Creating Our Future - carnamah.wa.gov.au

Creating Our Future Shire of Carnamah Strategic Community Plan

and Corporate Business Plan 2021 - 2031

Adopted 16 June 2021

Prepared with assistance from

CONTENTS

Message From The President ........................................................................................ 1

1. Key Points of the Plan .............................................................................................. 2

2. Community Profile ................................................................................................... 5

3. Community Engagement Summary ......................................................................... 6

4. Key Assumptions ...................................................................................................... 7

5. Shire Services ........................................................................................................... 8

6. Strategies to Achieve the Priorities ......................................................................... 9

7. Organisation Chart and Summary of Our Service Plans ........................................ 13

8. Capital Works ......................................................................................................... 18

9. Long Term Financial Profile (Projected Rates Setting Statement) ................................ 20

10. Strategic Risk Management ................................................................................... 23

11. How Will We Know if the Plan is Succeeding? ....................................................... 24

Appendix 1: Community Profile Detail ......................................................................... 26

Appendix 2: Detailed Community Engagement Results .............................................. 27

Appendix 3: Project Assessment Criteria ..................................................................... 35

1 | P a g e Creating Our Future 2021 – 2031

MESSAGE FROM THE PRESIDENT

On behalf of the Shire of Carnamah Council, it is my pleasure to

present “Creating Our Future”, the 2021 – 2031 Strategic Community

Plan and Corporate Business Plan (the Plan).

Thank you to the people who contributed to the development of the

Plan through attending a workshop, participating in the community

survey, and/or making a submission on the draft Plan.

We listened to the community’s vision and aspirations for the future.

These are reflected in the draft Plan. Our ambitions are balanced with

affordability. We know with more resources we could do so much

more. We will use the clear priorities and community support evident

in this Plan to attract external funding and support.

We cannot implement the Plan alone. This is a Plan for the whole community. We commit to working

in partnership to secure our future together.

Councillor Merle Isbister ASM, OAM

President, Shire of Carnamah


1. KEY POINTS OF THE PLAN

Introduction

‘Creating Our Future’ has been developed to show the community’s aspirations, and set the vision,

priorities, strategies and what the Council will deliver. The document also includes how the Plan will

be resourced.

The Plan is part of the Shire of Carnamah’s Integrated Planning and Reporting (IPR) framework,

followed by all local governments in Western Australia1.

The draft Plan was endorsed for community consultation at the Ordinary Council Meeting of 19 May

2021. It was open for submissions from 27 May 2021 to 8 June 2021. Following final revisions, it was

adopted at the Ordinary Council Meeting of 16 June 2021. It will be reviewed in 2022/2023 (minor

review) and 2024/2025 (major review).

Why is this Plan important?

This Plan will:

▪ guide Council’s detailed plans and annual budgets

▪ provide the basis for working with our community and partners to achieve the vision

▪ enable us to pursue funding by showing how projects align with our community and the Plan

▪ provide a framework for monitoring progress

Vision

A growing community where people, families and

businesses thrive

Outcomes

Close-knit and family-friendly

Rich in economic opportunities and jobs

Visually enticing, distinctive and well-maintained

Open, collaborative and empowered

1 See the Department of Local Government, Sport and Cultural Industries website for more details:

https://www.dlgsc.wa.gov.au/local-government/strengthening-local-government/intergrated-planning-and-reporting




Priorities

Outcome Focus Area Priorities


Secondary and tertiary education

▪ Advocate for, facilitate and promote local and regional secondary and tertiary education opportunities

Community and recreation facilities

▪ Improve the standard and utilisation of community and recreation facilities

Medical and aged care services

▪ Advocate for and facilitate continued and improved medical and aged care services

Accommodation ▪ Increase the availability of suitable key

worker and independent living dwellings


Economic development and tourism

▪ Support the retention, attraction and growth of businesses

▪ Capitalise on the district’s distinctive arts, cultural, heritage and natural assets


Sustainable use of resources

▪ Increase reuse and recycling opportunities, education and promotion

▪ Improve presentation of landfill sites

Infrastructure ▪ Advocate for improved infrastructure

(underground power and Restricted Access Vehicle network)


Efficiency and effectiveness

▪ Improvement in efficient and effective service delivery

Communication, community partnerships and advocacy

▪ Improvement in communication, effective community partnerships and advocacy


Financing the Plan

▪ 3% annual rates increases

▪ Existing debt repaid in 2024/25. Possible new debt later in the Plan for the construction of unit-style dwellings

▪ Reserves overall held at the same level

▪ Any additional projects dependent on grants

What is happening to our assets?

Transport assets

The Shire’s transport assets are predominantly in good to average condition. Over the period of this Plan,

renewal expenditure is sufficient to maintain this standard. Subject to additional grant funding, the Shire

will improve these assets to a good to very good condition.

Recreation assets

The condition of the Shire’s recreation assets has yet to be formally rated but is considered to be

predominantly average. Over the period of this Plan, renewal expenditure is sufficient to maintain

the current condition. Raising the standard of these facilities is a priority in the Plan and will be a

focus for grant funding.

Property assets

The Shire’s buildings are predominantly in average condition. Over the period of this Plan, renewal

expenditure is sufficient to maintain and improve buildings that are being used. Towards the end of

the Plan, replacement of some facilities will be considered, subject to grant funding.

Fleet, equipment and IT assets

The Shire’s fleet, equipment and IT assets are predominantly in good to very good condition. Over

the period of this Plan, renewal expenditure is sufficient to maintain these assets in this condition.

People power

Number of employees

The Shire of Carnamah currently has 26 permanent full time and part time positions, which equates

to 22 full time equivalent (FTE) positions. Approximately half of the positions are in the works area.

