art
4.1.1.2 X X X X X EMCS Formatted Table
Strategy
Fund community
grants, service
agreements and
4.1.1.3 donations to a X X X X X EMCS
maximum value
of $160,000 per
annum
Page | 39Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
This is an
Deliver programs
operational task
that encourage
and will be
4.1.2 community X X X X X EMCS
carried out when
interaction and
required or
participation
appropriate
Encourage events, This is an
activities, programs operational task
and services and will be
4.2.1 X X X X X EMCS
relevant to, and carried out when
accessible for local required or
youth appropriate
Increase the
awareness and No specific
4.2.2 acceptance of actions have
diversity and needs been identified
in local youth
Support relevant
No specific
(local or outreach)
4.2.3 actions have
support services
been identified
and programs
Support educational
No specific
and employment
4.2.4 actions have
transitional
been identified
programs
Page | 40Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Support initiatives
that develop No specific
4.2.5 confidence, self- actions have
esteem and been identified
resilience
Ensure the Local
Planning Scheme
recognises the
trends and
Increase the opportunities
number of aged associated with
4.2.6 4.2.6.1 X EMDI
care housing smaller/mixed
facilities housing
developments
No specific
actions have
been identified
Page | 41Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Explore the
viability with
CRC's of
Explore the compiling a
potential and service provider
feasibility of database for
volunteer seniors and
network/social people with a
4.2.74.2. enterprise models 4.2.7.14 disabilityEnsure
XX EMCSEMDI
6 to assist seniors .2.6.1 the Local
with home Planning Scheme
maintenanceIncreas recognises the
e the number of trends and
aged care housing opportunities
facilities associated with
smaller/mixed
housing
developments
Page | 42Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Establish a central
source of
Identify suitable
information
agencies or
dissemination and
providers to be
promotion of local
central source of
seniors services and
informationExplo
home bound
re the viability
4.2.84.2. residentsExplore the 4.2.8.14
with CRC's of XX EMCSEMCS
7 potential and .2.7.1
compiling a
feasibility of
service provider
volunteer
database for
network/social
seniors and
enterprise models
people with a
to assist seniors
disability
with home
maintenance
Improve services
and facilities for
Implement the
seniors and people
recommendation
with a
s of the Access
disabilityEstablish a
and Inclusion
4.2.94.2. central source of 4.2.9.14
PlanIdentify XX X X X X EMCSEMCS
8 information .2.8.1
suitable agencies
dissemination and
or providers to
promotion of local
be central source
seniors services and
of information
home bound
residents
Page | 43Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Maintain and No specific
enhance community actions have
services, including been
education and identifiedImplem
4.2.104.
healthImprove 4.2.9.1 ent the X X X X X EMCS
2.9
services and recommendation
facilities for seniors s of the Access
and people with a and Inclusion
disability Plan
Investigate
No specific
improvements to
actions have
local transport
been
4.3.14.2. systemsMaintain
identifiedNo
10 and enhance
specific actions
community services,
have been
including education
identified
and health
Seek to link
volunteer transport
No specific
service timetables
actions have
with commercial
4.3.24.3. been
transport
1 identifiedNo
providersInvestigate
specific actions
improvements to
have been
local transport
identified
systems
Page | 44Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Acknowledge
volunteers and the
contribution they Review format of
make to our annual Volunteer
4.4.14.3. communitySeek to Function
4.4.1.1 X CEO
2 link volunteer No specific
transport service actions have
timetables with been identified
commercial
transport providers
Promote to the
community, both
individually and at This is an
the community operational task
level, the and will be
importance and carried out when
4.4.24.4.
benefits of 4.4.1.1 required or XX X X X X EMCSCEO
1
volunteeringAckno appropriate
wledge volunteers Review format of
and the annual Volunteer
contribution they Function
make to our
community
Page | 45Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Monitor risk
management and This is an
emergency operational task
management and will be
profiles, procedures carried out when
and required or
preparednessPromo appropriate
4.5.14.4.
