SHIRE OF HARVEY CORPORATE BUSINESS PLAN 2020 2024
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SHIRE OF HARVEY CORPORATE BUSINESS PLAN 2020 – 2024
SHIRE OF HARVEY If you seek further information or have any questions relating to the Corporate Business Plan please contact: The Shire of Harvey PO Box 500 Harvey WA 6220 Ph: 08 9729 0300 Fax: 08 9729 2053 Email: shire@harvey.wa.gov.au www.harvey.wa.gov.au Document management Version: Final version Adopted date: 25 August 2020
Message from the CEO 1
Background 3
COVID-19 Impacts 14
Economic Objective 18
Environment Objective 28
Contents Social Objective
Civic Leadership Objective
38
48
Capital Projects 57
0|Page
Message from the CEO
Every year the Shire of Harvey reviews its four-year Corporate Business Plan against the Strategic Community
Plan, taking into account the growth and changes the Shire is experiencing. The Shire’s strategic focus is
presented in four objectives which are the pillars of the plan: Economic, Environment, Social and Civic
Leadership. Capital Projects included in the Corporate Business Plan are based on the Forward Capital Works
Plan, which in turn informs the Annual Budget.
This Corporate Business Plan provides the Nearly $1.5m spend on projects in
framework for the Shire to build on the response to the COVID-19 recovery.
strengths of its location and history, to
revitalise assets to ensure they remain fit The vision for the Shire of Harvey is
for purpose and to capitalise on Together towards a better lifestyle.
opportunities to become stronger and more
This plan responds to that vision and
responsive in the future.
identifies the enabling services, programs,
The plan sets out the priorities the Shire new strategies and projects which need to
must focus on to cater for a future be implemented in an orderly way over the
population of over 32,000 by 2026. The next four years.
characteristics and challenges we
It is rewarding to see the progress we have
experience today and expect to continue
made in implementing works from the last
into the future include:
plan and to present this new plan for the
The population is growing at 3.24% coming four years.
(2016) annually.
Over $19m in the Capital Expenditure
Program approved by the Shire for 2020 Annie Riordan
- 2021. Chief Executive Officer
1|Page
2|Page
Background
3|Page
Introduction
Our history Who we are
The Shire of Harvey is located about 140 kilometres south of Perth and is The Shire is recognised as one of the fastest growing Shires in the South West
bordered by the Shires of Waroona, Boddington, Collie and Dardanup and the of WA with an increase in population of 32.4% (3.24% per annum) over the
City of Bunbury. The western boundary of the Shire consists of 42 kilometres past 10 years. The Australian Bureau of Statistics 2019 Census estimated the
of pristine Indian Ocean coastline. Shire’s residential population was 27,975. Recent population forecasts expect
The Shire has an area of 1,766km² and is known for the diversity of its population growth trends to continue with the Shire population estimated to
environment with tracts of Jarrah forests, rivers, the Leschenault Estuary, reach around 32,606 by 2026. It is recognised that in order to accommodate
Harvey, Stirling and Logue Brook dams, unspoilt beaches and fertile this growth and diversity, Shire service delivery and infrastructure will also
agricultural land. need to grow to meet the needs of future residents.
The Shire of Harvey includes the towns and localities of Harvey, Australind,
Beela, Benger, Binningup, Brunswick Junction, Cookernup, Hoffman,
Leschenault, Mornington, Myalup, Parkfield, Roelands, Uduc, Warawarrup,
Wellesley, Wokalup and Yarloop.