There are no significant implications arising out of this Plan for the Workforce Plan.

Local partnerships and participation

The Shire will develop and strengthen local partnerships and community participation in the

implementation of this Plan and ongoing planning for the future.


2. COMMUNITY PROFILE

The Shire of Carnamah is a large area in the Mid West region of Western Australia, encompassing 2,876

square kilometres. There are two townships. One is Carnamah, which is situated on the Midlands Road,

308 kilometres north of Perth. The other is Eneabba, which is situated on the Brand Highway, 278

kilometres north of Perth, 65 kilometres west of Carnamah and 30 kilometres east of Leeman. The

friendliness and diversity of the two towns make for a relaxed lifestyle.

The district supports the principal industry of agriculture (grain and sheep farming) with rural suppliers,

machinery dealership, automotive and smash repair businesses, primary and high schools, and various

retail and service outlets. Carnamah is one of the largest primary grain receival points in the region.

Tourism is an emerging industry, with the Shire being one of the richest areas in the state for wildflowers

from August to October, and having a number of other natural, cultural and heritage attractions.

The figure below summarises key information about the make-up of the community. See Appendix 1 for

more detail.


3. COMMUNITY ENGAGEMENT SUMMARY

Process

The community engagement process was designed to elicit the community’s vision and priorities. It

consisted of two in-person community workshops and a survey. The workshops were held in Carnamah

(10 March 2021) and Eneabba (11 March 2021). The survey was open from 12 – 28 March 2021.

There were 46 participants in the workshop and 57 participants in the survey2. The results are

summarised below. See Appendix 2 for the detailed participation and results.

The draft Plan was released for public submissions between 27 May 2021 to 8 June 2021. Six

submissions were received. These resulted in a number of improvements to the Plan, particularly:

▪ community profile

▪ visibility of tourism, culture and arts

▪ alignment with recent adoption of Eneabba Economic Revival Strategy

▪ success measures (work in progress)

▪ general improvements to layout and wording

Summary of Results

The community saw the main challenge for the coming decade as maintaining and growing population,

especially families. The people love their community, and want it to provide a full range of the things they

need – shops, services (especially medical), and activities. They value the natural and built environment.

They envision thriving local businesses, providing for their needs and generating employment.

The highest priorities for improvement for the community as whole were:

▪ Economic Development and Tourism

▪ GP/Medical Centre

▪ Roads, Footpaths and Drainage

▪ Community Development and Events

▪ Waste Management

▪ Seniors Support and Aged Accommodation

2 Note that community members were able to participate in both the survey and the workshops.

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4. KEY ASSUMPTIONS

2021/22 2022/23 2023/24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31

EXPENSES

Wage Price Index % Increase 1.40% 1.80% 2.00% 2.20% 2.80% 3.00% 3.25% 3.50% 3.50% 3.50%

Consumer Price Index % Increase 0.90% 1.50% 1.80% 2.00% 2.25% 2.75% 3.00% 3.25% 3.50% 3.50%

Local Government Cost Index % Increase 1.80% 2.00% 2.20% 2.50% 3.00% 3.00% 3.25% 3.50% 3.50% 3.50%

REVENUES

Rates - Annual Increases % 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%

Rates - Natural Growth in Rate Base % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Rates - Annual Discount % 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

Interest Earnings 0.2% 0.5% 1.0% 1.6% 2.0% 2.5% 3.0% 3.0% 3.0% 3.0%

Fees and Charges % Increase 2.8% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0%

Operating Grants, Subsidies, Contributions % Increase 1.0% 1.0% 1.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Non-operating Grants, Subsidies, Contributions % Increase 1.0% 1.0% 1.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Direct Maintenance Grant % Increase 1.5% 1.5% 1.5% 1.5% 2.0% 2.0% 2.0% 2.0% 2.0% 2.0%

Other Expenditure items for Consideration

Electricity Utility Charges % Increase 3.0% 3.0% 3.0% 3.0% 3.5% 3.5% 3.5% 3.5% 3.5% 4.0%

Water Utility Charges % Increase 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 3.5% 4.0%

Interest Expense (based on estimated borrowings) 1.9% 1.9% 3.0% 4.0% 5.0% 6.0% 6.0% 6.0% 6.0% 6.0%

Insurance Expense % Increase 0.9% 1.5% 2.5% 2.5% 2.5% 2.8% 3.0% 3.3% 3.5% 3.5%

Other Expenditure 1.8% 2.0% 2.0% 3.0% 3.0% 3.0% 3.0% 3.0% 3.0% 4.0%

CAPITAL GRANTS

General Purpose Grant 938,091 947,472 956,947 976,086 995,607 1,015,519 1,035,830 1,056,546 1,077,677 1,099,231

Local Road Grant 413,310 417,443 421,618 430,050 438,651 447,424 456,373 465,500 474,810 484,306

Regional Road Group Grant

Roads to Recovery Grant

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5. SHIRE SERVICES

Close-knit and family-friendly Rich in economic opportunities and

jobs Visually enticing, distinctive and

well-maintained Open, collaborative and

empowered



▪ Shire Buildings and Leases

▪ Library

▪ Sport, Recreation and Leisure


▪ Emergency Management

▪ Ranger Services

▪ Environmental Health

▪ Cemetery and Burial Services

▪ Licencing and Registration Services



▪ Town Planning

▪ Heritage


▪ Building Administration/ Regulation

▪ Council Leadership, Partnerships and Advocacy

▪ Community Engagement and Communications

▪ Customer Service

▪ Financial Planning and Management

▪ Asset Planning and Management

▪ Risk Management

▪ Workforce Planning and Management

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6. STRATEGIES TO ACHIEVE THE PRIORITIES Outcome 1: Close-knit and family-friendly