te to the This is an XX XX XX XX XX EMCOREMCS
2
community, both operational task
individually and at and will be
the community carried out when
level, the required or
importance and appropriate
benefits of
volunteering
Progress Growth
Strategy Project
Prepare and
– Bridgetown
implement flood
CBD Water
mitigation/
Restoration
management
Project (Refer
4.5.24.5. strategiesMonitor GSPMTEMCO
4.5.2.1 Actions 2.1.3.1 XX XX X X X
1 risk management R
and 2.1.3.2)This
and emergency
is an operational
management
task and will be
profiles, procedures
carried out when
and preparedness
required or
appropriate
Page | 46Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Work with
regional partners
(Local and State
Governments) to
seek greater
Improved mobile investment in
phone mobile phone
communicationsPre towers within
4.5.34.5. 4.5.3.14
pare and implement the Region XX XX X X X CEOGSPMT
2 .5.2.1
flood mitigation/ Progress Growth
management Strategy Project
strategies – Bridgetown
CBD Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
Page | 47Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Participate in the
Mitigation
Activity Fund
program for the
purpose of
conducting
mitigation
Reduce bush fire activities on
4.6.14.5. hazardsImproved 4.6.1.14 Shire controlled $100,00 $100,000 $100,000 $100,00
XX 100% funded CEOCEO
3 mobile phone .5.3.1 landWork with 0X X X 0X
communications regional partners
(Local and State
Governments) to
seek greater
investment in
mobile phone
towers within
the Region
Page | 48Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
This is an
operational task
and will be
carried out when
required or
Support community
appropriateParti
education and
cipate in the
information
4.6.24.6. Mitigation X$100,0 X$100,00 X$100,00 X$100,0
programs in relation 4.6.1.1 XX 100% funded CEOCEO
1 Activity Fund 00 0 0 00
to fire
program for the
protectionReduce
purpose of
bush fire hazards
conducting
mitigation
activities on
Shire controlled
land
This is an
Develop policies
operational task
and strategies
and will be
concerning fire
carried out when
management on
required or
private
4.6.34.6. appropriate
propertiesSupport XX XX XX XX XX CEOCEO
2 This is an
community
operational task
education and
and will be
information
carried out when
programs in relation
required or
to fire protection
appropriate
Page | 49Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Bush fire brigades
Provide funding
are resourced with
for the
adequate
repair/replacem
equipment,
ent of non ESL
appliances, training
firefighting
and other
4.6.44.6. equipmentThis is $4,000pa
operational 4.6.4.1 $4,000X $4,000X $4,000X $4,000X CEOCEO
3 an operational X
requirementsDevelo
task and will be
p policies and
carried out when
strategies
required or
concerning fire
appropriate
management on
private properties
Page | 50Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Continue to
monitor changes
in use patterns,
behaviour and
the perception of
safety, to
A functional and determine the
safe Hampton need or
StreetBush fire otherwise of
brigades are further options
resourced with including the
4.7.14.6. 4.7.1.14 X$4,000p
adequate possibility of X$4,000 X$4,000 X$4,000 X$4,000 CEOCEO
4 .6.4.1 a
equipment, reactivating
appliances, training planning for a
and other heavy haulage
operational deviation or
requirements bypass
roadProvide
funding for the
repair/replacem
ent of non ESL
firefighting
equipment
Page | 51Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Advocate to
Main Roads
Western
Australia to
conduct a safety
audit of the
Hampton Street
precinctContinue
to monitor
changes in use
patterns,
A functional and behaviour and
4.7.1.24
4.7.1 safe Hampton the perception of XX X X X X CEOCEO
.7.1.1
Street safety, to
determine the
need or
otherwise of
further options
including the
possibility of
reactivating
planning for a
heavy haulage
deviation or
bypass road
Page | 52Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Bridgetown
CBD Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
Acquire suitable
tenure of land
Improve parking
behind shops
and pedestrian 4.7.2.14
4.7.2 adjacent to XX CEOCEO
accessibility in town .7.1.2
Geegelup Brook
centres
to formalise
access and car
parking
Advocate to
Main Roads
Western
Australia to
conduct a safety
audit of the
Hampton Street
precinct
Page | 53Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Bridgetown
CBD Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
Prepare a design
plan for
completion of
car park area
behind shops
Improve parking
adjacent to
and pedestrian 4.7.2.24
4.7.2 Geegelup XX EMDICEO
accessibility in town .7.2.1
BrookProgress
centres
Growth Strategy
Project –
Bridgetown CBD
Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
Acquire suitable
tenure of land
behind shops
adjacent to
Geegelup Brook
Page | 54Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
to formalise
access and car
parking
Page | 55Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Greenbushes
CBD Parking &
Safety
Enhancement :
Facilitate
acquisition of
land behind
Greenbushes
commercial
businesses to
upgrade parking
and laneway
4.7.2.34 Progress Growth
X X CEOEMDI
.7.2.2 Strategy Project
– Bridgetown
CBD Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
Prepare a design
plan for
completion of
car park area
behind shops
adjacent to
Geegelup Brook
Page | 56Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Greenbushes
CBD Parking &
Safety
Enhancement :
Facilitate
4.7.2.3 acquisition of X CEO
land behind
Greenbushes
commercial
businesses to
upgrade parking
and laneway
Review
directional
4.7.2.4 X EMDI
signage to car
parking
Page | 57Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Bridgetown
CBD Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