The Shire was first settled in the 1840s when an agricultural land settlement 27,975 173,475 2.62
scheme commenced at what is now known as Australind. Many early settlers Estimated Residential Total land area Average household
later relocated to the Brunswick River area where land and soil conditions Population in 2019 (hectares) size
were more suited to agriculture. The fertile soil of the Harvey River area
resulted in it being settled at a similar time. 32,606 12,669 5,078
Orchards were planted in the late 1890s and by 1906, fruit production was Forecast population Total number of Residents born
well established. Timber milling commenced at Yarloop in the late 1800s and 2026 ratable properties overseas
the construction of the rail line resulted in the industry thriving. Orchards,
timber and agricultural industries initially attracted many European settlers to
the Shire. More recently, mining and related industries and residential
1.66% 40.8% Italian
development at Australind have resulted in a significant increase in Forecast average Households with Most common non-
population. annual population mortgage English language
growth 2011-2041 spoken at home
18,751 10,995 58.7%
Total dwellings
Total electors enrolled Residents who work
as at 30 June 2020 outside of the Shire
4|Page
Our Vision and Values
Together towards a better lifestyle
5|Page
Our Councillors
Councillors are responsible for driving the strategic direction of the Shire
Deputy President Cr Bill Adams Cr John Bromham Cr Paul Beech
Cr Francis Burgoyne
Cr Michelle Boylan Cr Michelle Campbell Cr Robyn Coleman Cr Craig Carbone
Shire President
Cr Paul Gillett
Cr Wendy Dickinson Cr Tania Jackson Cr Amanda Lovitt Cr Derrick Simpson
6|PageExecutive Summary Grants
Grants and contributions for operations are expected to be $5m
Planning for a Sustainable Future in year one, with a CPI increase of 1.75% in year one, 2.25% in
The Shire of Harvey is planning for a positive and sustainable year two, and 2.5% going forward. Capital grants, subsidies and
future. The Shire seeks to maintain, and where possible, improve contributions are forecast to be $9.8m in year one, $7.4m in year
service levels into the future while maintaining a healthy financial two, $2.9m in year three, $1.4m in year 4, $2.1m in year 5, $4.1m
position. in year 6, then remaining constant thereafter with a CPI increase
of 2.5% per annum.
The Shire’s Long Term Financial Plan is prepared based on the
following broad assumptions:
Financing
The Shire population is forecast to increase by 2.65% per
annum, with a ratepayer growth of 1% per annum. The Shire utilises cash backed reserves to assist in the funding of
programmed major works.
Consumer Price Index (CPI) annual increases of 1.75% in
2020-2021, 2.25% in 2021-2022 and 2.50% in subsequent The Shire has a low reliance on loans with borrowings
years. programmed to increase in year two, then reduce over the life of
The Shire will maintain its current service levels and, the plan, thus leaving council with a strong financial capacity.
where financially prudent, increase services; and
The level of grants and contributions for capital projects Strategic Financial Issues
and operations will remain relatively stable over the term. The Shire has responsibility for the maintenance of a large asset
Assets are expected to be adequately maintained and continue to base including a significant part of the district’s road network. To
provide existing levels of service. assist with this task, the Shire receives external grants from the
Federal and State Government. Without this external source of
Financial Summary revenue the Shire would be faced with the prospect of a
substantial rate increase to maintain its current service levels.
Operations
Major Projects
The plan predicts a positive net result from operations for the
Capital works are based on the Shire’s capital works program.
term of the plan.
Expenditure is escalated over the life of the plan with an emphasis
upon the renewal and upgrade of the Shire’s roads, paths,
Rates drainage, buildings and parks. Significant projects included in the
Rates revenue for year one (2020 - 2021) is forecast to be Plan are the Harvey Community Hub, Ridley Place Foreshore
$21.6m, which includes 1% ratepayer growth and no rate Development, Yarloop Workshops Redevelopment and Clifton
increases. Park Urban Forest Project.
7|Page Environmental Initiatives
Service Delivery Townscape
An outline of how Shire Officers deliver the outcomes of Libraries
Waste Management
the Strategic Community Plan
Reserves and Foreshore
The Shire delivers services to its community in line with the Management
Strategic Community Plan. This service delivery is outlined in the Swimming Pools
Town Planning
following table which illustrates the connection between services,
Recreation and Culture
facilities and strategic objectives. Community Halls and Recreation
Governance Facilities
Community Engagement/Support Arts and Culture
Council's Customer Service Event Management
Governance and Elected Member Indigenous Relations
Support Heritage
Political Lobbying Paths and Trails
Regional Collaboration Parks and Sporting Facilities
Playgrounds
Law, Order, Public Safety Sport and Recreation Services
Crime Prevention Skate Parks
Emergency Services Education and Welfare
Aged and Disability Services
Education Services Support
Health
Medical Services
Pest and Weed Control
Seniors Facilities
Youth Services
Transport Other Property Services
Streets, roads, bridges, depots Administration Offices
Financial Management
Economic Services Long Term Planning
Building Control Information and Communications
Economic Development Technology
Land Development Staff Development
Local Business Support Support for Volunteers
Marketing and Promotion Maintenance
Community Amenities
Community Development
Regional Development
8|PageStrategic Community Plan 2017 – 2027
This is the Shire’s long term strategic planning
document
The Strategic Community Plan provides the framework that
guides everything we do and is balanced with the identification
of strategic risks, the capacity of the Shire to raise income and
manage assets into the future.
