our vision for the future - Shire of Roebourne

Section OneSECTION ONEMessage from theShire PresidentPROVIDING guidance, purpose anddirection, the Shire of Roebourne’sStrategic Community Plan 2012-22, is theroadmap we will follow, as an organisation,over the coming decade.Our plan is the end result of communityconsultation and careful consideration. Itoutlines strategies to achieve the visionand describes the many specific projectsand services we will need to undertake aswe continue the transformation of Karrathafrom a mining town to a major Australiancity. In addition, it will guide the work we doin our other towns of Dampier, Wickham,Roebourne, Point Samson, and the historicsettlement of Cossack as we work towardsrevitalising these communities.This document has been developed withyour input, which has been collectedvia the Shire’s 2012 Community Needsand Satisfaction Survey and a series ofcommunity forums hosted by the Shire ofRoebourne in May 2012.The results of the survey and communityforums were consolidated and cross-checkedagainst the Strategic Community Plan toensure it reflected community priorities.The Strategic Community Plan is yourplan and it is up to the hard-working staffat the Shire of Roebourne to deliver on itscommitments. Shire’s Corporate BusinessPlan, Operational Plan and InformingStrategies further detail how the Shirewill implement this plan. I encourage youto continue providing feedback and yourviews on Shire’s plans for the future.Fiona White-Hartig[4] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoEconomyThe main industries in the Shire areresource projects (iron ore and gasextraction), salt production, and cattleand sheep grazing, with some fishing andtourism. The main industry by employmentis Construction (10,439 workers), by valueadded is Mining ($4 billion) and by output isalso Mining ($14.3 billion).The Shire has also a significant Fly in Flyout (FIFO) workforce estimated at around10,000. Population growth is expected tocontinue, largely a result of investmentin new mining operations and continuedglobal demand for iron ore and natural gas.The Shire is served by the Karratha Airport,which has undergone significant growthover the last five years and is currentlyhandling around 15,000 passengermovements per month with over 70 flightsper week including the destinations ofPerth, Melbourne, Sydney and Brisbane.The Ports of Dampier and Cape Lambertservice the Shire and account for morethan 250 million tonnes per annum ofexports.“Karratha Airport is one ofthe busiest regional airportsin Australia approaching OneMillion passengers per year.”[8] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoA Shire onthe MoveRoebourne is a Shire on the move. Withnearly $70 billion dollars worth of resourcerelated infrastructure projects underconstruction in the West Pilbara, and afurther $17 billion under consideration,there is significant demand for labour andland. Building on a period of sustainedgrowth, the current population of 20,00040000is forecast to increase to nearly 31,000in the next 10 years. To cater to this,subdivision approvals have been runningat an average of almost 600 each year inKarratha alone, with proposals to provide afurther 13,000 sub divisions over the next10 years.Forecast Population - Shire of Roebourne30000200001000002010201120122013201420152016201720182019202020212022202320242025202620272028202920302031“Building on a period of sustained growth, the currentpopulation of 20,000 is forecast to increase to nearly 31,000in the next 10 years.”Shire of Roebourne Strategic Community Plan 2012-2022 [9]

Section TwoKarratha Town Centre Revitalisation (Artist’s impression)Karratha Central Business District (Artist’s Impression)Underpinning this growth will be a strongcommitment to sustainability. Major plansto make this transition include towncentre revitalisation with a main streetprecinct and additional commercial andresidential floor space, upgrades to existingcommunity and leisure facilities; highercapacity water and power provision;greening projects; expanded medicalservices; and further investments in localeducation.With a range of lifestyle attributes andbusiness opportunities, significant privateand public sector investment in keyinfrastructure and quality of life, the Shireof Roebourne is an ideal place to invest,build a career or relocate and raise afamily.“The Karratha City of the North Plan includes a number ofstrategic community well-being and infrastructure projectsdesigned to provide immediate improvements to publicamenity and lifestyle for local residents. These include: PamBuchanan Family Centre, Frank Butler Community Centre,Karratha Leisure Complex, Cattrall Park Redevelopment,The Youth Shed, Bulgarra Sporting Precinct, PermanentPlayground Shade.”Shire of Roebourne Strategic Community Plan 2012-2022 [11]

Section TwoGovernanceThe Councillors, the Chief ExecutiveOfficer (CEO), the Executive ManagementTeam (EMT) and the staff through acombined effort are responsible forsuccessfully leading and managing theShire of Roebourne. The organisationfeels accountable to its community andpublishes the performance reports eitherquarterly or annually through an annualreport for review by its community.The CouncillorsThe Shire of Roebourne residents andratepayers are represented by the elevenmemberShire of Roebourne Council. Thedistribution is based on a balanced electorrepresentation formula. Elections areconducted every two years in the month ofOctober. Half the number of councillors foreach ward is up for election each term. Afull term for a council member is four years.Details about the councillors and how theycan be approached is given on the nextpage.The CouncilThe Shire President and the tenCouncillors drive the strategic directionof the Shire and ensure the needs of itsresidents are met. They plan the wayforward and are accountable for deliveringwhat the community has identified asnecessary for its economic, social,environmental and cultural well being.The figurehead of the Council is a ShirePresident elected from within the Councilwho provides leadership and guidance tothe community.Chief ExecutiveOfficerChief Executive Officer is employed bythe Council to carry out the functions ofthe local government. The CEO employsan administrative support team to deliverthe services and carry out the directionsof the Council. The CEO has four (4)directorates to oversee the functionsof the local government and these aremanaged by an executive team. Thesedirectorates are identified as: ExecutiveServices, Community and CorporateServices, Development, Regulatory andInfrastructure Services and StrategicProjects and Business[12] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoExecutiveManagement TeamThe Executive Management Teamcomprises the Chief Executive Officerresponsible for Directorate ExecutiveServices and the three Directors namelyDirector Community and CorporateServices, Director Strategic Projectsand Business and Director DevelopmentRegulatory and Infrastructure. TheExecutive Management Team holdsmeetings fortnightly on Tuesdays everymonth. Once a month the directors andmanagers also hold a joint meeting.Council MeetingsOrdinary meetings of the council are heldprimarily at the Council Chambers inKarratha and as well as other areas of theShire including Wickham, Point Samson,Roebourne and Dampier. These meetingsare held every third Monday of the monthcommencing at 6.30pm. Members of thepublic can attend the council meetings andcan ask questions on specific issues ofconcern.Further InformationThe Council Agendas and Minutes arepublished every month and are availableon the Council’s website for public view atwww.roebourne.wa.gov.au.“The Strategic Community Plan outlines the Outcomes(Community Aspirations) that the Council will be achievingthrough strategies provided in the Corporate Business Planover the next five years.”Shire of Roebourne Strategic Community Plan 2012-2022 [13]