4.7.2.54 Prepare detailed
XX GSPMTEMDI
.7.2.4 design plans for
construction of
the car parking
area behind
shops adjacent
to Geegelup
BrookReview
directional
signage to car
parking
Page | 58Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Bridgetown
CBD Water
Restoration
Project (Refer
Actions 2.1.3.1
and 2.1.3.2)
4.7.2.5 X GSPMT
Prepare detailed
design plans for
construction of
the car parking
area behind
shops adjacent
to Geegelup
Brook
Page | 59Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Progress Growth
Strategy Project
– Greenbushes
CBD Parking &
Safety
Enhancement :
Develop detailed
4.7.2.64 design plans, GSPMTGSPM
$35,000
.7.2.6 costings and X T
funding model to
upgrade/seal car
park and
adjacent
laneway behind
Greenbushes
commercial
businesses
Page | 60Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Review parking
designs in Civic
Centre Car Park
and adjacent
area of Steere
Street
Progress Growth
Strategy Project
– Greenbushes
CBD Parking &
Safety
Enhancement :
4.7.2.74 X
$35,000 EMDIEMDI
.7.2.7
Develop detailed
design plans,
costings and
funding model to
upgrade/seal car
park and
adjacent
laneway behind
Greenbushes
commercial
businesses
Page | 61Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Implement the
CCTV Plan for
Bridgetown
Develop and
CBDReview
implement crime 4.7.3.14
4.7.3 parking designs X X CEOEMDI
prevention .7.2.8
in Civic Centre
strategies
Car Park and
adjacent area of
Steere Street
Develop and
Implement the
implement crime
4.7.3 4.7.3.1 CCTV Plan for X CEO
prevention
Bridgetown CBD
strategies
Page | 62Key Goal 5 – Our Leadership will be Visionary, Collaborative and Accountable Formatted: Space After: 10 pt, Line
spacing: Multiple 1.15 li
Objectives:
5.1 Our community actively participates in civic life
5.2 We maintain high standards of governance, accountability and transparency
5.3 We operate within the Integrated Planning Framework
5.4 We participate in regional collaboration
5.5 We are strong advocates for our community
Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Major projects to
include where
The community is
appropriate a
5.1.1 involved in local 5.1.1.1 X X X X X CEO
specific community
decision making
engagement
component
People are
provided
No specific actions
5.1.2 opportunities to
have been identified
develop strong
leadership skills
Monitor, maintain
and enhance the Develop a
5.1.3 way we 5.1.3.1 communications X
communicate with plan
the community
Page | 63Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
People receive
Shire information,
Implement
services and
5.1.4 5.1.4.1 communications X X X X X CEO
opportunities
plan
according to their
needs
Support groups
This is an operational
that deliver
task and will be
programs,
carried out when
5.1.5 activities and X X X X X EMCS
required or
services for the
appropriate
benefit of the
community
Undertake an in-
house councillor
Councillors provide
induction program X
5.2.1 strong and ethical 5.2.1.1 X CEO
for new councillors bi-annual
leadership
after Council
elections
Provide training
opportunities for
councillors, both
5.2.1.2 X CEO
legislative X $5,000 X $5,000
(compulsory) and
optional
Conduct a bi-annual
X $3,000
5.2.1.3 study tour to other $3,000 CEO
councils
Page | 64Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Review the Code of X X Every 3
5.2.1.4 X CEO
Conduct years
Determine method
X
of conducting
5.2.1.5 $19,000 $19,000 Every 2 CEO
ordinary and special
years
council elections
Achieve full
Staff work in an compliance in annual
5.2.2 5.2.2.1 X X X X X CEO
ethical manner Compliance Audit
Return
Ensure Implement the
5.2.3 organisational 5.2.3.1 organisation wide X X X X X CEO
capability compliance calendar
X
Review the Records
5.2.3.2 X Every 5 EMCOR
Management Plan
years
Undertake review of
systems for risk
management,
internal controls and $2,000 X Every 3
5.2.3.3 EMCOR
legislative years
compliance as
required under Audit
Regulation 17
Page | 65Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Implement
recommendations of
5.2.3.4 2020 Audit X X X
Regulation 17
Review
Review the Business
Continuity Plan as
identified in the XEvery 5
5.2.3.5 X EMCOR
2014 Audit years
Regulation No, 17
review
Implement 2019
5.2.3.6 X CEO
Workforce Plan
Prepare plans for
5.2.3.7 depot workshop X EMDI
improvements
Implement plans for
5.2.3.8 depot workshop $45,000
improvements
Prepare a local
environmental
5.2.3.85. health
$10,000 $45,000 EMDI
2.3.8 planImplement plans
for depot workshop
improvements
Page | 66Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Staff have access to
agreed training and
professional
5.2.3.95. development X$10,00
X X X X CEOEMDI
2.3.8 opportunities and 0
pathwaysPrepare a
local environmental
health plan
Review lease and
legal agreements
and develop
appropriate
registersStaff have
5.2.3.10
access to agreed XX X X X X CEOCEO
5.2.3.9
training and
professional
development
opportunities and
pathways
Investigate the cost
benefits of
outsourcing selected
5.2.3.11 functionsReview
XX CEOCEO
5.2.3.10 lease and legal
agreements and
develop appropriate
registers
Page | 67Dependency
Strategy Action 2024/25 Responsible
Strategy Action 2020/21 2021/22 2022/23 2023/24 on External
Ref. Ref. onwards Officer
Funding?
Investigate options
for conversion of
agendas and other
information for
councillors and staff
5.2.3.12
from hard copy XX EMCORCEO
5.2.3.11
format to digital
formatInvestigate
the cost benefits of
outsourcing selected
functions
Engage professional
project management
expertise to assist in
delivery of shovel
ready GS
projectsInvestigate
5.2.3.13 options for $75,000 GSPMTEMC
5.2.3.12 conversion of X OR
agendas and other
information for
councillors and staff
from hard copy
format to digital
format
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