strategic community plan 2013–2023

Creating the future together.

a Message from the Chairperson

The Pilbara Regional Council (PRC) is truly unique in the body of work that it is undertaking to build and support Pilbara communities.

As a Regional Local Government, the organisation must straddle two quite distinct roles: acting as a passionate external advocate for the region, while also delivering consistent value to the members as a bureau service provider.

The Pilbara region is seen as Australia’s paradox: it is the size of France but has a population of less than 75,000.

It abounds in natural beauty and Aboriginal culture, and is also rich in mineral and petroleum resources that help drive the state and national economies.

Encompassing 507,896 square kilometres (including offshore islands), the Pilbara spans the breadth of central Western Australia.

The economy is driven by minerals, hydrocarbons, fisheries, agriculture and tourism; supported by a rich social fabric and cultural heritage.

Having undergone a period of repositioning and governance renewal, the PRC is now working collaboratively across all levels of Government, and is proving agile and responsive to the demands of this incredibly dynamic region.

Lynne Craigie Chairperson

The landscape, taking in unique tropical coastline and magnificent inland gorges and spectacular cliffs, is a sea of fiery red and gold beneath brilliant blue skies.

The economy

Aided by its proximity to existing and emerging high-demand markets, the region has been called “the engine room of the Australian economy”.

It is of significant economic and geostrategic importance to state and national interests.

The Pilbara generates $50 billion of Australia’s exports from less than 1% of the population, the vast majority of this from iron ore and other minerals.

A Message from the CEO

The PRC has matured significantly in recent years, from a purely compliance-based statutory authority to a thoroughly member-focused service provider.

Our range of bureau and advocacy services has developed in line with our organisational capability and capacity, and the PRC is now seen as a ‘go-to’ body for challenging regional issues.

With a frontier mindset and a focus on entrepreneurship, the region is at the forefront of several emerging technologies, and is developing significant infrastructure to support new industries.

The Pilbara is also developing its tourism capability, delivering world-class assets and offering unique ‘adventure product’ to the market, leveraging the vast open spaces and close links with indigenous communities willing to share their culture.

A focus on developing a ‘can do’ culture, supported by committed staff and contemporary tools, will support the organisation as it takes its next steps towards achieving the objectives outlined in this plan.

Anthony Friday Chief Executive Officer

welcome our region

Population: 64,908Total Employment: 44,956Gross Regional Product:$32.5 billionValue Added: $32.3 billionTourism Output: $451.5 millionTourism Employment: 2,154Output: $60.1 billionRegional Exports: $50.6 billionRegional Imports: $21.3 billionSource: Pilbara Development Commission

the pilbara at a glance

The Pilbara Regional Council (PRC) was created in May 2000, when an Establishment Agreement was entered into by the Town of Port Hedland and the Shires of Ashburton, East Pilbara and Roebourne. The local governments came together to give a greater voice to the Pilbara region, and to attract increased investment opportunities for the benefit of Pilbara communities.

All local governments in Western Australia are required to plan for the future under Section 5.56(1) of the Local Government Act 1995.

The regulations that govern the integrated planning and reporting framework now require all WA local governments to develop and adopt two key documents by 30 June 2013:

• A Strategic Community Plan (driven by a robust Community Engagement Strategy)

• A Corporate Business Plan.

Governance Structure

The Councillors, Chief Executive Officer and staff, through a combined effort, are responsible for successfully leading and managing the PRC. The organisation is accountable to its member local governments, and regularly publishes detailed financial statements and project performance reports for the review of its members.

The Department of Local Government’s Integrated Planning and Reporting Framework is designed to help local governments meet their strategic planning responsibilities. This includes the establishment of a successful strategic planning process.

The Strategic Planning Framework outlines the method to achieve a sustainable local government through holistic planning and reporting. It’s about better integrating local government’s statutory planning and reporting processes, and streamlining our operation with the involvement of the community.

Councillors

The four local governments are represented by the eight-member Pilbara Regional Council. Two Councillors are nominated from each member local government, governing for the interests of their town or shire and for the broader Pilbara region.

CouncilThe Chairperson and seven Councillors establish the strategic context of the PRC and govern to ensure that key objectives are met. The Council monitors the activities of the CEO and management team and ensures that the PRC remains true to its Constitution, vision and mission.

Council MeetingsOrdinary meetings of the Council are held primarily at the State Library in Perth, as well as in the Pilbara. Members of the public are welcome to attend Council meetings and are able to pose questions on specific issues of concern.

Key Elements[1] 10 Year Strategic Community Plan

[2] 4-5 Year Corporate Business Plan, reviewed annually through an Operational Plan

[3] 1 Year Operational Plan, or Annual Budget, reviewed yearly

[4] Informing Strategies, including Financial Management, Asset Management, Information and Communication Technology (ICT) and Workforce Planning

[5] Annual Report, published each year to inform the Community of overall progress of the Strategic Community Plan and the Corporate Business Plan

Chief Executive OfficerA Chief Executive Officer is employed by the Council to deliver the functions of the local government, and to service the requirements of members. The CEO employs a staff to deliver services and carry out directions of the Council. The CEO is responsible for all operational aspects of the PRC, and is accountable to the Council for the performance of the organisation.