Importantly it helps us to deliver responsive, effective and
efficient services that represent value for money and enhance
the quality of life enjoyed within the Shire of Harvey.
The plan looks ten years into the future, is broad and has a
strong emphasis on our community’s visions, goals and
strategies.
A full review of the Strategic Community Plan is required every
four years with a desktop review every two years. This ensures
the plan is aligned to the community’s vision for the Shire of
Harvey’s future, including aspirations and service
expectations.
9|PagePurpose To be a diverse and innovative economy
supporting a range of employment opportunities.
The Shire of Harvey Corporate Business Plan
outlines the key actions over the next four years
We have a balanced respect for our natural assets
The plan is a key component of the Shire’s Integrated Planning
and built environment, retaining our lifestyle values
and Reporting Framework. The Corporate Business Plan is and community spirit.
informed by the Strategic Community Plan 2017 – 2027 and
its aim is to integrate the community’s aspirations into the
Shire’s operations. Together the two documents comprise the Provide a safe and welcoming community, which
Shire of Harvey’s plan for the future. embraces its diversity and heritage, where everyone
is valued and has the opportunity to contribute and
The plan sets out those actions that will deliver on the belong.
outcomes and strategies outlined in the Strategic Community
Plan. The actions for the first year are based on the Forward Strong civic leadership representing the whole of
Capital Works Plan for that year, with the other actions the Shire which engages in effective partnerships
and reflects the aspirations of an engaged
considered in the Long Term Financial Plan for future
community.
consideration.
Other information strategies of the Framework are the
Throughout the Corporate Business Plan Responsible Officers
Information Technology Plan, Asset Management Plan, Long
are allocated under each of the four Shire directorates.
Term Financial Plan, Workforce Plan and Service Plans.
These documents ensure the Shire has the resources to Below is a key of the acronyms used:
implement the actions and report on the outcomes. CEO – Chief Executive Officer
DCL – Director Community and Lifestyle
How to use the Corporate Business Plan DCS – Director Corporate Services
DIS – Director Infrastructure Services
The Plan follows the same objectives as provided DSD – Director Sustainable Development
for in the Strategic Community Plan
The future directions of the Shire are built around the four
objectives guiding the Strategic Community Plan 2017 – 2027.
Each objective has under it actions, targets and responsibilities
set out for the next four years.
10 | P a g eLong Term Financial Plan Workforce Plan
This details the Shire’s costs to deliver the This is developed to address challenges facing
Corporate Business Plan our workforce
The Long Term Financial Plan projects financial information The Workforce Plan details resources required to deliver the
beyond the course of the Corporate Business Plan to cover Corporate Business Plan and the strategies to be implemented
operations for 10 years. It provides an indicative position of to address current and future needs. It is a critical business
financial sustainability in the forward years. The Long Term planning tool and allows the Shire to identify the workforce
Financial Plan enables analysis trends over a 10-year period capacity and capability of the organisation needed to meet its
on a range of options. objectives, now and into the future.
Annual Budget Asset Management Plans
This is developed and aligned with strategic This Plan identifies the status of the Shire’s
objectives infrastructure assets
The annual budgeting process is governed by the strategic and The Asset Management Plans identify the required asset
business planning activities of the Shire. The budget is renewals in order to maintain and/or increase the Shire’s level
incorporated into the Corporate Business Plan through of service to the community. The Plans span 10 years, the first
allocation of budgets against activities aligned to the Strategic four years being within the Corporate Business Plan.
Community Plan objectives.
An Asset Management Plan ensures assets are managed in
This is the fourth year the Annual Budget has been linked to accordance with requirements of relevant legislation, takes a
the Corporate Business Plan. This process enables detailed ‘whole of life’ approach to operational, maintenance, renewal
analysis of all the Shire’s allocated accounts for services and and acquisition plans. Levels of service and risks are taken into
projects. account.
11 | P a g eInformation Technology Plan Measuring Outcomes
This Plan identifies the status of the Shire’s Key performance indicators have been developed
information resources for each outcome
Information is a strategic resource that underpins the key Objectives have been defined in the SCP for each of the four
functions and decision making processes of a local key areas of future directions: Economic, Environment, Social
government. The way information is managed, including the and Civic Leadership. The Key Performance Indicators assist
technology used to support it, is therefore central to the Shire’s with determining that outcomes are being achieved.
business practices.
