Shire of eaSt pilbara Strategic community plan 2013 2022
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Shire of East Pilbara
Strategic Community Plan
2013 – 2022
November 2012
Document prepared for the
Shire of East Pilbara by
Shire of East Pilbara
1
Our Vision
A cohesive community providing an economic hub
for the region linked by vibrant local centres and
shared spaces – a place to live and call home.
2
2013 – 2022
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S t r at e g i c C o m m u n i t y P l a n
contents
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Shire of East Pilbara
Foreword �������������������������������������������������������������������������������������������������������������������������� 3
SECTION 1 – Introduction ���������������������������������������������������������������������������������� 5
SECTION 2 – Our Shire���������������������������������������������������������������������������������������� 7
Our heritage���������������������������������������������������������������������������������������������������������������������� 7
Our communities������������������������������������������������������������������������������������������������������������ 8
Our Shire ���������������������������������������������������������������������������������������������������������������������������� 9
Our region����������������������������������������������������������������������������������������������������������������������� 13
Our challenges������������������������������������������������������������������������������������������������������������� 14
Our opportunities ������������������������������������������������������������������������������������������������������� 16
Our highlights ��������������������������������������������������������������������������������������������������������������� 18
Our financial position ����������������������������������������������������������������������������������������������� 19
Our critical uncertainties����������������������������������������������������������������������������������������� 19
SECTION 3 – Setting our direction����������������������������������������������������������� 21
How did we get here? ��������������������������������������������������������������������������������������������� 21
Informing our planning��������������������������������������������������������������������������������������������� 22
Setting our direction ������������������������������������������������������������������������������������������������� 23
Section 4 – Our vision, objectives and priorities ����������������������� 29
Our key priorities ������������������������������������������������������������������������������������������������������� 30
SECTION 5 – Major capital projects and planned actions ����� 31
SECTION 6 – Resourcing the plan ����������������������������������������������������������� 35
Our financial position ����������������������������������������������������������������������������������������������� 35
Major Hero Image or collage here
To obtain a full copy of the original Strategic Community Plan 2013 – 2022 document,
please download from the Shire of East Pilbara website www.eastpilbara.wa.gov.au.
This document may contain images of Aboriginal and Torres Strait Islander
people who have passed away.
Photo: Rob Kettels
2013 – 2022
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S t r at e g i c C o m m u n i t y P l a n
Foreword
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Shire of East Pilbara
The Shire of East Pilbara is the heart
of the Pilbara. Productivity within the
Shire powers regional development,
keeps ports busy and drives growth in
the economies of our State and nation.
Our local government is both conscious
and proud of its responsibility to serve
the communities that enable this
activity to continue.
Cr Lynne Craigie, Shire President
Communities are homes to our most
valuable resource: people. The Shire
is committed to building partnerships
and developing opportunities to
resource its communities.
Allen Cooper, Chief Executive Officer
3
Our towns have survived fluctuations of fortune for more
than a century. Resourcefulness and resilience, along with
planning, will hold them in good stead throughout the 21st
century. The energy of our people will ensure that the heart
of the Pilbara will beat on, and will beat strong.
4
2013 – 2022
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S t r at e g i c C o m m u n i t y P l a n
SECTION 1 Introduction
The Shire of East Pilbara is not just about resources - it’s also about resourcefulness. From our
Indigenous people to early pastoralists and miners, and through to the present day, people have
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shown their capacity to not only survive but thrive in the heart of the Pilbara.
Shire of East Pilbara
Our towns have survived fluctuations of fortune for more than a century. Resourcefulness and
resilience, along with planning, will hold them in good stead throughout the 21st century. The
energy of our people will ensure that the heart of the Pilbara will beat on, and will beat strong.
The Shire’s commitment to the future of all its towns is reflected in this plan, which outlines a
vision, strategies, initiatives and proposed outcomes for the coming decades. In framing this
plan, the Shire is fulfilling legislative obligations while paying due attention to the needs and
aspirations of residents, now and in the future.
The plan aims to meet our community needs while also addressing the expectations of
State Government - requiring all local government authorities to develop a strategy and
planning document that reflects community and local government aspirations and priorities
over a period of 10+ years.
The development of this Strategic Community Plan is to be part of an integrated
framework designed to:
• Ensure community input is explicitly and reliably generated
• Provide the capacity for location specific planning, where appropriate
• Inform the long-term objectives of the local government with these inputs
• Identify the resourcing required to deliver against these objectives
• Clearly articulate long-term financial implications and strategies
Our Strategic Community Plan prioritises community aspirations, giving consideration to
social, economic, environmental and governance objectives. The essence of this plan can
be summarised as a community response to three questions:
1. Where are we now?
2. Where do we want to be?
3. How do we get there?
5
The Shire of East Pilbara has been occupied for
tens of thousands of years. Indigenous Australians
demonstrated autonomy, mobility and innovation
in adapting to a harsh natural environment.
6
2013 – 2022
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S t r at e g i c C o m m u n i t y P l a n
SECTION 2 OUR SHIRE
Our Heritage
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Shire of East Pilbara
The area now comprising the Shire of East Pilbara has been occupied for tens of thousands of
years. Indigenous Australians demonstrated autonomy, mobility and innovation in adapting to
a harsh natural environment. They were sustained by bonds of kinship, language, ritual and a
spiritual attachment to the land.
White settlement followed an expedition led by Western Australian surveyor, Frank Gregory,
in 1861. Gregory had set out in search of an inland sea, which had long been speculated upon.
His report of good pasture land along the De Grey River opened an era of pastoral activity in
the region, expanding over the following two decades.
In 1884, Nathaniel Cooke traced the Nullagine River from mouth to source. He recognised the
country’s gold-bearing characteristics and verified his suspicions with promising finds on a return
journey in 1886. In June 1888, a Cooke-led party found payable gold, and pegged claims in the
locality that became known as Nullagine. Returning to Roebourne, Cooke learned that traces of
gold had also been discovered near Marble Bar.