External AdvisorsThe PRC engages a number of specialist external advisors to assist in the management of its affairs. These advisors include auditors, legal counsel, project managers, financial advisors, information technology support, et al.

ContractorsAs a project-driven member services organisation, the PRC engages contractors to deliver components of most projects. All contractors work within the Council’s project governance framework, and under the specific direction of a nominated project manager.

the pilbara regional council

The Integrated Planning Process

In addition to being a legislative requirement, the Strategic Community Plan serves an important community purpose. It aims to engage the people of the local government area in planning its future.

The Strategic Community Plan is a forward-looking document that sets down a vision for the future of the local government area and outlines how the Shire and the community will achieve that vision in the next 10 years.

The Strategic Community Plan 2013-2023 details the Outcomes desired by members.

The Response is how the Council will achieve these Outcomes in the next 10 years, through delivering strategies defined in the four-year Corporate Business Plan(s).

Key ElementsUnder the new guidelines, these are the requirements for the Strategic Community Plan:

[1] It must be for at least a 10-year timeframe.

[2] It must state community aspirations, vision and objectives.

[3] It must be developed or modified and documented through engagement with the community.

[4] It must consider current and future resource capacity, demographic trends and strategic performance measurement.

[5] It must be adopted or modified by an absolute majority of Council.

Review Requirements[1] A desktop review of the Strategic Community Plan is to be scheduled for two years from when it is adopted; and

[2] A full review of the Strategic Community Plan is to be scheduled for four years from when it is adopted.

The Informing Strategies

The Strategic Community Plan is supported by a Long-Term Financial Plan, a Workforce Plan, an ICT Plan and an Asset Management Plan.

The Strategic Community Plan provides the context for achieving the vision of the Council. The Long-Term Financial Plan and Workforce Plan outline the availability of resources to achieve the vision, supported by an asset base described in the Asset Management and ICT Plans.

the strategic community plan

how the plans work together

Monito

r/Rep

ort

Strate

gies

ResourcesLong-Term Financial PlanWorkforce PlanAsset Management PlanICT Plan

Actions

Member Engagement

strategic community

plan

informing strategies

operational plans

corporate business

plan

Actions to achieve the Strategies

4 Year Corporate Business Plans

10 Year Strategic Community Plan

1 Year Operational Plans

Strategies to achieve the Vision

10years

4years

ongoing

1year

This Strategic Community Plan was developed in conjunction with the member councils. Discussions included representation from:

• Chief Executive and member of staff

• Regional Councillors

• Executive Managers of our member councils

We aim to achieve our Vision through consistent delivery in our four Key Focus Areas, the core components of our business.

The stakeholders helped to define what PRC should be like in 2023 and provided input into the key drivers, challenges and opportunities affecting our organisation and how we work in the future.

This helped us understand what’s really important. The process went beyond short-term priorities, and looked at our long-term aspirations.

A strategic community plan FOR THE PRC

our 4 key focus areas

Economic Value We deliver economic value by identifying opportunities for economies of scale and targeted funding to enhance member councils’ compliance, capacity and capability.

Efficiency & Effectiveness We strive to be effective and efficient in project management, local government compliance and engagement with members.

A Voice for the Pilbara

We provide regional advocacy for the

Pilbara, to facilitate positive change in the

Region and champion the interests of our

member councils.

Regional Service Delivery We work with our members to

improve efficiencies across the Region, through a

best-practice approach to bureau service

delivery.

How will we know we’ve succeeded?• We have a close working

relationship with our stakeholders to facilitate increased capacity and capability within our member councils;

• Our member councils are receptive to regional service delivery initiatives, and continue to support our projects;

• We have facilitated positive change in our communities by lobbying and influencing Government and industry stakeholders; and

• Our members come to us for organisational support and assistance as we continue to support a best-practice approach to management.

Our Vision

Efficient, cooperative and sustainable local government

across the Pilbara, contributing to a region of social and

economic prosperity.

Our Mission

To be a passionate and influential advocate for the Pilbara region.

To improve efficiency and governance through regional service delivery. To partner with industry to ensure that

our members receive equitable economic return.

We work with our members to improve efficiencies across the Region, through a best-practice approach to bureau service delivery.

We provide regional advocacy for the Pilbara, to facilitate positive change in the Region and champion the interests of our member councils.

TOMORROW We provide a suite of bureau services for our member councils.

Our member councils take a regional approach to service delivery

TOMORROW PRC influences Local, State and Federal agendas for the Pilbara region.

We have strong partnerships with our stakeholders.

We are a regional authority on the Pilbara.

TODAY We have the capacity and capability to improve the operational performance of our member councils through a bureau service delivery model.