Item Outcome 1 Priorities and Strategies Years of the plan

1 2 3 4 5 6 7 8 9 10

1.1 Advocate for, facilitate and promote local and regional secondary and tertiary education opportunities

1.1.1 Engage with school, TAFE, Departments of Education and Training and Workforce Development, and

the North Midlands Project (Learning Hub at The Exchange) ● ● ● ●

1.1.2 Promote opportunity for advanced secondary education (ATAR) ● ● ● ●

1.1.3 Explore demand for training and facilitate provision (eg horticulture and trades) ● ● ● ● ● ● ● ● ● ●

1.1.4 Strengthen link between local industry and job opportunities for local young people ● ● ● ● ● ● ● ● ● ●

1.1.5 Continue to advocate for and promote local and regional secondary and tertiary education opportunities ● ● ● ● ● ●

1.2 Improve the standard and utilisation of community and recreation facilities

1.2.1 Review and rationalise surplus property ● ● ● ●

1.2.2 Work with the community to improve utilisation of community and recreation facilities ● ● ● ● ● ● ● ● ● ●

1.2.3 Improve the condition of recreation facilities, with an early focus on change rooms and kitchen facilities ● ● ● ● ● ● ● ● ● ●

1.2.4 Construct a right size, fit-for-purpose multi-function centre, subject to needs assessment,

feasibility, and grant funding

● ● ● ● ● ●

1.3 Advocate for and facilitate continued and improved medical and aged care services

1.3.1 Improve access to medical care in Eneabba ● ● ● ●

1.3.2 Advocate for retaining residential aged care at hospital ● ● ● ●

1.3.3 Ongoing advocacy and facilitation for continued and improved medical and aged care services ● ● ● ● ● ●

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1 2 3 4 5 6 7 8 9 10

1.4 Increase the availability of suitable key worker and independent living dwellings

1.4.1 Build unit style accommodation (suitable for key worker housing, older persons independent living etc)

to rent on a commercial basis, subject to feasibility and loan funding

● ● ● ● ● ●

Outcome 2: Rich in economic opportunities and jobs


1 2 3 4 5 6 7 8 9 10

2.1 Support the retention, attraction and growth of businesses

2.1.1 Work with business community to develop action plan to support their retention and growth ●

2.1.2 Business engagement, ‘buy local’, strengthening link between local business and young people,

supporting business growth initiatives (subject to action plan) ● ● ● ● ● ● ● ● ●

2.1.3 Active promotion of the Eneabba Economic Revival Strategy/Green Hydrogen Hub ● ● ● ● ● ● ● ● ● ●

2.1.4 Create and promote a prospectus to market business opportunities ● ● ● ● ● ●

2.2 Capitalise on the district’s distinctive arts, cultural, heritage and natural assets

2.2.1 Improve coordination of tourism marketing (subject to tourism strategy under development) ● ● ● ● ● ● ● ● ● ●

2.2.2 Support regional tourism initiatives, including Wildflower Country (eg Regional Trails Master Plan, a

grant funded Wildflower Country project) ● ● ● ● ● ● ● ● ● ●

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Outcome 3: Visually enticing, distinctive and well-maintained


1 2 3 4 5 6 7 8 9 10

3.1 Increase reuse and recycling opportunities, education and promotion

3.1.1 Clean up Lions area and set up cardboard recycling (and provide feedstock for worm farm) ● ● ● ●

3.1.2 Reuse and recycling education and promotion (eg cans and bottles at daycare centre) ● ● ● ●

3.1.3 Continue to increase reuse and recycling opportunities, education and promotion ● ● ● ● ● ●

3.2 Improve presentation of landfill sites

3.2.1 Tidy up landfill sites, improve signage, and divert cardboard (see above) ● ● ● ●

3.3 Advocate for improved infrastructure (underground power and Restricted Access Vehicle network)

3.3.1 Advocate for key roads to be reclassified at level 7 in the RAV network ● ● ● ●

3.3.2 Advocate for underground power ● ● ● ● ● ●

Outcome 4: Open, collaborative and empowered


1 2 3 4 5 6 7 8 9 10

4.1 Improvement in efficient and effective service delivery

4.1.1 Focus on costs savings (eg work with WALGA to aggregate demand with other local governments

to achieve power cost savings) and efficiencies in works delivery ● ●

4.1.2 Continuous improvement in efficient and effective service delivery ● ● ● ● ● ● ● ●

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1 2 3 4 5 6 7 8 9 10

4.2 Improvement in communication, effective community partnerships and advocacy

4.2.1 Trial a monthly email newsletter, focusing on highlights of previous month and month ahead ● ● ● ● ● ● ● ● ● ●

4.2.2 (i) Strengthening Shire-community partnerships to implement the priorities of the Plan ● ● ● ● ● ● ● ● ● ●

(ii) Strengthening Shire-community partnerships across community outcomes generally ● ● ● ● ● ● ● ● ● ●

4.2.3 Advocate for improved community outcomes in education, medical and aged care services,

infrastructure, and seek external grants ● ● ● ●

4.2.4 Initiate a formal engagement process with the Yamatji Southern Region Corporation ● ● ● ● ● ● ● ● ● ●

4.2.5 Continued focus on communication, effective community partnerships and advocacy ● ● ● ● ● ●

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7. ORGANISATION CHART AND SUMMARY OF OUR SERVICE PLANS This section sets out the organisation chart and the various services provided by the Council. The services are grouped according to the strategic

outcomes. The tables describe the nature of the service, current level of service and the proposed change, if any, over the next four years. Changes in

service levels are by and large driven by the priorities set out earlier. They are mainly achieved through either refocusing existing resources and/or

external grant funding.