The Pilbara Goldfield was proclaimed in October 1888 and divided into two districts, Marble Bar
and Nullagine. In the early 1890s, the existence of alluvial gold in both mining districts produced
a significant gold rush, with many small-time prospectors arriving after the abandonment of the
Kimberley Goldfield. The town of Marble Bar was gazetted in 1893, and lots sold rapidly following
their release in 1894. Confidence in the district was reflected in the construction of impressive
stone public buildings at Marble Bar in 1896. Nullagine was founded in 1895, and was boosted
by its connection to the telegraph the following year.
Reef mining made progress as returns from alluvial gold dwindled, but transport costs meant
that only high-yielding ore was worth crushing. The failure of requests for a railway line linking
Nullagine to the coast reduced activity, and the town declined after 1905. Marble Bar fared
better, with a railway from Port Hedland acting as a lifeline between 1911 and 1951. It remained
a regional centre by virtue of pastoral activity, the ebb and flow of prospecting, and the enduring
Comet gold mine, brought into operation in the 1930s.
Both Nullagine and Marble Bar were overshadowed after 1970 by the new iron ore mining town
of Newman. The Shire of East Pilbara was formed by the 1972 amalgamation of the Shire of
Marble Bar and the Shire of Nullagine, with Marble Bar remaining the seat of local government
until most Shire functions were relocated to Newman in 1987.
In the early years of the 21st century, world demand for iron ore has propelled the East Pilbara
into a period of rapid growth and development. Long-term export contracts and increasing
recognition of the region’s diverse attractions and opportunities are certain to have even more
lasting impact than the gold boom of the 1890s.
7
Our Communities
The Shire of East Pilbara (SoEP) is the largest local Newman is the primary hub of East Pilbara.
government area in the Southern Hemisphere, Much of Australia’s iron ore is mined from within
bigger than Victoria, Tasmania and the Australian the borders of the Shire and these mines are
Capital Territory combined. operated by resources companies such as
BHP Billiton and Fortescue Metals Group (FMG).
The Shire services the towns of Newman, Marble
Bar and Nullagine. The Shire area also contains The area also boasts a number of natural
numerous Aboriginal communities, the largest attractions, including the Karijini National Park to
being Jigalong, Punmu and Parngurr. the west and the largest national park in Western
Australia – the Karlamilyi National Park (formerly
The Shire’s estimated permanent residential
known as Rudall River National Park) - to the east.
population is approximately 10,500 people,
rising from 6,319 residents in 1999, representing
a 40 per cent increase in 13 years.
The major industries in the Shire are mining,
pastoral and tourism, with considerable resources
sector growth creating both a housing/construction
and mining boom. The shortfall in the labour force
in the region is currently being met by using
fly-in/fly-out resources.
8OUR S H IRE
Newman
Newman is the largest modern mining town in the The town has many wonderful natural features on its
East Pilbara region, located on the edge of desert doorstep, including Weeli Wolli, which is a permanent
country, 1,200km north of Perth and 450km south freshwater spring with abundant fish and bird life.
of Port Hedland. Kalgans Pool and Eagle Rock Falls are also treasured
by locals and visitors alike, particularly those who
Mount Newman (1,053 metres) is a unique landform
enjoy a four-wheel drive adventure. The world-
that abuts the town and was named after the
renowned Canning Stock Route is also within close
explorer Aubrey Woodward Newman.
proximity to Newman. The town and its surrounds
In 1957, a huge iron ore deposit was discovered are popular with ‘grey nomad’ tourists, particularly
at Mt Whaleback, which is now the largest single during the winter months.
open-cut iron ore mine in the world and is operated
In 2009, the need to effectively plan for Newman’s
by BHP Billiton Iron Ore.
growth was recognised through the delivery of
The township of Newman was established in the Newman Revitalisation Project, which was
1968 by the Mt Newman Mining Company as an developed via a partnership between LandCorp
accommodation centre for employees at its nearby and the Shire of East Pilbara. This project,
iron ore mine. It remained a company-run town until which is funded by the Western Australian State
1981 when a handover to local government began. Government’s Pilbara Cities Program, developed
There were 5,478 persons residing in Newman a comprehensive plan for the revitalisation of the
at the time of the 2011, which is a 23% increase town centre as well as developing a town growth
compared to the 2006 Census. 10 per cent were plan to ensure a future population of 15,000 people
identified as being Aboriginal and/or Torres Strait is catered for by 2035. Extensive consultation with
Islander, which is an increase on the seven percent the community and stakeholders informed the
identified in 2006. development of plan.
The Western Australian Planning Commission The vision to revitalise and grow Newman supports
estimates that there is an additional a transient its evolution into a regional town of substance,
workforce population of 2,340 living in single quality and permanence – a place for people to
person’s quarters in town. Current and proposed live, work and play. Extensive work has already
transient workforce accommodation totals commenced in the redevelopment of the town
approximately 3,500 units, equating to a peak centre, with significant support provided by the
fly-in fly-out population of 3,150 (assuming a 90 State Government and BHP Billiton Iron Ore.
per cent occupancy rate). In addition Newman also Newman’s future rests on expanding its economic
provides a service hub for many remote transient foundations by increasing the servicing of mining
worker villages across the region. activity in the broader region. Intensified activity will
The Pilbara Industry’s Community Council generate business opportunities and a demand
employment and population projections anticipate for services, which may be more conveniently and
the Newman residential population to increase to efficiently provided in the town. This offers the
8,290 by 2020. potential to expand Newman’s role as a service hub.
9Marble Bar
Marble Bar was established by graziers and gold Chinaman’s Pool is a popular swimming and picnic
prospectors in the 1880s and was declared to spot, and is part of an A-class reserve. The more
be a town in 1893. It is 1,487km from Perth and adventurous can take a four-wheel drive to explore
despite being located within the Shire of East Coppin’s Gap, Doolena Gorge or Carawine Gorge.