As the Plan becomes integrated at an operational level in
The Plan sets out the key components that need to be coming years, Key Performance Indicators will be further
considered in managing the Shire’s information resources. developed to encompass Business Unit outcomes and to
enable reporting to occur.
The development of the Information Technology Plan is
included in the Corporate Business Plan for development.
Performance Reporting
Risk Framework A number of methods are used to report on
This measures and identifies risk performance
The Risk Framework is aligned to AS ISO 31000:2018 Risk The reporting framework tracks key performance indicators at
Management – Principles and Guidelines. a service and organisational level.
The framework provides a coordinated and systematic process Performance data is captured to ensure appropriate
for managing risks, integrating risk management into everyday responsibilities, timeframes, measures and progress are on
decision making and business planning. track.
A Business Continuity Plan also complements the framework, CEO targets are set annually by Council for delivery of key
ensuring the Shire can continue to provide essential services priorities.
to stakeholders in the event of a crisis or major incident. Reporting of performance measures is through the Annual
Report.
12 | P a g e13 | P a g e
COVID-19 Impacts
14 | P a g e15 | P a g e
Response 8 May 2020: Local Government (COVID-19 Response) Order
Working with all levels of government to share 2020 was gazetted to modify provisions of the Local
information and provide the best possible care for Government Act to deal with the consequences of the COVID-
our community and employees. 19 Pandemic.
The Shire’s response was to implement the following initiatives:
In response to the COVID-19 pandemic, the Western Australia
government declared a State of Emergency under the Emergency COVID-19 Hardship relief including nil increase to Shire rates,
Management Act 2005, section 56 on 16 March 2020. rate in the dollar;
To support local government during the pandemic, a number of COVID-19 Hardship relief including nil increase in fees and
legislative changes were made to the Local Government Act and charges;
regulations. These included: COVID-19 Hardship relief including reduction to no-payment
penalties in rates; and
25 March 2020: Local Government (Administration) COVID-19 Hardship relief including removal of rates
Amendment Regulations 2020 were gazetted allowing local instalment administration fee.
government councils to hold meetings electronically during a
public health emergency or a state of emergency. In addition, Council authorised two COVID-19 economic stimulus
9 April 2020: Local Government Regulation Amendment packages from General Revenue and Reserves.
Regulations 2020 were gazetted, amending the Local
Government (Financial Management) Regulations 1996; Local Package 1: $727,000 for major maintenance works to the
Government (Functions and General) Regulations Leschenault Leisure Centre and the Harvey Recreation and
16 April 2020: Local Government Amendment (COVID-19 Cultural Centre. While the majority of work was undertaken prior
Response) Act 2020 was approved by Parliament. The Act to 30 June 2020, there will be some continuation of projects into
inserts a new Part 10 in the Act which is specific to the COVID- 2020 – 2021.
19 emergency response.
24 April 2020: Local Government (Parking for People with Package 2: $748,000 to fund a number of projects as listed on
Disabilities) Amendment Regulations 2020 were gazetted to the following page to be undertaken in 2020 – 2021.
improve parking compliance and strengthen enforcement.
16 | P a g eCOVID-19 Projects
Council approved the following projects for
inclusion in the 2020 – 2021 budget as a COVID- Uduc Rd / Young St / Anthony – Asphalt overlay $26,000
19 economic stimulus initiative. Australind Road – Asphalt overlay $30,000
Australind Depot – Toilet area $5,000 Melville Road – Asphalt overlay $33,000
Brunswick Town Hall – Façade $5,890 Footpath – Uduc Rd Hinge Rd to SW Highway $60,000
Brunswick War Memorial – Concrete slab/wall $6,000 Footpath – Talbot Rd $30,000
Brunswick Recreation Centre – Change room tiles $9,680 Footpath – Old Coast Rd Cemetery to Travers $70,000
Brunswick Depot – Deluge shower $6,000 Footpath renewal – Binningup Rd $12,000
Benger Hall – Electrical upgrade $30,000 Footpath renewal – Coronation Drive $20,000
Harvey Pool – Painting change rooms and first aid room $5,200 RV Friendly facilities $35,000
Cookernup Hall – Verandah upgrade $40,000 LLC major upgrade – Aquatic replace insulation in roof $250,000
Binningup Country Club – External painting $10,000 LLC HP2 replacement $90,000
Binningup Hall and Library – External painting $10,000 LLC BBQ Outdoor function area $8,000
Brunswick Recreation Ground – Perimeter fencing $70,000 LLC Building roof steel works – Painting $20,000
Stirling Cottage Bridge over river – New timbers $7,500 LLC Aquatic roof steel works – Painting $20,000
Stirling Cottage – Access to pumps $19,500 LLC Filter shelter $13,000
Cookernup Cemetery – Niche / Wall /Shelter $25,000 LLC Carpet replacement $62,000
Settlers Park – Reticulation extension $10,000 LLC CCTV replacement $50,000
Harvey Shrine – Fencing $7,500 LLC Kitchen floor renewal $9,000
Yarloop Garden at Train Station $15,000 HRCC Renovations to enlarge Gym area $150,000
Ridley Place – BBQ x 4 $50,000 HRCC Function room refurbishment $40,000
Constellation Drive – Traffic improvement $25,000 HRCC CCTV replacement $30,000
17 | P a g eKey areas and objectives Corporate Actions Economic 18 | P a g e
To be a diverse and innovative economy supporting a range of employment
opportunities.