Organisation Chart

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Summary of our service plans

Service Current level of service Change? Change over 4 years


Community Development and Events

▪ Support for community-led initiatives, including arts and cultural initiatives

▪ Astrotourism event ▪ In-kind support for community-run events, including arts and

cultural events

No

GP/Medical Centre

▪ Contribute to regional service based in Three Springs, providing weekly clinic in Carnamah

▪ No medical service provided in Eneabba Yes

▪ Facilitate provision of medical service in Eneabba

Shire Buildings and Leases

▪ Administration Centre and other Shire buildings (Shire purposes) ▪ Carnamah Town Hall ▪ Leasing of Shire buildings (community purposes)

No

Library ▪ Public libraries in Carnamah and Eneabba No

Sport, Recreation and Leisure

▪ Ovals and recreation buildings and facilities Yes

▪ Improvements to change rooms and kitchen in 2025 (grant dependent)

▪ Working with Clubs in a regional context to support them to grow and expand opportunities for participation

Seniors Support and Aged Accommodation

▪ Yarra Yarra Village - Carnamah Retirement Homes, joint venture between the Shire and the Department of Housing and Works

No

Emergency Management

▪ Emergency management planning ▪ Bushfire prevention activities and education ▪ Maintain mobile number register for SMS messages ▪ Disaster management and and recovery

Uncertain ▪ Provision of emergency

management services under review

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Ranger Services ▪ Dog and cat control

▪ Camping control Uncertain

▪ Provision of ranger services under review

Environmental Health ▪ Environmental health matters including food premise inspections ▪ Septic tank applications

No

Cemetery and Burial Services

▪ Winchester Cemetery operated jointly by the Shires of Carnamah and Coorow, administered by the Shire of Carnamah

No

Licencing and Registration Services

▪ Vehicle and Driver Licensing ▪ Dog and Cat registrations

No


Economic Development and Tourism

▪ Maintain Business Directory ▪ Development of Eneabba Economic Plan ▪ Explore economic opportunities ▪ Support Visitor Information Centre ▪ Carnamah Caravan Park, Lake Indoon Campsite and Eneabba

short stay accommodation

Yes

▪ Include Directory on new website

▪ Landowners and investors working together on renewable energy project

▪ Actively investigating feasibility of identified economic development opportunities

▪ Better coordination of the Wildflower tourist season


Roads, Footpaths and Drainage

▪ Provide and maintain a rural road network ▪ Provide and maintain an urban road network ▪ Provide and maintain a footpath network ▪ Provide and maintain a drainage system

Yes

▪ Where possible expand the Shire’s RAV 7 network to include more local roads that meet the requirements for a RAV 7 rating

Town Planning ▪ Develop and implement Local Planning Strategy ▪ Administer Local Planning Scheme

No

Heritage ▪ Maintain museum and Macpherson Homestead (operated by

Carnamah Historic Society) – link with tourism No

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Waste Management

▪ Weekly rubbish collection ▪ A recycling area in conjunction with the Lions Club ▪ Annual Drum Muster ▪ Landfill sites

Yes

▪ Clean up historic site to have an area ready to take advantage of any funding opportunities as they occur

▪ Local commercial or Shire worm farm operation in place

▪ Improve landfill sites with better fencing, signage and tipping areas

Building Administration/ Regulation

▪ Building applications No


Council Leadership, Partnerships and Advocacy

▪ Regional collaboration ▪ Community partnerships ▪ Advocacy to achieve community priorities ▪ Attract funding to implement community priorities

Yes

▪ Resource sharing and cooperation with other Shires

▪ Pursue education, training and employment opportunites for youth

▪ Support community groups individually and in collaboration

▪ More active pursuit of grants and other support to fund community priorities

Community Engagement and Communications

▪ Community engagement in Integrated Planning and Reporting ▪ Carnamah Mat and Eneabba News ▪ Community input on key decisions

Yes ▪ New monthly newsletter (trial first)

Customer Service ▪ General enquiries No

Financial Planning and Management

▪ Long Term Financial Plan ▪ Rates ▪ Fees and Charges

▪ Debtors and Creditors ▪ Payroll

No

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Asset Planning and Management

▪ Asset Management Plans ▪ Asset Management Improvement

No

Risk Management ▪ Maintain, implement and monitor strategic and operational risk

registers and systems No

Workforce Planning and Management

▪ Workforce Plan ▪ Human Resources Management

No

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8. CAPITAL WORKS

Planned capital expenditure for the next ten years is shown in the following table. Additional capital projects will be subject to grant funding. New

proposed projects will be assessed in accordance with the criteria in Appendix 3 before being considered for approval.

2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

$ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 Recreation Assets Sport Structures 0 100 60 70 0 117 50 117 50 50 Lighting, furniture, irrigation etc 0 55 61 61 40 51 5 41 61 21 Yarra Park 0 0 0 0 15 0 0 0 0 0 Property Staff Housing 0 110 45 0 390 0 0 0 0 Other Housing 0 25 0 0 0 0 0 0 0 0 Carnamah Hall, Recreation Centre & Pool 0 200 10 0 0 0 0 50 0 50 Eneabba Pool 0 0 0 15 0 0 0 0 0 0 Aged Care Units 0 300 0 0 0 0 0 0 0 0 Other 0 0 0 0 50 0 0 0 0 0 Fleet IT & Equipment Computer Server 0 0 30 0 0 0 0 35 0 0 Other office equipment 0 11 0 20 0 20 33 0 0 20 Multi Tyred Roller 165 0 0 0 0 0 0 0 0 0 Prime Mover 250 250 0 0 0 240 247 245 0 0 Side Tipping Trailer 110 0 0 0 0 0 0 0 141 145 Vehicles 159 55 163 56 166 57 170 58 175 62 Utes 35 40 0 0 42 40 0 0 0 67 Mowers / Slashers 24 31 8 39 17 8 8 39 28 0 Caravan Park Mowers 8 0 0 8 0 0 0 9 0 0 Grader 0 420 0 437 0 0 441 0 0 454