Pilbara, the town is actually closer to Port Hedland
In addition to the landscape’s natural features, there
(204km) than Newman (304km). Subsequently,
are other attractions for visitors including the Comet
residents seek a range of higher-order community
Gold Mine and Museum, and the Corunna Downs
and commercial facilities and services from Port
RAF Base, which was one of the best-kept secrets
Hedland rather than Newman.
of World War II. The Iron Clad Hotel is one of the
A small, but historic town, Marble Bar had 512 most unique and iconic outback pubs in Australia,
residents at the time of the 2011 Census, of which popular with locals and tourists.
a 161 per cent on the 2006 Census. 75% were
The Marble Bar races, held in July each year, are
identified as being Aboriginal and/or Torres Strait
an institution in the Pilbara, with people travelling
Islander, compared to 35% in 2006.
far and wide for this truly outback community
The needs of the local community and mining activity experience. Managed by the Marble Bar Race Club,
are serviced in the district. However, residents seek which has been in existence since 1893 (excluding
a number of their requirements from Port Hedland or war years), the early days of racing were supported
Newman. The area is also home to the Goodabinya by district-bred horses, and a two-day meeting was
Aboriginal community. held until the advent of professional jockeys and
registered racehorses in the early 1970s.
Known as Australia’s hottest town, Marble Bar
is listed in the Guinness Book of Records for The future role of Marble Bar is likely to be that of a
reaching 37.8ºC or more for 160 consecutive tourist and local service centre providing services to
days. In contrast, winter offers mild daytime the Aboriginal communities in the district as well as
temperatures and cool nights, which are the resource industry. Tourism should continue to
attractive to tourists and prospectors. be based on the ‘grey nomads’ and special interest
(prospecting/fossicking) visitor markets.
It is a unique example of a pioneering outback town
established in the gold rush days of the late 1800s.
Set in a rugged landscape, the area boasts natural
beauty and historic charm.
10OUR S H IRE
Nullagine
Established following the discovery of gold by Nullagine’s natural beauty is well-known, with red
Nathaniel Cooke in 1888, Nullagine takes its granite hills, rock holes, gorges, winter wildflowers
nomenclature from the Aboriginal term “Ngullagine” and amazing wildlife creating a unique and diverse
– which refers to the river that runs through the landscape. Key attractions include the ancient
town. The tiny township is 192km from Newman, rocks of Conglomerate Gorge and the peaceful
298km from Port Hedland and 1,375km from Perth, and natural beauty of Elle’s Pool.
and is also the site of the first diamond discoveries
With the boom in gold prices, there is an increase
in Australia.
in mining and exploration, with a largely FIFO
Between 1895 and 1914, the town boomed workforce. The town is beginning to capitalise on
and contained a number of general stores, three recent mining investment and the population is
hotels, eight stamp mills and a population of over predicted to increase again as a result.
3,000 people. This decreased to approximately
The Nullagine iron ore deposit is an example of
2,000 residents up until the Second World War,
the resource sector growth, in close proximity to
when gold mining started to diminish.
Nullagine. The project is being developed over
Since then, the numbers have dropped significantly. an area of 1,500km² and is jointly owned by BC
At the time of the 2011 Census, 177 persons Iron and FMG. The deposit lies within the northern
resided in Nullagine, a decrease of 10%, 65 per eastern section of the Hamersley Basin.
cent were identified as being Aboriginal and/or
Construction began in the third quarter of 2010
Torres Strait Islander, compared to 50% in 2006.
and the first 20,000 tonnes of ore were shipped
The majority of the population are of Martu decent.
to China in February 2011. The mine has been
In winter, the town still attracts fossickers and developed at an estimated cost of A$51.5 million.
prospectors, who visit the surrounding area that is
It is predicted that Nullagine’s future role is likely to
particularly rich in minerals such as agate, antimony,
be that of a local service centre catering primarily to
beryl, chalcedony, copper, jade, jasper, manganese,
the needs of the district’s Aboriginal community and
tiger eye and wolfram.
mining activities. However, development is highly
The facilities in the town include the Nullagine constrained by the town’s susceptibility to serious
Remote Community School, Caravan Park, and extensive flooding.
Community Resource Centre, Police Station,
Hotel, Roadhouse and General Store, Gymnasium,
Library and Health Clinic.
11Our Indigenous Communities
The Shire contains a number of Aboriginal contribution to their community. In terms of
communities, the largest being Jigalong, Punmu educational attainment, fewer Aboriginal persons
and Parngurr. Aboriginal communities are also in Newman had completed Year 12 than non-
located in Nullagine (Irrungadji community) and Aboriginal persons (25 per cent compared with 45
Marble Bar (Goodabinya communitiy). per cent). While the same was true in the broader
East Pilbara region, the data suggests that the
In recognising the significance of our Indigenous
educational achievements of Aboriginal residents
communities, the Shire acknowledges that currently
in Newman are better than Aboriginal residents of
the delivery of municipal services into Indigenous
neighbouring towns and communities.
communities does not fall within the scope of local
government operations. Despite this, the Shire is The Shire is a long-time advocate of legislative
actively working toward closer relationships with change to allow for the rating of Aboriginal Lands
Indigenous communities. Trust (ALT) property, and its Aboriginal Affairs
Policy backs initiatives that enable the delivery of
The Shire recognises there are a range of social,
services to non-rateable Aboriginal communities.
health and economic challenges facing our
It is also Shire policy to recognise ‘the benefits of
Indigenous communities and that it has a role to
cooperation with all levels of Government, regional
play in improving the lives of people residing within
councils and Aboriginal community organisations in
its boundaries. The challenges faced by Aboriginal
the planning and delivery of programs and services
communities is evidenced by the 2011 Census
for Aboriginal and Torres Strait Islander people’.