Outcomes Key Indicators
Increased opportunities for diverse socially and environmentally
responsible commercial, agricultural and industrial enterprises, and Number of building licenses issued.
residential development.
Develop the Shire as a tourist destination based on the Shire’s
Visitor number economy metrics.
distinct characteristics and natural assets and qualities.
A range of employment, education and training opportunities that will Level of employment.
attract a diverse workforce. Number of education facilities.
Essential services and infrastructure are available to support the
Number of development applications.
growing community and local economy.
Irrigation areas and water supply are protected and preserved. Continued access to water supplies.
19 | P a g eIncreased planning opportunities for diverse, socially and environmentally responsible commercial, agricultural and industrial
enterprises and residential development
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
1.1.1
Review the Town
Planning Scheme.
1.1.1.1 Provide a diverse range of residential lot sizes. Flagship DSD
1.1.2
Complete Local
Planning Strategy.
1.1.2.3 Prepare other land use policies as required. Very High DSD
Pursue and protect
a further urban
Identify land area likely to be impacted, justification
1.1.3
growth corridor in
East Australind as
1.1.3.1 for expansion, prepare and provide submission to
Department of Planning for inclusion in Strategy.
High DSD
part of the Greater
Bunbury Strategy.
Lobby LandCorp
Where opportunities arise, continue to lobby
1.1.4
to develop the next
two stages of
1.1.4.1 LandCorp to develop the next two stages of Korijekup
Heights.
High DCL
Korijekup Heights.
Lobby the State
Government to
improve the
provision of
infrastructure and
Where opportunities arise, continue to lobby for the
1.1.5
attract market
investment
1.1.5.1 improvement of infrastructure and development of
the Kemerton Industrial area and regional saleyards.
High DSD
opportunities for
low impact / low
emission
industries at
Kemerton.
20 | P a g eService 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Support and
1.1.6
promote small-
medium sized
1.1.6.1
Develop and implement small business friendly
approval processes and practices.
High DSD
businesses.
Develop and
1.1.7.1
Implement actions in the Shire of Harvey Economic
Development Strategy.
Flagship DSD
implement an
Economic
Develop and maintain partnerships to encourage
Development
Strategy, which
1.1.7.2 economic growth and development within the region
and the development of the regional saleyards.
Moderate DSD
1.1.7 covers tourism,
industrial
development, retail/ Investigate and identify opportunities for attracting
hospitality and international economic trade, tourism and cultural
investment
attraction.
1.1.7.3
activities to encourage economic linkages, promote
trade and investment opportunities for local
High CEO
businesses by developing Friendship City
agreement.
Continue to support
the agricultural
1.1.8
industry by
encouraging
1.1.8.1
Include appropriate agricultural land uses within
Planning documents.
Moderate DSD
appropriate land
uses.
Encourage the long
term relocation of
Tronox to
Kemerton,
1.1.9 remediate the
Australind site and
1.1.9.1
Monitor the Tronox and the State Governments
partnership and maintenance of haulage routes.
Moderate DIS
re-route the haulage
route to the South in
the short term.
21 | P a g eThe Shire is developed as a tourist destination based on its distinct characteristics, natural assets and qualities
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Support local tourism
organisations
including the Harvey
Provide information, financial and in-kind
1.2.1
Visitors Centre and
the Australind
1.2.1.1 support as determined by the Tourism
Strategy.
High DCL
Information Service to
achieve a coordinated
approach to Tourism.