We investigate and encourage our member councils to adopt a best-practice approach to local government operations for the benefit of our members’ communities.

TODAY We are widely considered to be the spokesperson for the Pilbara region.

We regularly host Federal, State and Local Government representatives in our communities.

We present well-argued and evidence-based policies, position papers, and projects.

key focus 1regional service delivery

key focus 2a voice for the pilbara

2013 2013

2023 2023

Strategic Outcome 1

Member councils are able to improve their operational performance.

How will we get there?• We will facilitate bureau services

that benefit our member councils through improved levels of service, reduced costs, improved efficiency, and/or increased value.

• We will prioritise and thoroughly investigate potential bureau services.

• We will provide effective service delivery templates.

How will we measure success?• Number of bureau service

arrangements investigated and endorsed by member councils.

• Member survey showing our stakeholders adopt and report benefit from using our bureau services.

Strategic Outcome 2

We are a relevant, innovative organisation responsive to stakeholders.

How will we get there?• We will identify critical issues and

provide comment to our member councils to facilitate a regional discussion and response.

• We will work with other organisations and agencies to promote the Pilbara Region.

• We will ensure our brand is positively recognised by our stakeholders, local, state and federal government.

How will we measure success?• The frequency PRC is promoted as

a credible commentator on matters affecting the Pilbara region.

• A member survey showing our members value the services and activities we provide.

CHALLENGES

Members’ trust in PRC to deliver robust solutions.

Members’ resistance to change individual processes and systems.

Projects’ financial returns may not reflect actual regional economic and social returns.

PRC’s internal capacity and capability to support the programs.

CHALLENGES

Maintaining a consistent position on local, regional and national issues in a changing political landscape.

Competition and alignment with other regional organisations representing the interests of the Pilbara region.

Diversification of communities and the vast size of the region.

Elevating individual member agendas to a regional perspective.

Sufficient weight of voice of PRC with/without constitutional recognition.

We strive to be an effective and efficient organisation in project management, local government compliance and engagement with members.

We deliver economic value by identifying opportunities for economies of scale and targeted funding to enhance member councils’ compliance, capacity and capability.TOMORROW

We are an organisation focused on member benefits.

We are trusted and supported by our member councils.

We deliver best practice in compliance and project delivery.

TOMORROW Members see demonstrated benefits from engaging in a suite of projects across a diverse range of local government services.

Member councils look to PRC as the expert source for project governance and management.

We provide our members with measureable financial, economic and social capital benefits.

TODAY We are undergoing a transformation from a compliance-based statutory authority to an organisation focused on service delivery.

TODAY We deliver a range of ad hoc projects for the benefit of our member councils.

key focus 3efficiency & effectiveness

key focus 4economic value

2013 2013

2023 2023

Strategic Outcome 3

We promote good governance and meet all compliance requirements.

How will we get there?• We will conduct long-term

planning involving the support and participation of our stakeholders.

• We will fairly and transparently report back to our stakeholders on activities and performance.

• We will continually review internal systems and processes to improve operational efficiency and effectiveness.

How will we measure success?• Making information publicly

available within legislative guidelines.

• Receiving non-qualified audit reports for statutory and policy compliance.

Strategic Outcome 4

Through best practice management we optimise value for money, and increase capacity and capability for our member councils.

How will we get there?• We will apply a robust, consistent

approach to evaluating the benefits of projects.

• We will identify and confirm funding streams for approved projects.

• We will manage our projects within a project management framework, delivered on time and within budget.

• We will collaborate with other councils and/or organisations if this benefits our member councils.

How will we measure success?• The number of projects evaluated

and accepted by the member councils.

• Evidence that our projects are completed on time and on budget.

CHALLENGES

Local Government reform.

Growth of operational funding relative to our changing service activities.

Local government legislative requirements.

Limited staff capacity, systems and processes.

CHALLENGES

Still establishing reputation for delivery of timely projects on budget.

Sustainability in regard to the economies of scale of the PRC.

Availability of staff, systems and processes to support expanded services.

We will use this Strategic Community Plan to inform the development of our other strategic planning documents, particularly the Corporate Business Plan.

The Corporate Business Plan sets out the actions we must take over a four-year period to achieve our goals.

It will help us to direct our resources, assets and funding towards each of our priorities.

Photography in this document with the kind permission of the Pilbara Tourism & Convention Bureau.

Monitoring and Reporting

The success indicators listed under each Focus Area will ensure that our progress can be measured, and that we are heading in the right direction.

Each year we will report on our progress in our Annual Report. Every two years we will undertake a desktop review of this Plan, and every four years a full review.

As part of the four-year review, we will revisit the long-term visioning process, to ensure the priorities and aspirations of our communities and stakeholders are remain up-to-date and relevant.

how the plan will be realised

Creating the future together.

5/205 Bulwer Street,Perth WA 6000 AustraliaT (08) 9467 2456E prc@prc.wa.gov.auW www.prc.wa.gov.au