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2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

$ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 $ 000 Front End Loader 0 0 390 0 402 0 0 0 402 0 Backhoe 0 0 0 309 0 0 0 0 0 0 Mono Roller 0 0 0 45 0 0 15 0 0 15 Small Truck 0 0 0 0 133 155 0 155 0 130 Compact Roller 0 0 285 0 0 0 0 0 0 0 Road Sweeper 35 0 0 0 0 0 0 0 0 0 Excavator 0 0 0 0 0 0 319 0 0 0 Tractor 0 0 0 0 0 0 0 48 40 0 Roads Carnamah Perenjori Rd 450 450 420 420 450 0 0 0 0 0 Carnamah Eneabba Rd 0 280 225 225 138 306 241 241 238 316 Eneabba Three Springs Rd 450 450 450 0 96 0 0 0 0 0 Innering Rd 0 0 0 400 0 0 0 0 0 0 Bunjil 0 0 0 0 326 450 206 140 0 0 Winchester West 0 0 0 0 0 0 450 0 0 0 Winchester East 0 0 0 0 0 0 0 450 450 450 Brand Mudge Rd 254 0 0 0 0 0 0 0 0 0 Other Roads (Yet to be decided) 450 450 420 420 450 0 0 0 0 0

TOTAL 2,650 2,629 2,463 2,777 2,646 2,270 2,546 1,613 2,262 1,865

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9. LONG TERM FINANCIAL PROFILE (PROJECTED RATES SETTING STATEMENT)

2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31

OPERATING REVENUE

General Purpose Funding 1,415,247 1,429,953 1,444,971 1,474,123 1,503,987 1,534,612 1,566,021 1,598,080 1,624,801 1,661,021

Governance 12,433 12,806 61,081 23,473 13,994 14,413 14,846 17,364 27,619 16,222

Law &Order, Public Safety 44,595 45,168 45,755 46,736 47,749 48,786 49,852 50,947 52,067 53,213

Health 1,644 1,693 1,744 1,796 1,850 1,906 1,963 2,022 2,083 2,145

Education and Welfare 29,066 29,938 48,109 49,552 51,039 52,570 54,147 55,772 57,445 59,168

Housing 314,618 324,057 333,778 343,792 354,105 364,728 375,670 386,940 398,549 410,505

Community Amenities 141,600 145,849 150,224 154,731 159,373 164,154 169,078 174,151 179,375 184,757

Recreation and Culture 48,429 49,882 51,379 52,920 54,508 56,143 57,827 59,562 61,349 63,189

Transport 110,856 112,170 113,503 115,882 118,312 120,794 123,329 125,918 128,563 131,265

Economic Services 124,547 128,284 132,132 136,096 140,179 144,384 148,716 153,177 157,773 162,506

Other Property and Services 51,531 53,077 54,670 56,310 57,999 59,739 61,531 63,377 65,278 67,237

TOTAL REVENUE 2,294,567 2,332,876 2,437,346 2,455,412 2,503,095 2,562,230 2,622,981 2,687,310 2,754,902 2,811,226

LESS OPERATING EXPENDITURE

General Purpose Funding (154,668) (157,626) (161,585) (168,561) (169,726) (174,819) (180,492) (187,438) (197,691) (200,288)

Governance (138,891) (141,614) (144,905) (149,505) (152,678) (157,257) (162,361) (168,244) (175,363) (180,065)

Law &Order, Public Safety (237,276) (242,109) (247,698) (254,546) (261,471) (269,365) (278,128) (287,951) (298,718) (308,445)

Health (83,086) (84,709) (86,641) (89,189) (91,323) (94,057) (97,104) (100,578) (104,590) (107,675)

Education and Welfare (46,004) (46,980) (48,156) (49,805) (50,799) (52,353) (54,067) (56,040) (58,493) (60,003)

Housing (407,415) (413,966) (422,058) (433,934) (442,781) (456,262) (471,166) (488,250) (509,030) (522,779)

Community Amenities (266,003) (271,921) (277,439) (285,981) (292,315) (301,096) (311,684) (322,118) (335,486) (344,793)

Recreation and Culture (1,058,013) (1,086,852) (1,109,577) (1,141,864) (1,171,001) (1,206,939) (1,249,867) (1,290,857) (1,341,013) (1,383,153)

Transport (2,161,114) (2,247,821) (2,253,581) (2,406,873) (2,377,244) (2,448,897) (2,574,265) (2,711,352) (2,714,819) (2,804,176)

Economic Services (356,015) (363,164) (371,152) (381,828) (390,866) (402,665) (416,024) (430,664) (447,830) (461,152)

Other Property & Services 0 0 0 0 (0) 0 (0) 0 0 0

TOTAL EXPENSES (4,908,485) (5,056,761) (5,122,794) (5,362,085) (5,400,203) (5,563,709) (5,795,159) (6,043,490) (6,183,034) (6,372,529)

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2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31

Increase(Decrease) (2,613,918) (2,723,885) (2,685,448) (2,906,673) (2,897,108) (3,001,479) (3,172,177) (3,356,180) (3,428,132) (3,561,303)