Develop a signage, Implement, schedule and prioritise Entry DIS
information and way- 1.2.2.1 High
Statement program.
finding strategy for the
1.2.2
whole of the Shire Develop an Information Bays – Signage
which is Tourist 1.2.2.2
Strategy.
High DCL
friendly.
Investigate
opportunities to
increase accessibility
1.2.3
and improve the
range of amenities
1.2.3.1
Progressively implement the Ridley Place
Foreshore Development Strategy.
Flagship DIS
and infrastructure at
the Leschenault
Estuary.
Complete the
1.2.4
Foreshore
Development
1.2.4.1
Continue with staged development of
approved plan.
High DIS
Strategy at Myalup.
Complete the Entry Funds allocated in budget to implement,
1.2.5 Statement Program
for the Shire.
1.2.5.1 schedule and prioritise Entry Statement
program.
High DIS
Implement the Shire’s
1.2.6.1
Review and monitor Coastal Management
Plans annually.
Moderate DSD
1.2.6 Coastal Management Allocate funds in the annual budget and
Plans. 1.2.6.2 implement actions from the Coastal
Management Plans.
DIS
22 | P a g eService 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Encourage
developers and
Review Foreshore Management Plans provided
1.2.7
relevant authorities to
develop and
1.2.7.1 by developers and others and advise proponents
of their obligations.
Moderate DSD
implement Foreshore
Management Plans.
Promote Shire town Undertake promotional activities to increase
sites as being, 1.2.8.1
tourist visitation.
High DSD
inviting, nature based,
1.2.8
farm stay, caravan Implement infrastructure and facilities to
accessible and 1.2.8.2
accommodate visiting tourists.
Moderate DIS
friendly to RV.
Continue to
collaborate with our
1.2.9 partners to promote
regional tourism
1.2.9.1
Actively participate in the Bunbury Geographe
Tourism Partnership.
High CEO
initiatives.
Ensure prepared Asset Management Plan
Maintain a range of
high quality facilities
1.2.10.1 includes maintenance of Local Government
tourism related facilities.
Moderate DIS
1.2.10.2 Implement building capital works for tourism sites
1.2.10 to encourage tourist
and resident identified in the Forward Capital Works Program.
Moderate
DIS
visitation. Participate and promote the RAC Electric
1.2.10.3
Highway.
Moderate
DIS
Increase the range
and accessibility of
amenities and Implement building and infrastructure capital
1.2.11
infrastructure at
strategic points along
1.2.11.1
works identified in the Forward Capital Works
Program for strategic points along our
Moderate
DIS
our waterways, whilst waterways.
protecting the
environment.
23 | P a g eA range of employment, education and training opportunities that will attract a diverse workforce
Service 2021- 2022- 2023- 2024 Responsible
Ref Strategy Action Ref Action 2020-2021
Priority 2022 2023 2024 onwards Officer
Lobby State
Government, Industry
and education Where opportunities arise continue to
1.3.1
priorities to maintain
and enhance
1.3.1.1
maintain relationships for the
improvement of education facilities and
Moderate DCL
education and services.
training services and
facilities.
Continue to support
traineeships and Provide traineeship and workplace
1.3.2 workplace training
opportunities within
1.3.2.1 training opportunities in Workforce Plan
and Annual Budgets.
Moderate CEO
the Shire.
24 | P a g eEssential services are available to support the growing community and local economy
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Lobby the Western
Refer community feedback to service
Australian Government
providers, obtain support from other
1.4.1
to retain, and where
possible, expand the
1.4.1.1 regional bodies, industry etc. to improve or
maintain Government Services within the
High DSD
level of government
Shire.
services in the Shire.
Lobby government and
service providers to
encourage provision of Continue to lobby on behalf of the
1.4.2 appropriate sewer,
water, power, gas and
1.4.2.1 community to facilitate an appropriate level
of services and infrastructure.
High CEO
telecommunications
infrastructure.
Continue to lobby for
expansion of the
Communication with State Government
haulage rail network,
Departments, Parliamentarians and
increased facilities and
1.4.3 opportunity at Bunbury
Port, and enhanced
1.4.3.1
Ministers as and when required, as well as
supporting improved major transport routes
High CEO
and heavy vehicle access to the Bunbury
commuter passenger
Port.
rail services and bus
services.
25 | P a g eIrrigation areas and water supply are protected, preserved and strategically enhanced
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Lobby service providers
to ensure appropriate
allocation of a ‘fit for Liaise and maintain communication with
1.5.1 purpose’, quality water
supply to support local
1.5.1.1 water service providers and agricultural
cooperatives for water supply and usage.