data. This shows that Aboriginal households
in the East Pilbara region were economically In line with these policies, the Shire understands
disadvantaged in comparison to other households, that it is increasingly important that the
with 21 per cent of Aboriginal households receiving apportionment of responsibility for Indigenous
less than $800 per week, compared to five per cent communities is addressed by all tiers of
of other households. Considering the large average government. The Shire is positioned to play a key
Indigenous household size relying on this income role in inter-agency coordination in a wide range
(4.5 persons compared to 2.7 persons for other of matters, but is unable to lead the way until
households), there is a clear economic disparity. appropriate funding arrangements are put into
This situation is considerably less prevalent in place. The Shire of East Pilbara stands ready to
Newman than in other communities within this assist communities on ALT land to attract funding
local government region. to support local government in meeting service
requirements, and is keen to enter into dialogues
The Shire also acknowledges that education is
and partnerships with other stakeholders.
crucial to the wellbeing of individuals and their
12OUR S H IRE
Our Region
Astronomical resource sector growth is Pilbara Cities recognises the need to transform
underpinning an amazing transformation of the Pilbara from a mono-producer economy
the Pilbara region. to a broader, more-balanced economy. Such a
transformation will initially be based on resource
The development of the resources sector is a
industry supply chain completion, followed by an
driving force of the economy of the Pilbara -
increase in knowledge-based industries and a
which is often referred to as the ‘economic heart’
growing capacity to export a range of goods
of Western Australia.
and services.
The Pilbara accounts for approximately 20 per cent
The Western Australian Planning Commission’s
of Western Australian land mass and 2 per cent
Pilbara Framework designates Newman as a future
of the State’s population. However it accounts for
sub-regional service and tourism centre, with
approximately 80 per cent of total WA resources
opportunities to develop the town as a significant
sector value. The total production value was just
distribution centre due to its strategic position on
over $80 billion in 2010/11 for both on-shore
the Great Northern Highway.
and off-shore operations. Resource production is
predicted to increase significantly in the coming Marble Bar and Nullagine are designated as
decade, leading to further growth in the region. ‘villages’ that may or may not experience growth,
depending on the mining and other activities in
The Shire of East Pilbara understands the need
them, or at least in close proximity to them.
for collaborative approaches to directing township
growth and, as such, is paving the way for ongoing The Shire of East Pilbara supports the Pilbara
dialogues and mutually productive partnerships with Cities vision but notes that around one-third of the
State and Commonwealth governments, industry, Shire’s population reside outside Newman, and
not-for-profit and non-government organisations. that the prospects of our smaller towns have rarely
looked brighter.
With the State Government’s Pilbara Cities vision
anticipating a trebling of the region’s resident The Shire of East Pilbara’s strong commitment to all
population to more than 140,000 by 2035, and its communities is reflected in strategies, proposed
an expansion of mining, petroleum and industrial actions and intended outcomes clustered around
activities, the Shire is eager to play its part in five broad priorities.
guiding the growth of its communities.
13Our Challenges
Communities in the Shire of East Pilbara have more that challenges arise. A key challenge is to establish
in common than their occupancy of a region that effective channels of communication and a stronger
fuels the Australian economy and plays a significant presence and profile in its outlying towns, providing
role in global trade. Most people who call the local opportunities for needs to be articulated and
northwest of Western Australia home have a love grievances aired.
of the open air, a sense of pride in their heritage
The Shire’s approach to such challenges stems
and a high level of resourcefulness. They will roll
from a belief that all residents have a common
up their sleeves to accomplish goals. These are
interest in living healthy, happy and productive
just some of the common bonds. However, while
lives, with access to the best possible services and
life in the heart of the Pilbara can be fulfilling, many
facilities. Moreover, this applies equally to residents
would also concede that living, working and having
who are short-term, medium-term and long-term.
families in a regional area far from the State’s major
Therefore our planning for communities reflects a
service hubs brings a range of challenges.
holistic approach to their wellbeing. While some
The Shire of East Pilbara itself faces challenges. actions and initiatives may be town-specific, the
Governing the largest local government area in the interconnectedness of communities and the issues
Southern Hemisphere and providing services to its that affect them is reflected in broad strategies
residents is no easy task. Our centres of population for Shire development. Quite simply, working to
are separated by many kilometres – distances improve services or address issues within one town,
that, in other parts of the world, would mean the community or population group serves the interests
crossing of national borders. of all Shire residents.
Newman is the Shire of East Pilbara’s largest town Among the shared challenges– that could
in terms of population, and projections indicate be addressed through the development of
that it will continue to grow rapidly. In a local strategies and programs in partnership with other
government area increasingly dominated by a stakeholders in region – are:
major, sub-regional centre, it is perhaps inevitable
14OUR S H IRE
• Dependence on resource-based regional Clearly many of these issues are interrelated.
economic growth For example, a lack of housing and land availability
• Difficulties attracting and retaining labour within towns has a highly deleterious effect on
to the area economic development. It decreases affordability,
• High costs of living and operating businesses increases cost of living and limits the natural growth
• The availability and affordability of housing of the town. Lower resident populations decrease
and land incentives for small business ventures, and tourism
• The provision and coordination of a is constrained through a lack of accommodation.
comprehensive range of government Land and housing shortages can also mean that
and NGO services government employees in such areas as education
• Relatively poor amenity within the public and health care cannot be housed appropriately or
realm and streets retained, which may have adverse consequences
• High turnover of government and non- for Indigenous development.
government staff, which impacts on the
The Shire of East Pilbara is committed to working
continuity of services
with stakeholders across all sectors to ensure that
• Shift work and rosters that impact on civic
the people and communities who keep the heart
or community engagement and volunteering
of the Pilbara beating enjoy the quality of life they
• Harsh climatic conditions
deserve and are not disadvantaged by postcode,
• Economic development and, in particular,
lifestyle or career choices.
the development of a more balanced economy
with diversity and choice in employment
• Increasing the engagement of youth through
a range of programs and services
• Changing responsibilities in service provision
to remote Aboriginal communities
• Social and economic issues connected with
fly-in, fly out (FIFO) and population transience
15Our Opportunities
The Shire of East Pilbara understands that the In so doing, our goal will always be to ensure that
current resources boom represents a very rare economic and population growth is concomitant
opportunity indeed – one with the power to with growth in such areas as enterprise
transform lives across generations. Shire growth opportunities, education and skills development
is assured – for at least a quarter of a century. options, employment choice, health service
Now is the time to make luck happen – to meet provision, social inclusion, sustainability and
the opportunities presented by economic strength access to recreational activities.
and population growth, with quality planning and
How do we get there? It may seem glib to say
with strategies that deliver long-term benefits to all.