ADD

Depreciation Written Back 1,511,359 1,541,586 1,575,501 1,614,889 1,663,336 1,713,236 1,768,916 1,830,828 1,894,907 1,961,229

Sub Total 1,511,359 1,541,586 1,575,501 1,614,889 1,663,336 1,713,236 1,768,916 1,830,828 1,894,907 1,961,229

INVESTING ACTIVITIES

Purchase Buildings/Renewals 0 (635,000) (55,000) (15,000) 0 (390,000) 0 (50,000) 0 (50,000)

Infrastructure Assets - Roads (1,153,602) (1,433,602) (1,348,602) (1,298,602) (1,263,493) (1,009,602) (1,150,452) (1,084,577) (941,602) (1,019,602)

Infrastructure Assets - Parks&Ovals 0 (155,000) (121,000) (131,000) (55,000) (168,000) (55,000) (158,000) (111,000) (71,000)

Infrastructure Assets - Other 0 0 0 0 (50,000) 0 0 0 0 0

Purchase Plant and Equip. (785,950) (796,200) (846,210) (893,750) (759,820) (500,250) (1,200,300) (554,010) (784,737) (873,330)

Purchase Furniture and Equip. 0 (11,000) (30,000) (20,000) 0 (20,000) (33,000) (35,000) 0 (20,000)

Proceeds from Sale of Assets 224,800 227,350 206,850 166,920 215,250 110,200 430,750 129,600 238,800 248,900

Development of Assets 853,602 1,845,268 983,602 950,269 926,863 952,602 851,502 807,586 712,268 764,269

Total Attributable to Investing Act. (861,150) (958,184) (1,210,360) (1,241,163) (986,200) (1,025,050) (1,156,500) (944,401) (886,271) (1,020,763)

FINANCING ACTIVITIES

Repayment of Loan Principal (30,218) (32,031) (33,953) (17,733) 0 0 0 0 0 0

Transfer to Reserves (576,910) (641,469) (561,583) (561,767) (587,003) (602,303) (610,342) (427,053) (707,444) (626,757)

Total Attributable to Financing Act. (607,128) (673,500) (595,536) (579,500) (587,003) (602,303) (610,342) (427,053) (707,444) (626,757)

FUNDING SOURCES

Transfers from Reserves 561,150 743,850 783,860 916,830 544,570 585,050 769,550 424,410 580,937 624,430

Opening Surplus/ (Deficit) 0 0 0 0 0 0 0 0 0 0

Closing (Surplus)/Deficit 0 0 0 0 0 0 0 0 0 0

TO BE MADE UP FROM GENERAL RATES

(2,009,687) (2,070,132) (2,131,982) (2,195,618) (2,262,406) (2,330,547) (2,400,554) (2,472,395) (2,546,003) (2,623,164)

Projected Rates 2,010,426 2,070,739 2,132,861 2,196,847 2,262,752 2,330,635 2,400,554 2,472,571 2,546,748 2,623,914

Surplus/(Deficit) 739 606 879 1,229 346 88 0 175 745 750

Total Rates % increase 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.00% 3.03%

REVENUE

Rates 2,031,558 2,092,504 2,155,280 2,219,938 2,286,536 2,355,132 2,425,786 2,498,560 2,573,516 2,651,486

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2021-22 2022-23 2023-24 2024-25 2025-26 2026-27 2027-28 2028-29 2029-30 2030-31

Operating Grants & Subsidies 1,592,833 1,610,837 1,676,974 1,672,653 1,697,155 1,732,266 1,768,114 1,806,788 1,853,955 1,880,241

Interest Earnings 31,329 31,537 31,895 32,435 33,106 33,946 34,964 36,013 31,093 35,026

Fees & Charges 634,852 653,883 690,760 711,475 732,819 754,803 777,452 800,784 824,817 849,571

Other Income 14,421 14,854 15,299 15,758 16,231 16,718 17,219 17,736 18,268 18,816

Development of Assets 853,602 1,845,268 983,602 950,269 926,863 952,602 851,502 807,586 712,268 764,269

Proceeds from Sale of Assets 224,800 227,350 206,850 166,920 215,250 110,200 430,750 129,600 238,800 248,900

SS Loans Principal Repayment 0 0 0 0 0 0 0 0 0 0

Transfers from Reserves 561,150 743,850 783,860 916,830 544,570 585,050 769,550 424,410 580,937 624,430

New Loans 0 0 0 0 0 0 0 0 0 0

Surplus B/Fwd 0 0 0 0 0 0 0 0 0 0

NET CASH REVENUE 5,944,545 7,220,082 6,544,519 6,686,278 6,452,530 6,540,717 7,075,337 6,521,477 6,833,655 7,072,739

EXPENSES

Employee Costs (1,755,038) (1,787,883) (1,824,853) (1,866,898) (1,920,511) (1,978,145) (2,042,458) (2,113,968) (2,187,957) (2,264,535)

Materials & Contracts (1,127,314) (1,200,882) (1,182,772) (1,326,614) (1,245,404) (1,282,774) (1,374,497) (1,468,410) (1,447,826) (1,469,611)

Utilities (308,745) (318,762) (329,120) (339,837) (351,697) (363,971) (376,692) (389,876) (403,522) (419,623)

Depreciation on Non-Current Assets (1,511,359) (1,541,586) (1,575,501) (1,614,889) (1,663,336) (1,713,236) (1,768,916) (1,830,828) (1,894,907) (1,961,229)

Interest Expenses (6,031) (4,218) (2,296) (391) 0 0 0 0 0 0

Insurances (137,733) (139,919) (143,343) (146,927) (150,729) (155,002) (159,721) (164,982) (170,756) (176,733)