Section TwoElectedRepresentatives –The CouncillorsCr Fiona White-HartigShire PresidentCr White –Hartig represents the Wickham/ PointSamson/Cossack Ward and her term expires in2015.Cr White-Hartig has resided in the Shireof Roebourne for the past 10 years. CrWhite-Hartig is currently Roebourne ShireCouncil President, President of the WickhamCommunity Association, Chair of the KarrathaEmergency Relief Organisation, and Presidentof the Karratha branch of the Make-A-WishFoundation.Cr White-Hartig has trained and workedextensively with youth, in disability servicesand Indigenous engagement. Her previousexperience includes appointments with ACTYouth Justice, Quamby Youth Detention Centre,Family and Children’s Services, Karratha YouthHousing Project, Intellectual Disability RightsService, Jobsolve, Karijini Aboriginal Corporationand Karratha College.Cr White-Hartig is passionate about the Shire ofRoebourne and creating a brighter future for allwho choose to call the Shire home.In addition to her role as Shire President,Cr White-Hartig sits on the following CouncilCommittees, organisations and working groups:• Audit and Organisational Risk Committee• Roebourne Advisory Committee• Plant Reference Advisory Group• Pilbara Regional Council• Pilbara Regional Road Group• Roebourne and Karratha Visitor CentreCommittees• Housing Reference Advisory GroupCr Peter LongDeputy PresidentCr Long represents the Karratha Ward and histerm expires in 2015.Cr Long is a senior environmental practitionerwith over 30 year’s project experience on avariety of projects around the world. Cr Longis a Director/Partner of Astron EnvironmentalServices with Offices in Karratha and Perth.He has qualifications in both environmental andengineering fields and has been involved in awide range of environmental activities duringhis career including over 20 years experiencein project management, construction auditing,environmental management plan development,compliance monitoring and impact assessment.He has been responsible for a large numberof EIS/Project Approval documents for mining,hydrocarbon and infrastructure projects: majorclients include Apache Energy, BHP Billiton,Boral, Chevron, Mermaid Marine, WaterCorporation and WMC.Apart from his management role, Peterremains active in biological and environmentalmanagement projects, preparing documentssuch as EMPs, monitoring reports andmaintaining involvement in environmentalmonitoring.In addition to his role as Deputy ShirePresident, Cr Long sits on the following CouncilCommittees, organisations and working groups:Yaburara Heritage Trail Steering CommitteeKarratha Airport Advisory GroupWaste Services Advisory GroupKarratha Leisure Complex Projectdeputy.president@roebourne.wa.gov.auCr Sharon VertiganCr Vertigan represents the Dampier Ward andher term expires in 2013.Cr Vertigan moved to Karratha in 1989 andDampier in 1994. A mother of two, co-owner ofthe family business, cupboard visual artist andEarly Childhood teacher in Dampier, Cr Vertigancontinues to mentor graduate teachers whileworking with Council to make Dampier and theShire of Roebourne a better place to live.Cr Vertigan sits on the following CouncilCommittees, organisations and working groups:• West Pilbara Communities for ChildrenConsortium• Pilbara Regional Council• Karratha Leisure Complex Project• Dampier Highway Street scaping Project• Youth Centre Projectcr.vertigan@roebourne.wa.gov.aushire.president@roebourne.wa.gov.au[14] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoCr Evette SmeathersCr Garry BaileyCr Jo PritchardCr John LallyCr Smeathers represents the Karratha Ward andher term expires in 2013.After growing up in the shire and now raising heryoung family here, Cr Smeathers was electedto Council in 2010. Her interest in regionaldevelopment has seen her as a member of afederal regional development board and asone of the founding members of the KarrathaCommunity Association.Cr Smeathers sits on the following CouncilCommittees, organisations and working groups:• Audit and Organisational Risk Committee• Karratha Leisure Complex Project• Pilbara Regional Council (Proxy)cr.smeathers@roebourne.wa.gov.auCr Bailey represents the Roebourne PastoralWard and is one of the longest serving electedmembers with his term expiring in 2015. He isPost Master of the Roebourne Post Office.Cr Bailey sits on the following CouncilCommittees, organisations and working groups:• Roebourne Advisory Committee• Roebourne Aquatic Centre Project• Roebourne Visitor Centre Committeecr.bailey@roebourne.wa.gov.auCr Pritchard represents the Karratha Ward andher term expires in 2013. Cr Pritchard has morethan 15 years experience in the Insurance andRisk Management Industry and developed animpressive community service record after morethan 23 years in Karratha.Cr Pritchard was a driving force in theestablishment of the Karratha CommunityAssociation, previous President of SoroptimistInternational Karratha and Districts and amember of the Shire of Roebourne’s littercommittee CARE.Cr Pritchard sits on the following CouncilCommittees, organisations and working groups:• Audit and Organisational Risk Committee• Yaburara Heritage Trail Steering Committee• Youth Shed Project• Karratha Leisure Complex Projectcr.pritchard@roebourne.wa.gov.auCr Lally represents the Dampier Ward and histerm expires in 2015.Cr Lally lives in Dampier where he has beenresident for more than 20 years. He is marriedwith two children and four grandchildren, who allreside locally.Cr Lally is currently CEO of the Karratha andDistricts Chamber of Commerce and Industry(KDCCI) and also has been working as aprofessional mariner and marine consultantspecialising in surveying and marine education.He has had a long involvement in educationand training, Indigenous engagement, smallbusiness, local government and youth services.Cr Lally sits on the following CouncilCommittees, organisations and working groups:• Audit and Organisational Risk Committee• Karratha Leisure Complex Project• Karratha Airport Advisory Group• Waste Services Advisory Group• Plant Reference Advisory Group• Bulgarra Sporting Precinct Projectcr.lally@roebourne.wa.gov.auShire of Roebourne Strategic Community Plan 2012-2022 [15]

Section TwoCr Nicole LockwoodCr Margaret BertlingCr Janine MillerCr Michael SaylorCr Lockwood represents the Karratha Wardand her term expires in 2015. She is marriedwith two children and lives in Karratha. CrLockwood was Shire President from 2009 –2011. She is currently Chairperson of the PilbaraDevelopment Commission, a member of theWestern Australian Planning Commission and amember of Infrastructure Australia.Cr Lockwood holds a Bachelor of Law anda Bachelor of Business from Notre DameUniversity and previously worked with thePilbara Community Legal Service, the Office ofthe Director of Public Prosecutions and in privatepractice.Cr Lockwood has a passion for regionaldevelopment, combined with a great breadth oflocal knowledge, and is committed to creatingcommunities that people choose to call home.Cr Lockwood sits on the following CouncilCommittees, organisations and working groups:Audit and Organisational Risk CommitteeKarratha Airport Advisory GroupWaste Services Advisory GroupPilbara Regional Road Groupcr.lockwood@roebourne.wa.gov.auCr Bertling represents the seat of Karratha andher term expires in 2013.Cr Bertling has lived and worked in the Pilbarafor more than 20 years, calling Karratha homefor the past 15 years. During her two children’s’school years, she fashioned her career asa freelance journalist to suit their needs. Asauthor of three best selling books and NewIdea magazine financial columnist for almost5 years, Margaret also travelled across thecountry as a motivational speaker for women’sgroups and businesses. Turning her back on hernational commitments as her children enteredhigh school, Cr Bertling worked at KarrathaSenior High School as a Workplace Coordinatorand helped springboard hundreds of youngcareers in Karratha. From 2004, she joined ABCNorthwest as casual presenter for the SaturdayBreakfast show, enabling her to keep her mediaskills in focus. As her children finished their highschool years, she was offered a permanent roleon ABC weekday breakfast before heading backto print as the Senior Journalist at the PilbaraNews. During this time, she fine tuned herphotography skills as part of her role and after12 months, made the leap of faith to go backto freelance work but as photographer, not ajournalist for the West Australian newspaper andcorporate clients.Cr Miller represents the Karratha Ward and herterm expires in 2015. Cr Miller is Proprietor ofJamaica Blue in the Centro Shopping Centreand is a Board Member of the Small BusinessCentre West Pilbara.Cr Miller sits on the following CouncilCommittees, organisations and working groups:• Housing Reference Advisory Group• Youth Shed Project• Bulgarra Sporting Precinct Projectcr.miller@roebourne.wa.gov.auCr Saylor is the newest Shire Councillor andwas elected unopposed to the remaining seaton Council in January 2012. He represents theWickham/Point Samson/Cossack Ward andhis term expires in 2015. Cr Saylor is a 40 yearresident of Wickham and very active in localsporting groups.Cr Saylor sits on the following CouncilCommittees, organisations and working groups:• Roebourne Advisory Committee• Roebourne Aquatic Centre Projectcr.saylor@roebourne.wa.gov.auCr Bertling sits on the following CouncilCommittees, organisations and working groups:• Youth Shed Project• Bulgarra Sporting Precinct Project• Karratha Leisure Complex Project• Pilbara Regional Council (Proxy)• Karratha Visitor Centre Committeecr.bertling@roebourne.wa.gov.au[16] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoCOUNCILCHIEF EXECUTIVE OFFICERDevelopment, Regulatory &Intrastructure DirectorateStrategic Projects andBusiness DirectorateCommunity & CorporateServices DirectorateExecutive ServicesInfrastructure ServicesWaste ServicesFinancial ServicesHuman ResourcesStrategic Planning ServicesKarratha AirportCommunity ServicesCorporate ComplianceStatutory Planning ServicesStrategic ProjectsCommunity FacilitiesEmergencyManagementBuilding ServicesInformation & CommunicationServicesCommunications &Public AffairsEnvironmental Health ServicesRanger ServicesShire of Roebourne Strategic Community Plan 2012-2022 [17]

Section TwoOur Services forthe CommunityThe Shire offers a number of coreservices necessary to provide supportand infrastructure to our communities. Asummary of these services provided byeach directorate is given below:Over 240 (FTE) staff are employedby the Shire of Roebourne in varyingcapacities to deliver services across theShire. Resources through the provisionof materials, plant and equipment, landand buildings are provided to enable thefunctions of the local government to becarried out.DirectorateExecutive ServicesService UnitsAsset Management encompasses the various actions that theShire undertakes to ensure that its infrastructure and assets areefficiently planned, delivered, managed, reviewed, renewed anddisposed of in a cost effective, sustainable manner.The Building Maintenance program coordinates maintenance andrefurbishment works and cleaning services to Council’s extensivebuilding asset portfolio. These assets predominantly comprisecommunity and public facilities and staff housing located throughoutthe district.Corporate Compliance is the internal audit and governance arm ofCouncil. This ensures integrity of Council’s decision making process andlegal responsibilities whilst also ensuring that sound and best practicestructures are in place to meet community obligations and goals.Customer Services is the initial point of contact for the Shire ofRoebourne. Community members, ratepayers and others contactthe Shire in a number of ways including over the counter, telephone,email, and the call centre after hours service. Customer Serviceshave extensive interaction with members of the community andas such they are the conduit between the community and differentparts of the organisation. This includes the provision of product andservice information provided by the Shire.Human Resource provides a support and advisory service for theorganisation’s employees. It provides a strategic and integratedapproach to the management of employees, who individually andcollectively contribute to the success of Council’s goalsand objectives.Public Affairs create a strong organisational voice to ensure ourcommunity is involved, informed and aware. Through the useof a coordinated program of communication activities, the Shirecommunicates about its vision for the region, its strategic objectives,and how it is utilising its resources for the benefit ofthe community.Records Management governs the practice of records managersand any Shire employee who creates or uses records in the courseof Council business. The Shire must meet its ongoing statutoryobligations with regards to recordkeeping in accordance with theState Records Act 2000.[18] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoDirectorate Service Units Directorate Service UnitsCommunity &Corporate ServicesCommunity Facilities provides quality infrastructure to ensure thatresidents have the opportunity to access experiences which improvetheir quality of life.Community Services builds capacity, capability and partnershipsacross the community whilst simultaneously enabling cost efficient,relevant and responsive services to be provided to the community.Financial Services delivers financial support and information tointernal and external customers for the purpose of making informedbusiness and financial decisions. In addition Financial Servicesmonitors internal cash flow requirements as well as ensuringcompliance with Council’s monetary policiesand procedures.Information and Communications Technology (ICT) Servicesinvolves the management of all people, processes, and technologythat cooperate to ensure the quality of all ICT services, according tothe levels of service agreed with the customer (business). It is basedon functions such as systems management, network management,application development and on process domains such as changemanagement, service level management and problem management.Development,Regulatory andInfrastructure ServicesBuilding services administers laws, codes and standards thatensure minimum standards of construction are observed.Regulatory Services is responsible for a wide range ofdevelopment, regulatory and infrastructure delivery functions whichpromote the safety, health and wellbeing of the Shire.Ranger Services provides an internal and external customerservice focused on a proactive, advisory and educational role whilstachieving compliance in the administration of State legislation andlocal laws.Strategic Planning provides high level analysis that informs theTown Planning Scheme and associated policies. Strategic planningin relation to land use and development responds to Council’s visionfor the future of Roebourne communities and initiatives to achievebest practice, the policies and guidelines of other agencies. It alsoanalyses gaps in planning policy identified by the public, governmentagencies and Council staff.Works and Technical Services deliver and maintain the engineeringand public open space infrastructure that the community requires toenable a suitable lifestyle.Shire of Roebourne Strategic Community Plan 2012-2022 [19]