‘hard work’, but that is the truth of it. In meeting
Clearly the Shire of East Pilbara is at the threshold opportunity with preparation, the Shire of East
of unprecedented – perhaps previously unimagined Pilbara embraces strategic planning and review
opportunity. As an economic hub within our region processes on a Shire-wide and town-specific basis.
and State, the Shire is growing in importance. Integral to planning is Shire leadership of community
Our people are proud of where they live. We have engagement initiatives, as well as regular and
strong community groups, community-minded purposeful consultations with stakeholders.
corporate stakeholders, committed governance, No amount of hard work, however, would enable
good community services and a developing range the Shire of East Pilbara to meet its challenges
of hard and soft infrastructure. alone. Therefore, we recognise the importance of
nurturing collaborations and developing our Shire’s
In view of this, where do we want to be? The
capacity to operate effectively as an advocate and
answer lies in the challenges we face. The Shire
partnership broker. Leadership in these areas is
of East Pilbara seeks to work with the community
likely to have a significant impact on the future of
and other stakeholders in the region to address
the region and, in turn, reveal new opportunities.
those shared challenges, now and in the future.
16OUR S H IRE
In summary, some key opportunities include: • Providing a greater diversity of housing to
meet the differing community needs
• Developing cohesive and collaborative
• Enhancing the integration of FIFO workers
approaches with State and Federal
into local communities
governments and the resources sector
• Extending the range of locally-available
to community investment
employment opportunities.
• Developing the Shire’s main centre – Newman -
• Seeking improved access to health
as a sub-regional service and distribution area
and medical services including dentists,
• Enhancing tourism through promotion of the
general practitioners, specialists,
region’s unique character, lifestyle, culture and
optometrists etc
natural environment
• Improving the quality and range of
• Providing a coordinated land and
community facilities
infrastructure supply for the long-term
• Positively engaging the Martu people,
development of each community
celebrating their culture and art, providing
• Developing land for commercial, industrial
them improved education and training and
and housing needs to diversify existing uses
increasing employment
and activities, which will improve the local
economy and quality of life
17Our Highlights
The Shire of East Pilbara has many attributes of Unique Landscape
which its community is very proud. Examples include:
The Shire is situated in world’s oldest and most
diverse landscape. Boasting granite hills, rock
We’re Big and We’re Hot!
holes, gorges and amazing flora and fauna, the
The Shire of East Pilbara is the largest local landscape and its many treasures provide a lasting
government area in the Southern Hemisphere. It memory of the true essence of outback Australia.
is bigger than many European countries and even
dwarfs the states of Victoria and Tasmania as well The State’s Largest and Most Beautiful
the Australian Capital Territory combined. National Parks
The temperatures reach great heights in the The Shire of East Pilbara is the gateway to
East Pilbara, with Marble Bar listed in the Guinness Karlamilyi National Park (formerly Rudall River
Book of Records as the World’s hottest town. National Park) which is the largest national park
in Western Australia and one of the largest in the
Australia’s Oldest Living Culture world. In fact, it is more than two-and-a-half times a
The Shire’s country has been the traditional home large as the Grand Canyon National Park in Arizona.
of the Nyiyaparli and Martu people for many But as well as being so vast, it is also one of the
thousands of years. Members of the Martu were most remote places in the world.
the last Aboriginal people to engage white people, The Shire is also the home of the world famous
in the 1960s. Karijini National Park, which is the second largest
national park in Western Australia. The Karijini is
Pioneer Spirit centred on the Hamersley Range and features
Since the 1880s, the Shire has been home to rugged landscape, stunning waterfalls and
some of the most significant pioneer resource breathtaking gorges.
sector towns and communities, which grew out
of harsh conditions to provide and create wealth Martumili Artists
from the mining of vast array of minerals. Martumilli is an energetic and widely-acclaimed
Indigenous arts organisation located in Newman.
The World’s Largest Open-cut Martumili Artists extend opportunities to the
Iron Ore Mine Indigenous community to meet, develop artworks
Mt Whaleback, the site of the largest single open- that narrate history, express their relationship
cut iron ore mine in the world has been producing with the land, transfer skills from generation to
high quality iron ore for over five decades. generation and gain insight into the business of art.
18OUR S H IRE
Our Critical
Uncertainties
The development of this plan is based on the
Shire’s current knowledge. However, there are
some critical uncertainties that the Shire has
no control over, which may affect its planning,
resourcing and implementation of key initiatives
described in this plan. These include:
• Global financial conditions that may affect the
resources industry and the Australian economy
• Change of State or Federal government policy
• Change of resource sector operations
• Climatic/weather changes
• Natural disasters
• Illegal behaviour
19Major Hero Image or collage here A range of community engagement initiatives have been undertaken in recent years to inform Council’s vision setting, planning and strategy development.
2013 – 2022
|
S t r at e g i c C o m m u n i t y P l a n
SECTION 3 SETTING OUR DIRECTION
How Did We Get Here?
|
Shire of East Pilbara
The Shire of East Pilbara has employed a strategic process for the development of this plan.
The following diagram describes the key stages of the process.
Community profile – identify community
Stage 1 Situational Analysis
trends, needs, issues and opportunities
Visioning ideas sought from the community
Stage 2 Community Engagement Community engagement activities used to
inform the plan
Identify key priority areas
Stage 3 Planning - Priority and Strategies Develop strategies to address the priorities
and achieve the vision
Develop key indicators of success and
measures to monitor success
Stage 4 Ongoing review Monitor and report on the success of
the community plan in delivering desired
outcomes - then adapt plan to meet current
and future needs.