High CEO
agricultural industry as
a priority.
Lobby appropriate
Liaise with Water Corporation and
service providers to
1.5.2 connect Australind to
the integrated water
1.5.2.1
Parliamentarians in relation to concerns
with water quality and pressure in
High CEO
Australind.
supply system.
26 | P a g e27 | P a g e
Environment 28 | P a g e
We have a balanced respect for our natural assets and built enviornment, retaining
our lifestyle values and community spirit.
Outcomes Key Indicators
Heritage buildings and places are utilised, preserved and maintained. The condition and usage rate of heritage assets.
Town centres are welcoming, well presented and development enhances Community and visitor satisfaction levels.
their character and value. Number of documented complaints.
Land use provisions within the rural, industrial and urban areas reflect Number of development applications.
current and future needs.
Natural assets and public open spaces are accessible, well utilised and Community and visitor satisfaction levels.
managed. Number of documented complaints.
Waste recovery will minimise environmental impacts. Quantity of waste (recyclables) diverted from landfill.
Local heritage, lifestyle and eco-systems are protected and promoted. Progress to implementation of relevant plans.
Forests, rivers, coastline, wetlands and estuary are valued, protected and Progress to implementation of relevant plans.
managed.
Activities to mitigate the impacts of climate change are supported. Number of environmental related initiatives implemented.
29 | P a g eHeritage buildings and places to be utilized are preserved and maintained
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Encourage the
preservation of
2.1.1.1
Continue to implement a maintenance program of
Shire buildings.
High DSD
significant heritage Make available information to owners of heritage
2.1.1
properties and
precincts within the
2.1.1.2 buildings listed in the Municipal Heritage Inventory
detailing property preservation and grants available.
Moderate DSD
Shire.
2.1.1.3 Periodically review the Municipal Heritage Inventory. Moderate DSD
Town centres are welcoming, well presented and their development enhances their character and value
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Develop, review and
2.2.1.1 Progressively develop Townscape Plans. High DIS
2.2.1 implement
Townscape Plans.
2.2.1.2
Review and update Townscape Plans and develop
review and update additional Plans where required.
High DIS
Retain and develop
partnerships with
2.2.2
local community
organisations that
2.2.2.1
Maintain strong communication with and input from
local community groups.
High DCL
enhance local
character.
2.2.3.1
Encourage a proactive approach to reporting and
removing graffiti.
High DIS
Allocate budgets and resources for town centre
Continue to provide
a high standard of
2.2.3.2 maintenance, act on complaints received,
encourage business owners to assist.
High DIS
2.2.3 town centre
presentation and
maintenance.
2.2.3.3
Implement building capital works identified in the
Forward Capital Works Program.
High DIS
2.2.3.4
Develop and implement works identified in Asset
Management Plans.
High DIS
30 | P a g eLand use provisions within the rural, industrial and urban aeas reflect current and future needs
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Continue to
implement integrated
environmental, social
2.3.1.1
Implement land use planning strategies and
policies under the Town Planning Scheme.
Very High DSD
and land use planning
which will minimize
land conflicts, protect
valuable agricultural
2.3.1
land for food
production, allow for a
diverse range of
2.3.1.2
Implementation of Regional Coastal Adaption Plan
– Peron Naturaliste Partnership.
Very High DSD
agricultural,
horticultural,
viticulture and
aquaculture.
Ensure compliance of
Sufficient resources allocated to undertake review
2.3.2
rehabilitation plans for
extractive industry
2.3.2.1 of rehabilitation plans, conduct inspections and
follow up on non-compliance.
High DSD
areas.
31 | P a g eNatural assets and public open spaces ae accessible, well utilised and managed
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Identify
opportunities with
2.4.1
key partners to
optimize public
2.4.1.1
Continue to maintain public assets and open spaces
including liaising with authorities when necessary.
High DIS
assets and open
spaces.
Encourage
developers and Review Foreshore Management Plans provided by
relevant authorities developers and others and advise proponents of
2.4.2 to develop and
implement
2.4.2.1 their obligations including the Leschenault Regional
Park. Liaise with relevant agencies such as the
High DSD
Foreshore Leschenault Catchment Council.
Management Plans.
Progress
opportunities to
increase
accessibility and Develop and maintain access points and facilities in
2.4.3 improve the range
of amenities and
2.4.3.1 consultation with community and relevant
government agencies.
High DIS
infrastructure at the
Leschenault
Estuary.