Section TwoDirectorateStrategic Projectsand BusinessService UnitsAirport Services is responsible for the ongoing safe and efficientoperation of the Karratha Airport and the Roebourne Airstrip. Thiscomprises facility maintenance and management, operating paid carparking system and provision of services including the Tien Tsin Inne,Council’s licensed bar and café facility.Strategic Projects is responsible for project delivery and supportto the organisation in project management. In addition to projectdelivery the program plays an important role in providing supportservices with respect to contract administration, project planning,with Strategic Projects also administering the organisation’s projectinitiation and implementation guidelines and strategic projectfunding.Waste Services provides services including the collection ofresidential and commercial refuse, waste disposal, operation ofwaste facilities within the Shire of Roebourne, recycling, and littercontrol.Development, Regulatory and Infrastructure DirectorateWorks and ServicesPlant and DepotservicesPlanning ServicesRangers ServicesStatutory PlanningEnvironmentalHealthBuilding ServicesCommunitySafety and CrimePrevention servicesWorks and Services are responsible to deliver and maintain theengineering and public open space infrastructure that citizens requireto enable a suitable lifestyle within a developed community. The Shirehas a long-term road construction and maintenance programme of workwhich focuses on constructing and maintaining roads within the Shire.This programme plays an integral role in providing a safe environmentfor motorists. The road programme supports the council’s strategic goalof maintaining quality infrastructure within the community. Where roadsurfaces deteriorate the Shire engages services to reconstruct them toprovide updated facilities.Plant and Depot services provides for the delivery of fleet management,workshop operations and depot support services.Planning Services are divided into two arms, namely, Strategic Planningand Statutory Planning functions. The Strategic Planning arm isresponsible for directing the spatial and location use and developmentof the land resource in a way that provides for the social, economic andcultural well-being of people and communities, now and into the future.Rangers Services provide an internal and external customer servicefocused on a proactive, advisory and educational role whilst achievingcompliance in the administration of State legislation and local laws.Statutory Planning administers the regulatory town planning functionsthat Council is responsible for pursuant to relevant State legislation.Environmental Health is about creating and maintaining environmentsthat promote good public health within the community. It is aboutensuring that our basic health requirements, such as clean water, safeaccommodation and safe food are priorities for our community.Building Services is achieved primarily through the checking, assessingand approving of plans for all proposed building work against theprovisions of the Building Code of Australia. Our goal is to enable theachievement of nationally consistent, minimum necessary standards ofrelevant health, safety (including structural safety and safety from fire),and amenity and sustainability objectives efficiently.Community Safety and Crime Prevention services aim to combatantisocial behaviour throughout the community of the Shire ofRoebourne. The Community Safety and Crime Prevention Servicessection works in partnership with WA Police, Rio Tinto and the NorthWest Shelf Joint Venture.[20] Shire of Roebourne Strategic Community Plan 2012-2022

Section TwoHeading SECTION THREEIntroductionAll local governments in Western Australiaare required to plan for the future underSection 5.56(1) of the Local GovernmentAct 1995. The regulations that govern theintegrated strategic planning frameworknow require all local governments inWestern Australia to develop and adopttwo key documents by 30 June 2013, aStrategic Community Plan, driven by arobust Community Engagement Strategy,and a Corporate Business Plan.The Department of Local Governmenthas also provided an Integrated Planningand Reporting Framework to assist localgovernments in meeting their strategicplanning responsibilities, which includesestablishment of a successful integratedstrategic planning process. The StrategicPlanning Framework outlines themethod to achieve a sustainable localgovernment through adopting a holisticapproach to planning and reporting. Itinvolves improving integration of variousstatutory planning and reporting processesundertaken by the local governmentthrough streamlining business andreporting processes with the involvement ofthe community.Integrated Strategic PlanningFramework Key ElementsThe Integrated Strategic PlanningFramework consists of the followingelements:1. Strategic Community Plan - 10 yearsplan2. Corporate Business Plan – 4 to 5 yearsplan, reviewed annually through anOperational Plan3. Annual Budget also termed asOperational Plan - 1 year plan, reviewedannually4. Informing Strategies – includingFinancial Management, AssetManagement and Workforce Planning5. Annual Report published each yearto report to the Community the overallprogress of the Community StrategicPlan and the Operational PlanWhat is a StrategicCommunity Plan?In addition to being merely a legislativerequirement, the objective of StrategicCommunity Plan is to engage thecommunity in planning for the future of thelocal government area. It involves settingpriorities with the community for the futurethrough aligning the community’s visionwith a clear strategic direction for the Shire.Simply put, the Strategic Community Planis a forward looking planning documentthat provides a vision for the future of thelocal government area and outlines howthe Shire and the Community will achievethat vision in the next 10 years.“The Strategic Community Plan outlines the Outcomes(Community Aspirations) that the Council will be achievingthrough strategies provided in the Corporate Business Planover the next five years.”Shire of Roebourne Strategic Community Plan 2012-2022 [21]

Section ThreeKey Essentials of a StrategicCommunity PlanUnder the new guidelines, it is essentialthat the Strategic Community Plan:1. Is for a minimum of 10-year timeframe2. States community aspirations, visionand objectives3. Was developed or modified anddocumented through engagement withthe community4. Has regard to current and futureresource capacity, demographic trendsand strategic performance measurement5. Was adopted or modified by an absolutemajority of councilStrategic CommunityPlan ReviewIt is also required that:1. A desktop review of the StrategicCommunity Plan is to be scheduled for 2years from when it is adopted; and2. A full review of the Strategic CommunityPlan is to be scheduled for 4 years fromwhen it is adopted.Three Advisory Standardsof Compliance for StrategicCommunity PlanThe legislation also provides three advisorystandards of compliance for StrategicCommunity Plan, the basic, intermediateand advanced. These standards are ameasure of evaluating a local government’slevel of integration of its operationsgeared towards achieving communityoutcomes. These advisory standards alsoprovide additional guidance for the localgovernment to better link all its plans forachieving excellence in service delivery.“The Strategic CommunityPlan outlines the Outcomes(Community Aspirations)that the Council will beachieving through strategiesprovided in the CorporateBusiness Plan over the nextfive years.”[22] Shire of Roebourne Strategic Community Plan 2012-2022

Section ThreeBasic Standard RequirementsBasic standard is met when:• A council has, by 30 June 2013 orearlier, adopted a Strategic CommunityPlan that meets all of the regulatoryrequirements• The local government has a communityengagement policy/strategy• Community engagement involves atleast 500 or 10% of residents, whicheveris fewer, and is conducted by at least 2documented mechanismsIntermediate Standard RequirementsIntermediate standard is met when:• The Strategic Community Plan connectsmost of the activities / services that aredelivered by the local government withthe community’s vision, aspirations andobjectives.• The Strategic Community Plan takesinto account a range of relevant externalfactors, including relevant plans of Stateand Commonwealth agencies.• Community engagement involves morethan the minimum number of electors,is inclusive and uses more than theminimum number of documentedmechanisms.Advanced Standard RequirementsAdvanced standard is met when:• The Strategic Community Plan meetsBasic and Intermediate standards;• The Strategic Community Plan connectsall of the activities/services that aredelivered by the local government withthe community’s vision, aspirations andobjectives;• The Strategic Community Plandemonstrates effectiveness in achievingcommunity outcomes.The Informing StrategiesSupporting the Strategic PlanIt is envisaged that the StrategicCommunity Plan is supported by a ForwardFinancial Plan, a Workforce Plan, and anAsset Management Plan. The StrategicCommunity Plan provides the road map forthe future, the vision, through identifyingthe Shire’s and the community’s aspirationsfor the future whereas the ForwardFinancial Plan and Workforce Planoutline availability of resources to achievethe vision supported by an asset basedescribed in the Asset Management Plan.Shire of Roebourne Strategic Community Plan 2012-2022 [23]