21Informing Our Planning
The Shire of East Pilbara is committed to engaging The level and type of community engagement
the community to effectively inform and guide the implemented by the Council is specific to the
Council’s planning and decision-making. differing needs of projects and initiatives and a
number of techniques are used to meet the diverse
Councillors are elected to make decisions on
range of Council activities. The level of community
behalf of their communities; however, community
engagement implemented by Council is reflective
engagement is essential help the Council make
of the nature, complexity and impact of the issue,
sound and informed decisions.
plan, project or strategy.
The Council embraces its duty to seek the views
Council may elect not to consult on certain projects
of local community members and stakeholders
when it believes it has sufficient information from
on issues, projects, plans and strategies that may
which it can make an informed decision.
directly or indirectly affect them.
A range of community engagement initiatives have
The findings from community engagement are
been undertaken in recent years to inform Council’s
considered along with other elements including
vision setting, planning and strategy development.
Council policies, technical reports, Council priorities
This includes:
and research.
22S ETTING OUR D IRECTION
Newman Town Revitalisation A range of questions are asked about all areas
Consultation Process of the Shire’s operations.
Extensive community engagement was undertaken Key findings from the survey include:
as part of the Newman Town Revitalisation Project
• Overall 85% of respondents were either
to inform the development of a Town Growth Plan
very satisfied (12%); satisfied (48%) or
and a Town Centre Revitalisation Plan.
slightly satisfied (25%) with the performance
The process built on previous consultation of the Shire
undertaken in the development of the Newman • 75.3% of respondents rated the Shire of East
Town Centre Revitalisation Project (NTCRP) and the Pilbara as either an excellent (18%) or good
Newman Townsite Development Strategy (NTDS). (57%), place to live
• 86% rated the quality of life in the Shire of East
An extensive report was produced by Creating
Pilbara as better (32%) or the same (54%)
Communities Australia outlining the findings from
as the year before. Only 14% rated it as worse.
the following engagement methods:
• 63% indicated they intend to be living in the
• Community Design forums (two) Shire of East Pilbara in 3 years time, with
• Youth consultations (two) 25% indicating they would be leaving and
• Community dialogue café (one) 12% unsure
• Community focus group forums (six) • The main reasons for potentially leaving
• Individual stakeholder meetings (numerous) the shire were varied, with the main two
reasons being – the end of their work
Shire of East Pilbara Annual contract (31%) and time for a change (2%)
Community Survey • The highest rating services provided by
Since 2008, the Shire of East Pilbara has the Shire were:
conducted comprehensive telephone surveys • Airports (Net satisfaction rating of 90%)
with residents on a range of important • Rubbish Collection and Litter
topics concerning: (Net satisfaction rating of 85%)
• Roads, Footpaths, Parks & Gardens
• Living in the Shire
(Net satisfaction rating of 85%)
• Performance and delivery of Council services
• Safety and Security
In 2010, a total of 741 Shire residents completed (Net satisfaction rating of 77%)
the survey and six more (747) completed the • Shire Financial Management
survey in 2011. (Net satisfaction rating of 75%)
Samples were taken from the electronic version • The lowest rating services provided by
of the White Pages telephone directory, with the the Shire were:
sampling precision being of no more than +/- 3.5% • Youth Services & Facilities
at the 95 per cent confidence level, which exceeds (Net satisfaction rating of 54%)
the minimum requirements of five per cent set out • Rangers (Net satisfaction rating of 63%)
by the Office of the Auditor General. • Building, Planning & Development
Services (Net satisfaction rating of 67%)
23Your Future’s In the Mail - Focus A: Future Needs of the Towns
Community Visioning Initiative over the Next 10 Years
In early 2012, all Shire residents were sent a The top four areas identified by Newman
postcard to respond to inform the Shire’s vision residents to meet the town’s needs in the future
and planning. Full page newspaper adverts are listed below (with the top three responses
promoted the initiative and encouraged community for each area also provided):
involvement. The key message was ‘there are Shopping / Retail Options
10,000 possibilities sitting 10 years ahead of us • Additional retail shops, supermarket
and it only takes 10 minutes to tell us what you and land for retail
think that should be’. • Eateries (including restaurants/takeaways/
Nearly 100 responses were received at specially cafés/bakery)
marked drop-off boxes and they were collated • Improved/bigger Boulevard Shopping Centre
and analysed to inform the Shire’s planning. Health / Medical
Newman residents were asked: • Additional doctors/nurses/health providers
and infrastructure
• With the population expected to double
• Hospital improvements/new hospital
in the next 10 years, what do you think
• Dentist
Newman needs?
• Imagining your perfect East Pilbara in 2020 - Housing / Accommodation
what are the three key features of your vision? • Affordable/cheaper family housing
• Caravan park for long-term residents
Marble Bar and Nullagine residents were asked:
• Imagine Your Perfect Town. What do you think Entertainment / Recreation
your town will need in the next 10 years? • Improved leisure, entertainment and recreation
• Imagining your perfect East Pilbara in 2020, facilities (pool and sauna, indoor cricket)
what are the three key features of your vision? • Recreational parks (i.e. water park, theme park,
skate park, dog park)
The following information summarises the key
• Leisure facilities (i.e. movie theatre/cinema,
findings from this consultation
bowling alley, artificial beach)
The number of responses from the Marble Bar
community were much lower than the number
received from Newman due to the smaller
population, with no responses received from
Nullagine or other areas.