Other Expenditure (62,265) (63,510) (64,907) (66,530) (68,526) (70,582) (72,876) (75,426) (78,066) (80,799)

Development of Assets (1,939,552) (3,030,802) (2,400,812) (2,358,352) (2,128,313) (2,087,852) (2,438,752) (1,881,587) (1,837,339) (2,033,932)

Loan Principal Repayments (30,218) (32,031) (33,953) (17,733) 0 0 0 0 0 0

Transfers to Reserves (576,910) (641,469) (561,583) (561,767) (587,003) (602,303) (610,342) (427,053) (707,444) (626,757)

Less Depreciation 1,511,359 1,541,586 1,575,501 1,614,889 1,663,336 1,713,236 1,768,916 1,830,828 1,894,907 1,961,229

Less LSL Accruals 0 0 0 0 0 0 0 0 0 0

NET CASH EXPENDITURE (5,943,806) (7,219,476) (6,543,640) (6,685,049) (6,452,184) (6,540,629) (7,075,337) (6,521,302) (6,832,910) (7,071,990)

NET BALANCE 739 606 879 1,229 346 88 0 175 745 750


10. STRATEGIC RISK MANAGEMENT

Risk Risk Controls

Core changes to role of Local Government

and/or funding

▪ Long Term Financial Plan (LTFP)

▪ Lobbying and advocacy

▪ Community engagement

Breakdown in relationship between Shire

President/Council and CEO

▪ Code of Conduct and relevant policies

▪ Regular meetings CEO/Shire President

▪ CEO performance review process

▪ Councillor induction and training

Breakdown in relationships amongst

Councillors

▪ Code of Conduct and relevant policies

▪ Councillor induction and training

Lack of community awareness and

engagement with Council’s direction ▪ Communications and community engagement

Increased contractor and/or materials costs

putting pressure on capital program


▪ Asset Management Plans

▪ Budget process

▪ Rigor of project management

Employee cost rises above assumption


▪ Workforce Plan (WFP)

▪ Budget process

Reduced external grants/funding


▪ Budget process

▪ Lobbying and advocacy

Misappropriation of funds ▪ Policies and Procedures

▪ Audit controls

Low business growth ▪ Economic development facilitation


Lack of available skilled staff ▪ Workforce Plan (WFP)

High staff turnover ▪ Workforce Plan (WFP)

Lack of available skilled contractors/

suppliers

▪ Tender and Procurement Process

▪ Workforce Plan

Disasters i.e. COVID 19 re-emergence/other

pandemic/bushfire/flood/storm

▪ Council policies and management policies, Local Emergency Management Risk Mitigation, Planning, Response and Recovery Arrangements


11. HOW WILL WE KNOW IF THE PLAN IS SUCCEEDING?

The Council closely monitors implementation of the Plan. The following measures give a good

indication of the Shire’s performance, responsiveness and the quality of its management. The

financial and asset ratio targets are based on the guidelines provided by the Department of Local

Government, Sport and Cultural Industries.

Outcome Indicators

Outcome Indicators Desired Trend/Target


Happiness index (community survey) Increasing

Healthy school roll Increasing


Population growth Increasing

Employment growth (number of jobs) Increasing

Visitor numbers (indicator/s to be developed) Increasing


Community satisfaction (community survey) Increasing


Savings/efficiencies achieved Set annual target (power cost savings 2021/22)

Project grants obtained Percentage success rate (at least 50%)

Stakeholder rating (stakeholder survey) Improving (set baseline first)

Key Program/Service Indicators

Key Program/Service Indicators Desired Trend/Target

Community satisfaction Increasing

Capital Program Delivery 85% on time, on budget

Responsiveness Customer service standards met


Financial Management

Financial Management Indicators Desired Trend/Target

Operating Surplus Ratio – The extent to which revenues raised cover operational expense only or are available for capital funding purposes.

≥0.01

Current Ratio – The liquidity position of a local government that has arisen from the past years’ transactions.

≥1.0

Debt Service Cover Ratio – The ratio of cash available for debt servicing to interest, principal and lease payments.

≥2.0

Own Source Revenue Coverage Ratio – An indicator of a local government’s ability to cover its costs through its own revenue efforts.

≥0.4

Asset Management

Asset Management Indicators Desired Trend/Target

Asset Consumption Ratio – The ratio highlights the aged condition of the local government’s stock of physical assets.

≥0.5

Asset Sustainability Ratio – This measures the extent to which assets managed by the local government are being replaced as they reach the end of their useful lives.

≥0.9

Asset Renewal Funding Ratio – This indicates whether the local government has the financial capacity to fund asset renewal as required, and can continue to provide existing levels of services in future, without additional operating income; reductions in operating expenses; or an increase in net financial liabilities above what is currently projected.