Section ThreeOur StrategicPlanning ApproachThe Draft Strategic Community Plan2012 -2022 represents our new approachtowards planning for the Shire ofRoebourne’s future. It builds on our paststrategic planning work, addresses thechallenges we face and sets out whatactions we will take in the next 10 years towork towards achieving the community’svision. This requires aligning ourcommunity’s vision with a clear strategicdirection for the Shire of Roebourne.The new Draft Strategic Community Plan2012 -2022 also incorporates consultationwork done in the past including theStrategic Community Plan 2011-2021,the Community Needs and SatisfactionSurvey 2010, the Community Needs andSatisfaction Survey 2011, the CommunityNeeds and Satisfaction Survey 2012and the Staff Survey 2009. The plan alsoprovides links to a number of state andregional plans including “Pilbara Planningand Infrastructure Framework 2012”,“Karratha - City of The North Plan” and “thePilbara Regional Council Strategic Plan2012-2014”. These linkages help positionour planning within a much broader contextand considers current and emergingcommunity needs and identifies keystakeholders and interdependencies whichmay affect delivery of appropriate servicesto our community over time.Importantly, the Strategic Community Plannegotiates a range of internal and externalfactors unique to our local government.This helps us plan for the long term byprioritising and determining actions andfunding for each of our key services, whichultimately helps us to achieve our StrategicCommunity Outcomes.The Shire of Roebourne is amongthe first group of Councils in WesternAustralia to commence implementationof the State Government’s IntegratedPlanning Framework. We initiated theimplementation process by developingan effective and a robust communityengagement strategy tailor made to theneeds of our diverse community. A numberof area based forums were conductedduring the month of May 2012 with theAddressing Four Key QuestionsWhere are we nowWhere do we want to be in10 yearsHow will we get thereHow will we know we’vearrivedintention of engaging our communities,especially the less vocal and marginalisedgroups, in carving the future for the localgovernment area. Concurrently, the Shirealso conducted a Community Satisfactionand Needs Survey during the month ofMay 2012. The results and outcomesfrom these two activities are described in“Engagement Section” of this plan.Addressing Four Key QuestionsOnce the community engagement processfinished, we focused on developingthe Strategic Community Plan throughaddressing the four key questions in thefollowing manner:What resources do we haveWhat are our current levels of services for our communitiesWho is delivering whatCondition and capability of our current assets servicing currentlevels of servicesWhat can be done on a “regional basis” with other Councils todeliver priorities identified through Strategic Community PlanWhat will happen once we implement our strategiesWhat will be the overall outlook once long term objectivesare achievedThrough fulfilling our commitments with the communityDelivering projects and services at an agreed service levelBy measuring outcomes achievedCommunity Satisfaction SurveysPeriodic Reports for the Community[24] Shire of Roebourne Strategic Community Plan 2012-2022

Section ThreeOur Plans and HowThey Link TogetherAs a result of addressing the four keyquestions, our new Strategic CommunityPlan 2012-2022 not only provides aroad map for the future of the Shire ofRoebourne local government area but alsooutlines the strategies needed to achievethat vision within the broader contextin which we operate. It clearly links thecommunity’s aspirations with the Council’svision and long term strategy.Strategic CommunityPlan 2012-2022FrameworkThe Strategic Community Plan 2012-2022 isbuilt around a Quadruple Bottom Line (QBL)approach under the four strategic themesOur Strategic ThemesOur Community – Diverseand BalancedOur Economy – Well Managedand DiversifiedOur Natural and BuiltEnvironment – Thrivingand SustainableOur Leadership – Responsiveand AccountableThe Strategic Community Plan outlines thecommunity aspirations, the things that thecommunity would like to see happeningin the future as a priority, termed asOutcomes. The Council responds toachieving these aspirations by developinga set of strategies over the next 10years outlined under the four strategicthemes, Our Community – Diverse andBalanced, Our Economy – Well Managedand Diversified, Our Natural and BuiltEnvironment – Thriving and Sustainableand Our Leadership – Responsive andAccountable. The Strategic CommunityPlan also provides the criteria formeasuring progress on achieving thesecommunity aspirations.“Our new Strategic Community Plan not only provides aroad map for the future of the our Local Government Areabut also outlines strategies to achieve the vision expressed byour communities.”Shire of Roebourne Strategic Community Plan 2012-2022 [25]

Section ThreeOur IntegratedPlanning andReportingApproach –The LinkagesAnnual, and Other ReportsCommunity EngagmentStrategic Community PlanCorporate Business Plan (4 year)OPerational Plans (1 year)Annual BudgetMonitoring and ReviewAsset Management StrategyWorkforce PlanIssue Specific StrategiesLong Term Financial PlanThe Shire of Roebourneis among the first groupof Councils in WesternAustralia to commenceimplementation of the StateGovernment’s IntegratedPlanning Framework.The Strategic Community Plan 2012-2022outlines the Outcomes expressed by ourCommunities; Our Response is how theShire will achieve these outcomes in thenext 10 years through delivering strategiesgiven in the five year focused CorporateBusiness Plan. The Annual OperationalPlan goes one step further and describesthe Projects and Services that each serviceunit will deliver to achieve the strategiesgiven in the Corporate Business Planwhich in turn will achieve the outcomesprovided in the Strategic Community Plan.This is a two way interlinked process. TheAnnual and five year budgets are alsoprovided in the Operational Plan and theCorporate Business Plan.[26] Shire of Roebourne Strategic Community Plan 2012-2022

Section ThreeA graphical representation of the process isgiven below:Strategic CommunityPlan 2012-2022Outcomes10 YearsCorporate BusinessPlan 2012-20165 YearsThe Strategic Community Plancontains strategies to achieve thePlan’s vision and objectivesOur ResponseHow the Shire will achieve outcomes(10 Year Focused Strategies)These strategies then form the basisof the Corporate Plan which containsspecific actions to achieve thestrategiesOperational Plan2012-20131 YearActivities and PrioritiesWhat we will do in 5 years(Actions)Annual BudgetThe actions then form the basis of theOperational Plan, which is supportedby the Resourcing Strategy (AssetManagement Plans; Long TermFinancial Plan Workforce Plan)ReportingUnder the new Integrated StrategicPlanning Framework, we are required toreport on the progress of the StrategicCommunity Plan at least once a yearthrough publishing an Annual Report forour community.We will, however, be monitoring ourprogress internally against the projects andservices outlined in the Operational Plan atleast quarterly. This will help us proactivelyaddress any deviations from achieving ourvision through taking corrective measures.The quarterly reviews of the OperationalPlan will be available through the councilwebsite.Shire of Roebourne Strategic Community Plan 2012-2022 [27]

Section FourSECTION FOURAbout The PlanHow the Planwas developedThe Strategic Community Plan 2012 -2022has been developed through using variousdifferent sources including the StrategicCommunity Plan 2011-2021 whichprovided the starting point. Aspirations ofthe community and the councillors werealso collated through the communityforums, surveys and workshops. Theplan also incorporates council’s otherplanning documents including the Youth1. Department of Local Government’s Social JusticeFramework 2008-20122. Developed by United Nations Environment Program (UNEP)Development Plan, the Arts and CulturalPlan, the Community Safety and CrimePrevention Plan, the Ageing Strategy,the Economic Development Plan and theCommunity Facilities Plan.To ensure that our outcomes, responsesand actions were based on soundprinciples as well as communityaspirations, we based our StrategicCommunity Plan 2012-2022 on the‘Principles of Social Justice’ 1 and the‘Principles for Sustainable Cities’ 2 .Principles of Social JusticeOur plan conforms to the principles of socialjustice, equity, access, participation andrights, outlined by the Department of LocalGovernment’s Social Justice Framework2008 – 2012. These principles are:• Equity – There should be fairnessin decision making, prioritising andallocation of resources, particularly forthose in need. Everyone should havea fair opportunity to participate in thefuture of the community. The planningprocess should take particular careto involve and protect the interests ofpeople in vulnerable circumstances.• Access – All people should have fairaccess to services, resources andopportunities to improve their quality of life.[28] Shire of Roebourne Strategic Community Plan 2012-2022

Section Four• Participation – Everyone should havethe maximum opportunity to genuinelyparticipate in decisions which affect theirlives.• Rights – Everyone should beestablished and promoted, withopportunities provided for people fromdiverse linguistic, cultural and religiousbackgrounds to participate incommunity life.These are the guidingprinciples that are interrelated andwill continue to guide Council throughthe delivery and assessment ofthe effectiveness of our StrategicCommunity Plan.Principles forSustainable CitiesThere are a number of principles outlinedby the United Nations EnvironmentProgram (UNEP) to assist cities inachieving sustainable developmentobjectives. These principles are widelyused by the councils in New South Wales(NSW) and other agencies across Australiaand around the world. These principlesinclude objectives such as:• achieving long term economic andsocial security• enabling communities to minimise theirecological footprints• empowering people and fosteringparticipation• enabling continual improvement basedon accountability, transparency andgood governance• expanding and enabling cooperativenetworks to work towards a common,sustainable future• provision of a long term vision based onsustainability (intergenerational, social,economic, and political), equity andeach city’s individualityShire of Roebourne Strategic Community Plan 2012-2022 [29]