The top three areas identified by Marble Bar
residents to meet the town’s future needs were:
• Additional public toilets
• Improved shopping facilities/shopping complex
• Facilities for children/youth (with minimal adult
supervision required)/ skate park)
24S ETTING OUR D IRECTION
Focus B: Imagining your perfect East The number of responses from the Marble Bar
Pilbara in 2020, what are the three key community were much lower than the number
features of your vision? received from Newman due to the smaller
The top six areas identified by Newman residents population, with no responses received from
for their vision of the East Pilbara in the future are Nullagine or other areas.
listed below (with the top three responses for each The top five areas identified by Marble Bar residents
area also provided): to meet the town’s future needs were:
Shopping / Retail Options • Improved roads/sealed roads
• Additional retail shops, supermarket, • Water features/green parks/playgrounds
supermarket and land for retail • Tidy streets
• Eateries (including restaurants/takeaways/ • Education
cafés, bakery) • Communities working together
Entertainment / Recreation Options
Community Consultative Group (CCG)
• Leisure facilities/activities (i.e. movie theatre/
Meetings
cinema, roller derby)
• Recreational venues/activities (i.e. theme park, The Shire seeks feedback from members who are
dog park, swimming pool wave pool, artificial appointed to the Newman CCG. The meetings are
beach) organised by BHP Billiton Iron Ore and membership
of the group includes a balance of government
Community Infrastructure
agencies, industry, local business and community
• Buildings community facilities - civic centre,
organisations. The CCG is responsible for seeking
multipurpose hubs, affordable space
and representing the broader community view.
• Public art / water features
Environment Other Consultative Data
• Clean/tidier community and parks BHP Billiton Iron Ore conducts a community
• Additional trees, green space consultation process in Newman to assist with
its mitigation and opportunities planning for its
Health / Medical services and facilities
growth projects in the Pilbara and to guide its
• Additional doctors/nurses/health providers
community investment. This includes the use of
• Improved hospital/infrastructure additional
dialogue cafés and focus group meetings. The
maternal care / maternity and obstetrics
company also undertakes an annual stakeholder
section in hospital
and community survey to seek feedback on the
6 Housing / Accommodation impact of its operations and to guide its community
• Affordable/cheaper family housing development program. Briefings on the findings of
• Additional/better-quality housing these processes are available to the Shire to further
inform its planning.
25Our Shire’s Governance, Role and The responsibilities of the Shire are diverse and
Decision-making Process the Council is accountable for delivering what the
community have identified as being important for
The Shire of East Pilbara is a local
its economic, social, environmental and cultural
government body established under the
well-being and development.
Local Government Act to deliver services
and infrastructure to its communities. Each councillor’s role is to represent the interests
of electors, ratepayers and residents; provide
The Council is made up of members of the local
leadership and guidance to the community;
community who are elected to that office by the
facilitate communication between the community
residents and rate payers of the respective wards
and the council and vice versa; and participate in
that they represent. They are led by a President
decision-making processes at meetings
who is elected by the Councillors. In this Shire
there are 11 Councillors representing six wards. When considering and making decisions the
Each Councillor’s term is four years, with half the Council ensures all decisions are in keeping
Council elected each two years. with legislative requirements. Key factors that
are considered include:
The President and the 10 Councillors drive the
strategic direction of the Shire and ensure the • the impact (social, economic, environmental)
needs of its residents are met. They are supported on the community as well as the impact on
by the Shire Chief Executive Officer and staff to the entire Shire
properly research, consult and inform decisions. • any policies to be applied by the Council in
exercising its discretionary powers;
The Council is committed to good governance
• the type, range and scope of projects to
and decision-making and is committed to making
be undertaken by Council
good and transparent decisions that balance the
• the resources which are to be made
effects of the projects or issues on individuals and
available – including any financial and
communities with the needs and well-being of the
staffing implications for the Council
broader community.
26S ETTING OUR D IRECTION
The Shire’s key responsibilities: Purpose of this Plan
The Shire’s role is to direct and control local This Strategic Community Plan articulates the
government’s affairs; be responsible for the Shire’s and its communities’ vision for our future, by
performance of the local government’s functions; harnessing the community’s values and aspirations
oversee the allocation of the local government’s that inform the strategic directions the Shire takes in
finances and resources; and determine the local delivering its future planning, projects and services.
government’s policies.
Our Strategic Community Plan will influence how
Key responsibilities of the Shire include: we as a Shire support and service our communities
and provides the foundations for other planning
• Support of community services, such as
undertaken by the Shire.
child care, youth activity services, aged care
and accommodation, community care and The Shire intends to utilise the Strategic Community
welfare services Plan to do the following:
• Provision and maintenance of recreation
• Guide Council decision-making
facilities and public open spaces such as
• Inform and target the allocation of resourcing
parks, sports fields and courts, swimming
• Guide local planning initiatives
pools, sport and recreation centres, halls,
• Inform potential partners and investors of the
camping grounds and caravan parks
ways in which we want to grow and develop
• Management of Shire infrastructure and
• Engage industry, businesses, government
property services, including local roads,
agencies, non-government organisations,
bridges, footpaths, waste management,
community groups and residents in various
lighting and drainage
ways to contribute to the Shire’s future
• Management of local environmental health
• Form mutually beneficial partnerships with
services such as water and food inspection,
other organisations
toilet facilities, noise control and animal control
• Monitor progress against our vision
• Planning and building services, including
and priorities.
planning and development approvals,
inspections, licensing, certification and Four strategic priorities have been developed
enforcement that cover the key aspects of community life,
• Administration of key facilities, such as airports, these being - Social; Economic; Environmental
cemeteries, parking facilities and street parking and Civic Leadership.
• Provision and management of cultural facilities Desired outcomes and strategies have been set
and services, such as libraries, theatres, art to achieve each of these priorities after considering
galleries and museums the capacity of the Shire’s current resources
• Management of some utility services such as and anticipated future capacity along with the
water and sewerage services demographic trends.
We have also articulated how we will measure the
success in addressing the priorities.
27Major Hero Image or collage here Foster harmonious communities that acknowledge a shared heritage – develop strong community connection
2013 – 2022
|
S t r at e g i c C o m m u n i t y P l a n
OUR VISION, OBJECTIVES
SECTION 4 AND PRIORITIES
Our vision
|
The Shire of East Pilbara is an economic hub for our region, a place where ancient landscapes
Shire of East Pilbara
and vibrant local centres connect people and communities, making us proud to call it home.