≥0.75

Workforce Management

The following measures are from the Shire’s Workforce Plan

Workforce/HR Management Indicators Measure

Ability to attract staff Time to recruit

Employee pride and willingness to recommend Shire as a

place to work From staff survey

Workers Compensation claims From Occupational Safety and

Health data


APPENDIX 1: COMMUNITY PROFILE DETAIL

Item Carnamah

2011

Carnamah

2016

Change

2011-2016 WA 2016

Population 546 548 +2 2,474,410

Aboriginal and Torres Strait Islander peoples 3.5% 3.4% -0.1% 3.1%

Male:Female ratio 52:48 53:47 +1:-1 50:50

People with disability (core need for assistance) 2.2% 3.6% +1.4% 3.9%

Median age 45 46 +1 36

Children and young teens (0-14) 20.9% 19.3% -1.6% 19.2%

Working age (15-64) 63.5% 63.3% -0.2% 67.0%

Seniors (65+) 14.1% 17.3% +3.2% 14.0%

Born overseas 13.2% 15.1% +1.9% 32.2%

Volunteering 33.3% 34.8% +1.5% 19.0%

Total business counts* *ABS Counts of Australian Businesses

87 (2019) 89 (2020) +2 N/A

Number of jobs 370 (2011/12) 400 (2016/17) +30 N/A

Top three industries by employment

Agriculture, Forestry and

Fishing; Public Administration

and Safety; Education and

Training

Agriculture, Forestry and

Fishing; Public Administration

and Safety; Education and

Training

Minimal change N/A

Unemployment rate 0.0% 6.3% +6.3% 7.8%

Participation rate 61.6% 60.6% -1.0% 62.9%

Median weekly household income $1,007 $1,136 +$129 $1,595

Completed Yr 12+ Unavailable 47.6% - 62.5%

Tertiary qualification Unavailable 31.3% - 46.5%

Rental affordability (Rent and % of average weekly household income)

$95

9.4%

$100

8.8%

+$5

-0.6%

$347

21.8%

Household internet 71.5% 80.6% -9.1% 85.1%

SEIFA disadvantage index 1000 984 -16 1015


APPENDIX 2: DETAILED COMMUNITY ENGAGEMENT RESULTS

Overview

Workshops

Community engagement took place over two sessions:

▪ Carnamah – 10 March 2021

▪ Eneabba – 11 March 2021

Survey

The survey was open from 12 to 28 March 2021.

Participation

Workshops

46 participants

Survey

57 participants

Male46%

Female54%

Gender 0-190%

20-290%

30-3911%

40-4924%

50-594%

60-6946%

70+15%

Age

Male37%

Female60%

Prefer not to say/ Unanswered

3%

Gender 0-190%

20-293%

30-3916%

40-4919%

50-5921%

60-6930%

70+11%

Age


Results

Key challenges (combined)

▪ Depopulation/losing families/impact on school/ageing population

▪ Drying/warmer climate

▪ Attracting and retaining staff (across Shire and businesses)

▪ Accommodation

▪ State and Federal Government policies, funding etc

▪ Increased drugs and alcohol abuse

What do you love the most? (Combined)


Community vision (combined)

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Importance of services – weighted average (survey)

4.734.57 4.48 4.46 4.45 4.45 4.43 4.34 4.32 4.31 4.18 4.09 4.07

3.76 3.70 3.61 3.60 3.46

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

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Satisfaction with services – weighted average (survey)

3.67 3.60 3.51 3.48 3.45 3.45 3.36 3.31 3.31 3.27 3.24 3.21 3.17 3.16 3.07 3.02 3.02 2.94

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0


Importance vs satisfaction (survey)

1. GP/Medical Centre

2. Community Facilities (Halls, Recreation etc.)

3. Community Development and Events

4. Sport, Recreation and Leisure

5. Waste Management

6. Emergency Management

7. Roads, Footpaths and Drainage

8. Seniors Support and Aged Accommodation

9. Economic Development and Tourism

10. Council Leadership, Partnerships and Advocacy

11. Environmental Health

12. Town Planning

13. Heritage

14. Building Administration/Regulation

15. Vehicle and Driver Licencing Services

16. Cemetery and Burial Services

17. Library

18. Ranger Services


Improve


Maintain


▪ Community Facilities (Halls, Recreation etc.)


▪ Sport, Recreation and Leisure


▪ Emergency Management



▪ Council Leadership, Partnerships and Advocacy

▪ Environmental Health

▪ Town Planning

▪ Heritage

▪ Building Administration/Regulation

▪ Vehicle and Driver Licencing Services

▪ Cemetery and Burial Services

▪ Library

▪ Ranger Services

What should the Council focus on for improvement? (Combined)








Is there anything you would pay more rates for?

Workshops Survey

If yes, what service area?

▪ Waste management

▪ Medical

Is there anything you would forego to pay lower rates?

Workshops Survey

If yes, what service area?

▪ Library

▪ Ranger services

▪ Licensing

One big idea

▪ Big Tractor

▪ Tourist attractions (Lakes)

▪ Camping facilities

▪ Improve hotel

▪ RAV 7

Yes66%

No34%

Yes40%

No53%

Unanswered7%

Yes59%

No41% Yes

34%

No55%

Unanswered11%


APPENDIX 3: PROJECT ASSESSMENT CRITERIA

Step 1: Pass/Fail Gate

Step 2: Assessment against criteria

Criteria Factors to take into account

Compliance Legislative requirements

Consistency with standards expected of local government

Meeting financial and asset sustainability ratios

Capacity Cost and sources of finance (eg grants, rates, reallocation of resources, borrowing)

Revenue generation potential

Life-cycle costs/Capital/Maintenance/Operations/renewals

Are there other delivery models/Partnerships

Sustainability Integrated and balanced consideration of social, environmental, economic and

governance impacts in the long term (positive and negative)

Community

vision and

priorities

Contribution to vision and priorities expressed in the SCP

Community demand, views and feedback

Ability to develop and/or build capacity of community

Fairness Distribution of benefits (population and geographic factors eg age, gender, rural, urban)

Addressing disadvantage

Intergenerational equity – balancing who carries cost and who benefits over time

Risks Consider risks using risk management matrix and ensure residual risk is within the

acceptable risk tolerance of the Council

Yes No

Is it within our remit and aligned with our strategic direction?

Shire of Carnamah

Postal Address: PO Box 80 Carnamah WA 6517

Phone: 08 9951 7000

Fax: 08 9951 1377

Email: [email protected]

Creating Our Future - carnamah.wa.gov.au

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