Section FourReviewing the PlanA minor review of the Strategic Plan2012-2022 will be conducted in June 2014whereas a major review will be conductedin June 2016.Public Exhibition of the PlanThe draft Strategic Community Plan 2012-2022 will be put up for public exhibition fora period of 28 days from June 15, 2012till July 13, 2012 along with the CorporateBusiness Plan 2012-2016 and theOperational Plan 2012-2013 incorporatingthe annual budget. During this period,copies of the Strategic Community Plan2012-2022 will be made available to thepublic for feedback. The feedback willbe focused on validating the StrategicCommunity Plan aspirations making surecommunities expressed aspirations forthe future of the Shire were capturedcorrectly. Copies of the draft StrategicPlan 2022 will also be made available tothe public through the council websitewww.roebourne.wa.gov.au and the newcommunity website www.ilovemyshire.com.au and also through the librariesand customer service centres. Electroniccopies will be emailed to the communitymembers who attended the public forumsand provided a valid email address. Thesubmissions received during the exhibitionperiod will be presented to the council andthe draft Strategic Community Plan 2012 -2022 will be amended before being finallyadopted in August 2012.How to Read the PlanThe main components of the strategiccommunity plan include:Our Aspiration - our primary aspiration forthe Shire over the next ten years is to growinto a collection of diverse and sustainablecities supporting a regional populationof 31,000 residents, realising the StateGovernment’s ‘Pilbara Cities’ initiative oftransforming Karratha into a ‘world classCity of the North’[30] Shire of Roebourne Strategic Community Plan 2012-2022

Section FourOur Themes - involve a quadruple bottomline approach (QBL) to achieving ourprimary community aspiration. Thesethemes include ‘Our community – Diverseand Balanced’, ‘Our Economy – WellManaged and Diversified’, ‘Our Naturaland Built Environment – Thriving andSustainable’ and ‘Our Leadership –Responsive and Accountable’ in line withcommunity expectations.Our Goals - describe what each theme isall about as outlined in the following table:Our Strategic ThemesOur Community – Diverseand BalancedOur Economy – Well Managedand DiversifiedOur Natural and BuiltEnvironment – Thrivingand SustainableOur GoalsWe will further develop and maintain theinfrastructure, facilities, services, activities andprograms to create aesthetically attractive andliveable towns which will develop into morediverse and balanced communities.We will develop infrastructure and facilities ina sustainable way to support the communities’needs.We will strive to ensure our community livessustainably in a thriving natural environment.Our Outcomes – the ‘end result’ we wouldlike to achieveOur Response - outline what Council andits partners can do towards achieving theidentified outcomes. Council will assume anumber of different roles at different timesto achieve its primary aspiration, with thoseroles include being a provider, partner,funder, regulator, monitor, facilitatorand advocator on behalf of the Shire ofRoebourne community.Strategic Indicators – contribute to anoverall picture of council’s performance andprogress towards achieving our outcomes.Icons and Colour Codes – providethe vital linkages between the StrategicCommunity Plan, the Corporate BusinessPlan and the Operational Plan for clarityand readability. Each theme has a distinctcolour and code for readability and clarity.Our Leadership – Responsiveand AccountableWe will provide transparent and accountablelocal government service delivery that meetsour communities’ expectations.Shire of Roebourne Strategic Community Plan 2012-2022 [31]

Section FiveSECTION FIVECommunityEngagementThe Shire of Roebourne recognisesthe significance of a robust andeffective Community Engagement andInvolvement in successful planning forthe future. Therefore, the council initiatedimplementing the Integrated StrategicPlanning and Reporting Frameworkthrough developing an EngagementStrategy tailor made to address the needsof our diverse communities with thefollowing objectives:• To involve the community, including‘hard to reach’ groups, less vocalresidents and potentially marginalisedgroups, in the development,implementation and review of theCommunity Strategic Plan.• To ensure that engagement methodsand techniques were tailored to theneeds of the community, were deliveredin a timely manner and providefor meaningful input and genuineinvolvement in the implementation of theCommunity Strategic Plan.ShireEmployees• To provide a comprehensive andrelevant Community Strategic Planthat is informed by a robust communityengagement process and is compliantwith the legislative integrated planningand reporting requirements under theLocal Government Act 1995 and relatedDepartment of Local Governmentguidelines.• To promote a sense of inclusion in theShire’s decision making process.The Community Engagement Strategycommenced utilising data from 2008.State RegionalAnd FederalGovernmentCouncillorsLocalBusinessesOurCommunityShireResidentsCommunityGroupsFly InFly OutWorkersSource: Karratha 2020 Vision, Geografia, 2008[32] Shire of Roebourne Strategic Community Plan 2012-2022

Section FiveCommunity Needsand SatisfactionSurveysThe Shire of Roebourne conducted‘Community Surveys’ in 2008, 2009,2011 and 2012 to get feedback fromour communities with the objective ofidentifying any service gaps, to assesswhat our community needs were and takeproactive corrective measures for future.Another objective of these surveys wasto capture aspirations of our communityfor inclusion into the Strategic CommunityPlan. In addition to the CommunitySurveys, the Shire also conducted aninternal Staff Survey in 2009 to to getfeedback from the staff responsible fordelivering various projects and services tothe community. These surveys helped usin decision-making and service planning,provided data for external grants andlobbying. The survey also provided anopportunity for the community to influencepublic decisions. The overarching objectiveof the research was to provide Counciland the administration with an insight intocommunity attitudes and opinions towardsthe Shire’s performance and to allowfor on-going identification of communityperceptions on issues of importance orpriorities.Previous Surveys:Community Facility Priorities for Karratha 2008Who We Targeted and WhatWas AskedThe Community Surveys targeted fly-in, flyoutworkers and permanent residents. Thequestions were primarily focused aroundcommunity well being, liveability andperformance of the Shire in the deliveryof services for the community. However,the Staff Surveys 2009 and 2011 targetedjob satisfaction and issues of concern foremployees. 149 staff participated in 2009and 162 staff responded in 2011.Meeting palces / function / conference facilitiesBusiness incubatorArts & cultural facilities with exhibition / gallery spacesAdditional boating amenities / ramps / marinaSports clubrooms and social facilitiesAdditional retail outletsIndoor sports courts (netball, basketball, etc.)Additional government services / community servicesAirport enhancement and expansionEnhanced aquatic centre facilitiesYouth space and skate parkCoffee shops / cafes / restaurantsFamily services – Child care / playgroup / child healthImproved presentation / layout / amenity of townshipImproved TAFE and education opportunitiesImproved Hospital and enhanced medical services0% 5% 10% 15% 20% 25% 30%Shire of Roebourne Strategic Community Plan 2012-2022 [33]

Section FiveCommunity Survey 2008In 2008 a survey of residents wasundertaken as part of the Karratha 2020Vision project. The survey generated 518valid responses and indicated health as thesingle largest concern among residents,particularly amongst females. The majoritysaid they would also like to see the towngrow, diversify the economic base andattract a better suite of facilities andservices.Community Survey 2009In 2009 the Shire commissionedMarketintel to undertake a CommunitySurvey. General satisfaction with theShire’s Performance was low. Prioritiesareas for improvement include health,local roads, community facilities, recreationand parks, and addressing anti-socialbehaviour.*These are the service areas with greatestpositive impact on the community inrelation to social well being and overallperception about the performance of theShire as a service providerCommunity Survey 2011 Community Survey 20121. Statistics StatisticsTotal of 605 responses were received in this survey478 residents surveyed and 127 FIFO respondents238 of all respondents were Female (44.9%) and 292 were male(55.1%)2. Top 3 Priorities Top 3 PrioritiesOne third (34%) of all respondents indicated that Hospital and MedicalServices was a top three priorityAffordability and the cost of living was next, with 28% of respondentsputting it in their top threeThe third priority was Leisure and Entertainment with 21% ofrespondents rating it in their top 33. Shire’s Performance Shire’s PerformanceTop 5 Performing Areas• Rubbish and Tip Services• Cultural and Community Events• Economic Development• Boat ramps and marine facilities• Front Counter Customer ServiceTop 5 Areas Needed Improvement• Streetscapes and verges• Local Roads• Footpaths and cycle ways• Youth Services and activities• ParkingTotal of 620 responses were received in this survey538 residents surveyed and 82 FIFO respondents375 of all respondents were Female (60.4%) and 245 were Male(39.6%)More than half, 304 (55.7%) of all respondents indicated that Hospitaland Medical Services was a top three priorityAffordability and the cost of living was next, with 52.8% of respondentsputting it in their top threeThe third priority was Leisure and Entertainment with 47.3% ofrespondents rating it in their top 3Top 5 Performing Areas• Rubbish and Tip Services• Airport Services• Boat ramps and marine facilities• Recreational and sport facilities• Parks, gardens and open spacesTop 5 Areas Needed Improvement• Library and information services• Footpaths and cycle ways• Access to Councillors• Conservation, Heritage and Environment Town planning & buildingapprovals4. Top 5 Priority Focus Areas with Greatest Impact Top 5 – Priority Focus Areas with Greatest ImpactLocal RoadsAirport ServicesYouth Services and activitiesChildcare FacilitiesCommunity ConsultationLeisure/entertainment centresLibraries and information servicesChildcare FacilitiesLocal RoadsYouth Services and activities[34] Shire of Roebourne Strategic Community Plan 2012-2022