Our objectives
The Shire’s objective is to develop and implement strategies that support:
CIVIC LEADERSHIP
The Shire of East Pilbara seeks to deliver high quality corporate governance and
demonstrate accountability to its constituents. All decisions are informed by community
engagement – leading to the effective allocation of the Shire’s resources - that deliver
optimum benefits to the community.
SOCIAL
The Shire of East Pilbara seeks to foster harmonious communities that acknowledge
a shared heritage; develop strong community connections, and have access to relevant
and affordable community services and well-managed community infrastructure.
ECONOMIC
The Shire of East Pilbara seeks to support the economic development of its communities
through the establishment of partnerships with industry, local businesses, government
agencies and the tourism sector.
ENVIRONMENT
The Shire of East Pilbara seeks to effectively manage and maintain its iconic Pilbara
environmental assets by reducing ecological footprints and developing clean, green towns.
29Our key priorities
In working to develop the amenity and sustainability of its towns, the Shire of East Pilbara
is committed to advancing the following priorities:
Economic Development
• Implementation of the Economic Development and Tourism Strategy.
• Development of a more balanced economy with diversity and choice in employment.
• Investigation and development of the airport enterprise precinct.
Land Release and Affordable Accommodation
• Continued advocacy for affordable housing and land, including mixed business
and commercial land releases.
• Investigation of short stay accommodation.
Asset Enhancement and Replacement
• Development of Civic Centre Precinct through strong community consultation
to produce an iconic building that will serve the council into the future.
• Development of a Recreation Precinct to accommodate the predicted growth of the Shire.
• Airport, airside and landside upgrades to accommodate the ever increasing growth
of the airport numbers.
Medical / Health
• Continued advocacy for increased medical facilities and services to meet the needs of the community.
Civic Leadership / advocacy / regional collaboration
• Continued collaboration with neighbouring Council’s, through the Pilbara Regional Council,
for the benefit of the region as a whole.
• Continued stewardship of the Shire’s vision and plans.
• Continued advocacy for the increase in government services in the East Pilbara
to support the community.
302013 – 2022
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S t r at e g i c C o m m u n i t y P l a n
MAJOR CAPITAL PROJECTS
SECTION 5 AND PLANNED ACTIONS
CIVIC LEADERSHIP – MAJOR CAPITAL PROJECTS
PROJECT INDICATIVE COST FUNDED
|
Shire of East Pilbara
New Staff Housing $4,000,000 Yes
Upgrades and renewal – Staff Housing $250,000 per annun No
CIVIC LEADERSHIP – PLANNED ACTIONS
ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS
1.1 EFFICIENT AND Clear, concise strategic
EFFECTIVE LOCAL planning and improved
GOVERNMENT financial management
ratios
1.1.1 Ethical, accountable and DCEO N/A As Appropriate
transparent decision-
making
1.1.2 Continued strong financial DCEO N/A 1 Year
management
1.1.3 Effective business DCEO N/A 1-3 Years
management
1.2 FOSTER A GREAT PLACE Increase ratio of
TO WORK staff retention
1.2.1 Engaged and valued MHR N/A 1-3 Years
workforce
1.2.2 Encourage employee MHR N/A 1-3 Years
health and wellbeing
1.2.3 Plan, attract and maintain MHR N/A 1-5 Years
staff
1.3 ENGAGED COMMUNITY Increase in opportunity
for community to engage
in activities / Increase in
community satisfaction
from annual survey
1.3.1 Increase Community MCW N/A 1 Year
Awareness
1.3.2 Excellence in customer MFA N/A 1-3 Years
service
1.3.3 Implement Civic MCW N/A 1-3 Years
Engagement Projects
31SOCIAL – MAJOR CAPITAL PROJECTS
PROJECT INDICATIVE COST FUNDED
Implementation of Crime Prevention Plan $500,000 Partially
Development of walking Paths and Trails $500,000 Yes
Planning and construction of new Youth / Family multipurpose building $20,000,000 Partially
Implementation of Urban and Public Art Project $2,000,000 Partially
Planning and construction of Civic Centre and Precinct $35,000,000 Partially
Develop additional green space and short term accommodation $5,000,000 Partially
SOCIAL – PLANNED ACTIONS
ITEM NO ACTION CHAMPION PARTNERING WITH TIMING SUCCESS INDICATORS
2.1 HEALTH AND Increase in participation
RECREATION rates at Council run
events
2.1.1 Promote Safe and Healthy MCW NGO’s, State Government 1-3 Years
Communities
2.1.2 Encourage Active MCW State Government, 1 – 3 Years
Lifestyles Industry
2.1.3 Encourage high rates of MCW Industry 1 Year
participation in community
activities and events
2.1.4 Support individual and MCW NGO’s, State 1-5 Years
community health Government, Industry
2.2 EDUCATION AND Increase in educational
TRAINING courses run within
the Shire
2.2.1 Encourage high quality MCW State Government, 1-5 Years
education and diverse Industry
skills development
2.3 ART, CULTURE AND Increase in art,
YOUTH culture and youth
programs run in Shire
2.3.1 Develop and Implement MCW N/A 1 Year
Community Pride Projects
2.3.2 Develop and Implement MCW Federal Government, 1-3 years
Youth Projects State Government,
Industry and NGO’s
2.3.3 Foster Artistic and DCEO Federal Government, 1-3 years
Creative Expression State Government,
Industry and NGO’s
2.4 DIVERSE AND INCLUSIVE Increase in community
COMMUNITIES participation at cultural
events
2.4.1 Promote diverse, MCW Federal Government, 1-3 years
harmonious and caring State Government,
communities Industry and NGO’s,
indigenous groups
2.4.2 Build Strong community MCW Federal Government, 1-5 years
groups, networks and State Government,
governance Industry and NGO’s
2.4.3 Provide relevant and MCW Federal Government, 1-5 years
affordable community State Government,
services Industry and NGO’s
2.4.4 Equity and Opportunities MCW Federal Government, 1-3 years
for All State Government,
Industry and NGO’s,
Indigenous groups
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