Section FiveCommunityEngagementForumsA number of area focused CommunityEngagement workshops were conductedacross the Shire of Roebourne localgovernment area in Karratha, Wickham,Roebourne, Point Samson, Airport (Fly inFly out) and Dampier. The focus of theseworkshops was to engage our communitiesin development of the Strategic CommunityPlan 2012-2022 through various activitiesdesigned for capturing the issues ofconcern for the community.The issues raised by the community werefully captured and role of the council inaddressing these issues was also clarifiedby the staff. The community members weregiven the chance to outline five issues oftop and bottom strategic priority if theywere elected as the President of the Shire.Councillors WorkshopsOn April 2, 2012 and May 31, 2012workshops were conducted with thecouncillors outlining the integratedstrategic planning process and how thekey elements of the integrated strategicplanning process have been linked withthe involvement of the community. Thecouncillors were also briefed about thecommunity engagement process andthe how the community’s feedbackwill be shaping the future of the Shireof Roebourne local government areathrough the Strategic Community Plan.The Councillors were also briefed on theintended structure of the plan and the wayforward.Community Forums were held in Karratha,Wickham, Roebourne, Airport, PointSamson and Dampier throughout themonth of May 2012. A total of 68 residentsand 74 Fly in Fly out workers attendedthese forums.A number of social, economic,environmental and civic leadershipissues were raised. The top five prioritiesidentified during these forums were:1. Improved community facilities, servicesand development2. Improved roads, footpaths and cycleways3. Recycling, Waste and EnvironmentalPlanning4. Improved health services5. Youth activities, programs and eventsHowever, the five areas of least strategicimportance were identified as:1. Large Capital Projects2. Regulatory Services3. Parking enforcement4. Provision of library services5. Development of FIFO CampsMajority of participants were willing to payadditional fees and charges for:1. Aquatic Centres2. Youth Centres3. Childcare facilitiesShire of Roebourne Strategic Community Plan 2012-2022 [35]

Section SixSECTION SIXThe FourStrategic ThemesOur CommunityStrategic Theme One:Our CommunityDiverse and BalancedOur GoalWe will further develop and maintain theinfrastructure, facilities, services, activitiesand programs to create aestheticallyattractive, safe and liveable towns whichwill develop into more diverse andbalanced communitiesOur OutcomesOur Response1.a Greater use of public spaces 1.a.1 Maintain robust asset managementpractices to ensure the sustainabledevelopment of facilities1.a.2 Provide or partner to provide,community facilities to meet theneeds of our communities1.a.3 Provide public open spaces whichare well maintained and cater for alluser groups1.a.4 Ensure the built environment canrespond to the needs of children,youth, singles, couples, families,retirees, the aged and visitors1.b Infrastructure that meets the needs ofthe cities, and allows for growth1.c Improved housing affordability throughnormalisation of the housing market,centred around a strong private sectorpresence1.b.11.b.21.b.31.b.41.b.51.c.1Build partnerships with academic,consultancy and other agenciesto implement up-to-date economicand demographic informationsolutionsEncourage the building of stableand diverse communitiesProvide safe and fit for purposebuildings to the communityManage and improve thelandscaping, streetscape andinfrastructure to a standard thatmeets community needsImplement Community FacilitiesPlanRepresent the communitiesinterests and work with relevantagencies to facilitate affordablehousing and land release strategies[36] Shire of Roebourne Strategic Community Plan 2012-2022

Section SixOur Outcomes1.d A modern vibrant and attractiveShire that offers livable communities,opportunities for development andimproving social capital1.e Planned cities that responds to theenvironmental conditions of the Pilbaraand exhibits a strong sense of place1.f Enhanced community pride, safety,services and community facilities thatprovide a sense of belonging1.g Greater housing diversity that meets theneeds of a broader demographic profileOur Response1.d.11.d.21.d.31.e.11.e.21.f.11.f.21.f.31.f.41.f.51.f.61.f.71.f.81.g.1Facilitate inclusive and engagedcommunitiesBuild capacity, capability andpartnerships across the communityDevelop and maintain a vibrant andactive Central Business AreaCreate aesthetically attractive andvibrant townsAdvocate for our community in thedevelopment of major resourceprojectsImplement the Youth DevelopmentPlanImplement Shire of Roebourne Artsand Culture Action PlanConsult with our communities inorder to determine and deliverupon their needsSupport community developmentand community prideImplement “Clean sweepTaskforce” Community safety andcrime prevention strategic planPromote safe community throughmonitoring and surveillanceWork with relevant stakeholders toensure a safe communityPrepare/implement an IndigenousReconciliation Action PlanProvide a range of appropriatefacilities that reflect thedemography of the communitiesProgress MeasuresWe will measure our progress for thistheme using the following parameters:1. Diverse Housing Options2. Infrastructure Development3. Community Pride and Safety4. Permanent Resident Population Status5. Greater Community InvolvementStrategic Indicators – Our ProgressWhat to Measure - Outcomes How to Measure When toMeasure1. New housing projects within the Shire Number of new developmentapplications (DAs)2. Partnerships established with otherstate agencies to develop affordablehousingNumber of partnerships for housingconstruction made with otheragencies3. Construction projects within the Shire Number of new construction projectscommenced4. Community involvement in Shire runevents and programsNumber of participants in programsand events run by the ShireAnnuallyAnnuallyAnnuallyQuarterly5. Reduction in crimes Number of crimes reported Annually6. Interaction with Community Groupsand OrganisationsNumber of Youth Group MeetingsConductedNumber of participants in Youthgroup MeetingsQuarterly7. Community Satisfaction and positivePerceptionConduct Community SatisfactionSurvey for all servicesEvery TwoYearsShire of Roebourne Strategic Community Plan 2012-2022 [37]

Section SixThe FourStrategic ThemesOur EconomyStrategic Theme Two:Our EconomyOur Outcomes2.a Create opportunities for growth anddiversification of the local economyOur Response2.a.12.a.2Develop initiatives, buildpartnerships and deliver projectsto attract and support Small toMedium Enterprises in the regionDevelop Initiatives, build partnershipsand initiate projects which identify anddevelop land and accommodationopportunities including facilities forkey service workers2.a.3Encourage diversification of thelocal economy through the supportof tourism and visitation2.a.4Create opportunities for growth anddiversification for local businessWell Managedand DiversifiedOur GoalWe will manage and maximise the benefitsof growth in the region while diversifyingour economic base2.b Demonstration projects targeted atdelivery of affordable land and housing forservice and residential construction work2.c More industrial, commercial andresidential land supply and creation ofreadily developable land banks that canbe quickly released to the market2.d Excellent connectivity and transportlinkage throughout the cities2.b.12.c.12.d.1Facilitate an increase in affordablehousing in the ShireFacilitate the release of land tocater for growing developmentopportunitiesWork with relevant stakeholders todevelop and implement a transportstrategy to link our towns[38] Shire of Roebourne Strategic Community Plan 2012-2022

Section SixProgress MeasuresWe will measure our progress for thistheme using the following parameters:1. Use of public open spaces2. New Business Registrations3. New Transport InitiativesStrategic Indicators – Our ProgressWhat to Measure - Outcomes How to Measure When toMeasure1. Number and Type of businessesregisteredNumber of new business registeredTypes of businesses within theShireNumber of business developmentinquiries2. New Transport Initiatives Number of actions provided intransport strategy implementedNumber of new transport linkagesestablishedQuarterlyAnnuallyShire of Roebourne Strategic Community Plan 2012-2022 [39]

Section SixThe FourStrategic ThemesOur Natural andBuilt EnvironmentStrategic Theme Three:Our Natural and BuiltEnvironmentOur Outcomes3.a An environmentally responsible andsustainable organisation3.b A sustainable and thriving naturalenvironmentOur Response3.a.13.a.23.b.1Enhance environmental attitudesorganisation wideProtect and enhance the naturalenvironment, open spaces,beaches and waterwaysManage resources and wasteresponsibly for the benefit of futuregenerations3.b.2Explore options to reduce, reuse orrecycle our waste and minimize ourcarbon footprint3.c Environment that promotes healthylifestyle3.c.1Provide walking and cycling trails toaccess the natural environment3.c.2Provide shading in meeting placesThriving and SustainableOur GoalWe will strive to ensure our communitylives sustainably in a thriving natural andbuilt environment3.c.33.c.4Develop interpretive sites andsignage for the benefit of residents,newcomers and touristsLobby for the sealing of roadsto access surrounding naturalattractions[40] Shire of Roebourne Strategic Community Plan 2012-2022

Section SixProgress MeasuresWe will measure our progress for thistheme using the following parameters:1. Active Volunteer Groups2. Reduction in Ecological Footprint3. Cycleways and Cycling Trails4. Partnerships with other agenciesStrategic Indicators – Our ProgressWhat to Measure - Outcomes How to Measure When toMeasure1. Community Volunteer Groups Number of active voluntary groupsworking for cleaning beachesNumber of Environmental educationprograms conductedNumber of participants attended2. Reduction in Waste and Improvementin water conservation3. New Cycle ways and Cycling TrailsDevelopedDeveloping and implementing EnergySavings Action PlanDeveloping and implementing a watersavings planNumber of new cyclewaysconstructed4. Initiatives on Recycling Number of new initiatives fordeveloping partnerships withrecycling agenciesQuarterlyAnnuallyAnnuallyAnnuallyShire of Roebourne Strategic Community Plan 2012-2022 [41]

Section SixOur Outcomes4.f Ensuring that the leadership pipelineis filled with people with the right skillsdoing the right jobs at the right time withthe right attitudeOur Response4.f.14.f.24.f.34.f.44.f.54.f.64.f.74.f.84.f.94.f.104.f.114.f.124.f.134.f.144.f.15Develop a culture of team work andinter department unityDevelop a high quality consistentcommunication mechanismPromote healthy workplacebehaviours that are consistent withthe values of the organisationAchieve a manageable workloadand healthy work life balanceImplement a high qualityand consistent performancemanagement cultureReview departmental structures toensure they are aligned with thebusiness processesContinue developing managementand leadership capability across theorganisationManage performance of themanagers against the competenciesAdopt an innovative approach torecruit staff that delivers resultsPromote the council as a high profilebrand for local employment of choiceImplement programs and policiesthat ensure a motivated andengaged workforceConduct periodic staff survey toensure staff are engaged and feelpride in working for the shireConduct training programs forprofessional development of the staffDevelop and implement a housingstrategy based on fairness and equityContinue building organisational capacitythrough manageable workloadsProgress MeasuresWe will measure our progress for thistheme using the following parameters:1. Effectiveness in Governance2. Visible leadership3. Systems, processes and policiesimprovements4. Retention of StaffStrategic Indicators – Our ProgressWhat to Measure - Outcomes How to Measure When toMeasure1. Internal Audits Number of internal audits conducted%of internal audit recommendationsimplemented within specifiedtimeframes2. Financial Sustainability % of annual expenditure withinbudgetDebt Servicing ratioRates ratioLiquidity Ratio3. Systems Improvement Number of improvements in systemsimplemented4. Motivated Workforce % reduction in staff turnoverNumber of programs conducted forprofessional development of staff5. Positive Image of the Shire Number of initiatives taken topromote positive image of the ShireMonthlyQuarterlyAnnuallyAnnuallyAnnuallyShire of Roebourne Strategic Community Plan 2012-2022 [43]

Section SevenSECTION SEVENRegional andState PlansKarratha - The City of the North Plan andthe Pilbara Planning and InfrastructureFramework 2012 are the two majorplans for the Pilbara Region by theState Government. These plans outlinethe strategies and projects that will bedelivered by various state agencies in thefuture to make Pilbara as an attractiveplace to live and work. Both these planswill significantly impact the Shire ofRoebourne local government area in thefuture.“The Strategic Community Plan provides links to otherregional and state plans aimed at making our area one of themodern localities to live in the years to come.”[44] Shire of Roebourne Strategic Community Plan 2012-2022

Section SevenSnapshot of Key ActionsAreas – Karratha City ofthe North PlanCommunity Development Strategies• Community Development• Recreation• Families• Youth• Health• Arts & Culture• Resident Welcome• Transient Workers• Multicultural Learning and EarningThe City of North Plan – Key Action AreasCommunity Facilities• Community Arts• Youth• Library• Garden• Schools• University• TAFE• Retirement• Parking• Recreation• Caravan Park• Transient Worker AccommodationInfrastructure Strategies• Integrated Water & Waste waterServicing Strategy• Energy & Green House GasManagement Strategy• An Integrated Transport StrategyKey Projects• Karratha Health Campus• Karratha Precinct DevelopmentWorks• City Centre Development Works• Demonstration Projects in KeyAreas in City Centre• Expansion in Affluent reuse forirrigation of POS• Nursery• Desalination Plant• Wastewater Recycling System• NWIS Upgrade Stage 1• Bus Services• Pathways including bridges andlandscaping• Roads: Anketell, Dampier Calming,Airport Balmoral Regals, Madigan• Airport Terminal & Car park upgrade• Telecommunications UpgradeShire of Roebourne Strategic Community Plan 2012-2022 [45]

Section SevenKey Responsibilities -Karratha City of theNorth Plan“Karratha – The City of the North Plan”has six “aspirational goals”; Economy,Community, Environment, Governance,Infrastructure & Resources, BuiltEnvironment and Public Realm.Shire of Roebourne supports “Karratha Cityof the North” planning aspirations, however,funding avenues for the Shire nominatedareas are yet to be fully accommodatedwithin the Long Term Financial Plan.EconomyDiversifying the Economy – Regional LevelStrategyPreparation of a Pilbara RegionalDevelopment StrategyPreparation of a Shire of RoebourneEconomic Development StrategyEstablishment of an Economic DevelopmentDirectoratePilbaraCitiesOffice(PCO)StateShire ofRoebourneOtherR4R,HDWA,PrivateCommunityCommunity Development Strategies, Capital Works and CommunityFacilitiesStrategyPilbaraCitiesOffice(PCO)StateShire ofRoebourneOtherR4R,HDWA,PrivateCommunity Development Strategies• Community development, recreation,families, youth, health, arts & culture,resident welcome, transient workers,multicultural, learning and earningKarratha Health CampusCommunity Facilities• Community, arts, youth, library, garden,schools, university, TAFE, retirement,parking, recreation, caravan park, transientworker accommodation.[46] Shire of Roebourne Strategic Community Plan 2012-2022

Section SevenBuilt Environment and Public RealmEnvironmentVibrant, Dynamic, Diverse and FunctionalVibrant, Dynamic, Diverse and FunctionalStrategyPilbaraCitiesOffice(PCO)StateShire ofRoebourneOtherR4R,HDWA,PrivateStrategyPilbaraCitiesOffice(PCO)StateShire ofRoebourneOtherR4R,HDWA,PrivateA Compact and Diverse City• LPS, Scheme and Policies• Dev Plans / DAPsPublic Realm• Policies, Design Guidelines, ImplementationStrategy, Shire of Roebourne resourcesreview, partnershipsCoastal Vulnerability Strategy• Karratha Coastal risk assessment for theKarratha regionNatural Resource Management Strategy• Karratha Terrestrial and Marine Environmentstudies• Establish an integrated holistic NRMframeworkA Compact and Diverse City• Karratha precinct development works• City Centre development worksPublic Realm• Karratha demonstration projects in key areasin the city centre and across the town site• Expand effluent reuse for irrigation of POS• Establish a nursery in partnership with theprivate sector to support landscaping strategy• Implement priority city projects• Implement priority city centre projectsWaste Management Strategy• Prepare a Waste Management Strategy forKarrathaShire of Roebourne Strategic Community Plan 2012-2022 [47]

Section SevenGovernanceRegional and Local GovernanceInfrastructureCapital WorksStrategyPilbaraCitiesOffice(PCO)StateShire ofRoebourneOtherR4R,HDWA,PrivateStrategyPilbaraCitiesOffice(PCO)StateShire ofRoebourneOtherR4R,HDWA,PrivateRegional Governance• Establish the Pilbara Cities Office• Establish Pilbara Partnerships Board as thepeak body for implementation of the Pilbaracities visionLocal Governance• Establish a unit within Shire of Roebourne topromote local economic development• Establish KCN Steering CommitteeIntegrated Water and Wastewater ServicingStrategy• Design and construction of wastewaterrecycling systemEnergy and GHG Management Strategy• Climate responsive, energy / materialsefficient demonstration projects• Upgrade of NWIS - Stage 1 Only• Ensure Karratha expansion plans areaddressed in undergrounding• project, including provision of smart meters• Ensure Karratha expansion plans areaddressed in power upgrade project,including provision of feeders to city centreand new areasAn Integrated Transport Strategy• Early provision of bus services• Bus routes Stages 1 & 2• Pathways including bridges and landscaping• Roads: Anketel, Dampier calming, airport,Balmoral, Regals, Madigan• Airport terminal and car park upgrade• Telecommunications upgrade[48] Shire of Roebourne Strategic Community Plan 2012-2022

Section SevenSnapshot of Key ActionsAreas – Pilbara Planning andInfrastructure FrameworkPilbara Planning and Infrastructure Framework January 2012 Key Action AreasUtility Infrastructure Priorities• Water• Waste Water• Energy• Waste Management• TelecommunicationsCommunity Facilities• Health• Education• Recreation• Community Safety & Support• Culture & Entertainment• Retail Facilities• Civic FacilitiesTransport Priorities• Road Transport• Rail Transport• Marine Transport• Air Transport• Urban TransportKey Projects• New Water Sources – Karratha• Hospital and Health Clinicinfrastructure Upgrade• Karratha Health campus• Karratha Education and TrainingPrecinct• University sub-campus opportunities• Boarding/Hostel Accommodation• Karratha Leisure Centre Precinct• Arts & Cultural• Tourism Opportunities• Karratha Entertainment Precinct• Upgrade Existing Highways• Karratha- Wickham Road Options• Karratha-Airport Link Road• Multiuser rail network• Multi-user port facilities• Road and rail access to port areasupgrade• Airport infrastructure Upgrade• Public Transport System in Karratha• Mobile Phone Network CoverageUpgrade• Waste ManagementShire of Roebourne Strategic Community Plan 2012-2022 [49]

Section SevenKey Responsibilities- Pilbara Planningand InfrastructureFramework 2012The ‘Pilbara Planning and InfrastructureFramework 2012’ defines a strategicdirection for the future development of thePilbara Region over the next 25 years. Itaddresses the future growth of the regionthrough outlining strategies focused aroundeconomic growth, environmental issues,transport, infrastructure, water resources,tourism and the merging effects of climatechange. In this section key responsibilitiesof key stakeholders are identified with anattempt to clarify the role of the Shire inproject and service delivery.Settlement - Develop the region’s Settlements to be sustainableand liveable communitiesStrategyPromote areas for mixed-use and higherdensity residential forms in major centres bytheir inclusion in local planning schemes.Identify areas of land for communityand recreational needs in growth andredevelopment areas through zoning in localplanning schemes.Pilbara CitiesOfficeStateShire ofRoebourneFly-in fly-out - Provide for fly-in, fly-out workforces that do not adversely impacton the resident population.StrategyPilbara CitiesOfficeStateShire ofRoebourneIdentify appropriately located sites toaccommodate fly-in fly-out workforcesthrough the preparation of regional andlocal government transient workersaccommodation policies.Encourage urban based transient workeraccommodation that is located close tocommercial centres, to serve multi-purposefunctions within the region’s communities.Support the use of on-site transient workeraccommodation during the construction stageof major community, commercial and housingdevelopment projects.Develop a specific policy relating toworkforce accommodation in the Shire.[50] Shire of Roebourne Strategic Community Plan 2012-2022

Section SevenUrban form - Create sustainable, well defined, cohesive settlements, with astrong sense of place and high quality urban design that is climate responsive.StrategyDevelop a Karratha vernacular design stylethat is sensitive to and enhances the identityand character of settlements through thedevelopment and adoption of urban designguidelines.Ensure provision of public open spaceand recreation facilities as part of eachsubdivision.Pilbara CitiesOfficeStateEconomic Growth - Promote the diversification of the region’s economyStrategyEstablishment of an Economic DevelopmentDirectoratePromote the development of start-upbusiness (incubator) units in the region’smain development areas and other measuresto assist the establishment of smallbusinessesWork collaboratively with Tourism WA toimplement the regional tourism strategy.Pilbara CitiesOfficeStateShire ofRoebourneShire ofRoebourneCommunity Infrastructure - Provide a comprehensive range of accessiblecommunity, cultural, and recreational facilities and services commensurate withgrowing resident and fly-in fly-out population levels and taking into account theregion’s remoteness and the distance between its settlements.StrategyEnsure local planning strategies and localplanning schemes incorporate suitable areasof land for community infrastructureDevelop efficient methods of providingcommunity services throughout theregion, including public transport ande-communications.Develop co-located multipurpose communityfacilities and services that can respond tochanging and emerging community needsProvide for state, private or not-for-profitcommunity service workforce housing inregional centres and major towns.Pilbara CitiesOfficeStateShire ofRoebourneHealth - Provide a comprehensive range of accessible health services andsupport facilities.StrategyInvest in housing for health workers atregional centres and small hospital facilitiesPilbara CitiesOfficeStateShire ofRoebourneRecreation - Provide active and passive public open space and built facilitiesfor formal and informal sport and recreation to enable community activity andhealthier life styles.StrategyPilbara CitiesOfficeStateShire ofRoebourneProvide for adequate and well located areasof active and passive public open space innew urban developmentsDevelop the Karratha Leisure Centre PrecinctShire of Roebourne Strategic Community Plan 2012-2022 [51]

Section SevenRoad transport: Promote a regional road network that provides safe all-weatherroad connections between the region’s centres of activity and the rest of thestate and serve the needs of the community requiring access to communityservices and places of employment and education.StrategyIdentify areas in local planning strategiesand planning schemes for transport industryzonesInvestigate a link road between Karratha andits airportPilbara CitiesOfficeStateShire ofRoebourneAir Transport: Provide an efficient regional airport network that enables intraregional,intra-state and interstate connections for passengers and freight.StrategyUpgrade infrastructure (Terminal facilities,access and parking at Karratha airportsTake into account airport growthrequirements and flight paths around theregion’s airports when undertaking landdevelopmentPilbara CitiesOfficeStateShire ofRoebourneUrban public transport: Provide an equitable and efficient public transportsystem in the region’s cities and major towns.StrategyEstablish city public transport systems in theShire of RoebournePilbara CitiesOfficeStateShire ofRoebourneEnvironment - Conserve and manage the region’s natural environmental valuesand maintain supporting ecological processes for future generations.StrategyMaintain and enhance safe public access tothe foreshore and coastal waters and ensurepublic access is designed and maintained toconserve coastal resourcesMinimise development near waterways andwetlands in locations where there is potentialfor environmental damage and flood riskDevelop management plans that cover theregion’s sensitive coastal areas and completethe draft plans arising from the Pilbaramarine planning processPilbara CitiesOfficeStateShire ofRoebourneEnvironment - Incorporate natural resources and all significant environmentalconsiderations into the preparation and assessment of strategic andstatutory planning proposals to achieve environmental protection andmanagement outcomes.StrategyLand use strategies and plans shouldconsider the potential impacts of climatechange and sea level riseLand use strategies and plans should identifyand provide for protection of areas of highconservation value and take into accountsustainability targets and environmentalmeasures to preserve environmentallysignificant featuresPilbara CitiesOfficeStateShire ofRoebourne[52] Shire of Roebourne Strategic Community Plan 2012-2022

Section SevenCultural Heritage: Protect and manage the region’s cultural heritage, artsincluding indigenous significant places, historic places, and landscapesof significance as guided by the State Planning Policy 3.5 – HistoricHeritage Conservation.StrategyPlan and develop Cossack as a ‘living’heritage villagePilbara CitiesOfficeStateShire ofRoebourneCultural Heritage: Create a sense of place by acknowledging the living culturesand their shared values and experiences of the various communities that haveand currently inhabit the region.StrategyPlan and develop Roebourne in partnershipwith key stakeholdersPilbara CitiesOfficeStateShire ofRoebourneClimate change: Mitigate and adapt to climate change impacts in the Pilbara.Promote the resilience of communities, development, forms of economic activity,and essential infrastructure that are resilient to the potential impacts of climatechange.StrategyLand use planning strategies should addressrisk from the projected effects of climatechange by avoiding areas with high exposureand vulnerability to flooding, storm surge, sealevel rise, inundation and coastal erosionIndigenous heritageStrategyContinue to work collaboratively withindigenous communities in the Shire ofRoebourne to enhance improved communityawareness of indigenous heritagePilbara CitiesOfficePilbara CitiesOfficeStateStateShire ofRoebourneShire ofRoebournePlanning approvals: Contribute to a more efficient, flexible and simplifiedplanning approvals system and implement the planning reform agenda tofacilitate the provision of project-ready land aligning with the Pilbara Citiesvision.Promote planning and developmentproposals that align with the Pilbara CitiesvisionDevelop and adopt subdivision design andResidential Design Codes that are relevant tothe regionShire of Roebourne Strategic Community Plan 2012-2022 [53]

Section SevenShire’s Role - OurCommunity andPartnershipsThe Community Plan is a living documentthat is regularly reviewed to reflect thechanging aspirations of our community.As the Shire is in a community thatis experiencing strong growth andexpansion as a result of the resourcessector, assistance is essential throughpartnerships with state and commonwealthgovernments as well as through theprivate sector to ensure the infrastructure,services, activities and programs areprovided to support the changes and needsof the community.Everyone contributes to making ourcommunity the sort of place in which wewant to live, work, learn, play and invest.As part of the community, the Shire ofRoebourne plays a leadership role inworking towards achieving communityaspirations. In doing this it providesservices and facilities for which the Councilis primarily responsible and identifiesand partners with the many participatingorganisations within a common frameworkfor action. Many different activities takeplace within our community to meet ourday to day requirements. Any one of thefollowing roles can be undertaken atdifferent times by the Shire, individuals andgroups in our community:• Provider - takes full responsibility forfunding and carrying out services.• Partner - funds and carries outservices in formal partnership with otherorganisations• Funder - funds other organisations tocarry out services, for example throughgrants and service delivery contracts.• Regulator - has statutoryresponsibilities and directs theseactivities as required.• Monitor - gathers information onactivities and checks against progress.• Facilitator - encourages others tobe involved in activities by bringinginterested parties together to progressidentified issues.• Advocate - promotes the interests ofthe community to other decision-makingorganisations, e.g. State and FederalGovernments.“The Shire of Roebourneplays a leadership role inworking towards achievingcommunity aspirations.”[54] Shire of Roebourne Strategic Community Plan 2012-2022

Section SevenSTAKEHOLDERThe Shire of RoebourneResidentsLocal BusinessCommunity OrganisationsCouncillors and Elected RepresentativesVoluntary GroupsState Government Agencies such as Police,HousingFederal Government Agencies such asImmigration and Citizenship, Employment andWorkplace RelationsSERVICEPROVIDERADVOCATE FUNDER REGULATOR PARTNERShire of Roebourne Strategic Community Plan 2012-2022 [55]