Provide sufficient budget allocation for
Provide quality
amenities and
2.4.4.1 implementation of capital works in the Forward
Capital Works Program.
Very High DIS
2.4.4 accessible public
spaces for our
community.
2.4.4.2
Implement building maintenance works identified in
the Disability Access and Inclusion Plan.
High DSD
Provide sufficient budget allocation and implement
Monitor and
maintain current
2.4.5.1
new, replacement and upgrades of playground
equipment in accordance with the Forward Capital
High DIS
2.4.5 and future Works Program and Asset Management Plans.
playground facilities Undertake playground inspections, condition
within the Shire. 2.4.5.2 assessments and maintenance in accordance with
Asset Management Plan.
High DIS
32 | P a g eWaste recovery minimises enviromental impacts
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Actively pursue a
new regional waste
facility and in the Lobby appropriate authorities and Ministers to
2.5.1 short term, seek to
extend the current
2.5.1.1 maintain and seek license extensions to existing
waste or new disposal sites.
Very High DIS
license periods of
existing sites.
Promote waste education in conjunction with the
Support a regional
approach to waste
2.5.2.1 specific actions identified by the Bunbury-Harvey
Regional Council (BHRC).
Very High DIS
management, which
Work with other Local Governments in the region to
may include transfer
2.5.2 stations, kerb side
collections,
2.5.2.2
continue and investigate joint rubbish and recycling
collection strategies and to develop joint use
Very High DIS
facilities.
education, landfill
Continue rollout of the Shire’s Organic Bin Project
sites and recycling
facilities. 2.5.2.3 and implementation of the Shire’s kerb side organics
bin service within the Shire.
Very High DIS
Continue to utilise
2.5.3
existing sites for
alternative waste
2.5.3.1
Develop alternate waste handling methods on
existing waste sites.
Very High DIS
measures.
33 | P a g eLocal heritage, lifestyle and eco-systems are protected and promoted
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Plan for the
conservation and
protection of areas
2.6.1
of significant natural
heritage, having
2.6.1.1 Finalise and implement the Biodiversity Strategy. High DSD
regard to Council’s
Biodiversity
Strategy.
Ensure government
and relevant
agencies
adequately monitor
and inform the Liaise with relevant Government agencies to ensure
2.6.2
community on
adverse changes to
2.6.2.1
adequate measures are in place to inform the
community on their monitoring and compliance
High DSD
the local activities.
environment
resulting from
industrial and other
development.
Support local
environmental
Establish and maintain partnerships with
2.6.3
organisations to
maintain and
2.6.3.1 environmental groups to assist in implementing
Environmental and Biodiversity Plans.
High DSD
rehabilitate natural
assets.
34 | P a g eForests, rivers, coastlines, wetlands and estuary are valued, protected and managed
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Improve controlled
access to all of our Liaise with relevant authorities and industry to identify
water bodies, community concerns about controlled access to
2.7.1 forests and
reserves in
2.7.1.1 water bodies, forests and reserves. Allocate
sufficient budget in areas under Council’s control to
Moderate DSD
partnership with the manage access.
relevant agencies.
Ensure appropriate
water flows are
maintained to Lobby relevant authorities and industry to
2.7.2 enhance the
environmental and
2.7.2.1 accommodate appropriate water flows to our
waterways.
High DSD
aesthetic values of
our waterways.
Partner with
adjoining Local Liaise with Contiguous Local Authority Group
Governments to members, share resources, prepare submissions for
2.7.3 provide an
integrated approach
2.7.3.1 funding to Health Department, coordinate
treatments, monitor results, continue education
Very High DSD
to mosquito campaign.
management.
35 | P a g eActivities to mitigate the impacts of climate change are supported
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Implement ‘Water
2.8.1 Wise’ sustainability
principles.
2.8.1.1
Allocate sufficient budget to implement identified
Water Wise initiatives.
High DIS
Maintain the Shire’s
involvement with
the Peron
Allocate resources required to participate in Peron
2.8.2
Naturaliste
Partnership, in
2.8.2.1 Naturaliste Partnership, consider findings and
recommendations arising from the study.
High DSD
relation to risk
management of
coastline impacts.
Periodically
undertake energy
audits and
Identify suitable contestable sites, select appropriate
2.8.3
investigate
alternative energy
2.8.3.1 service provider for energy supply, allocate budget
and resources for implementation and review.
High DCS
programs for use on
major Shire
infrastructure.
36 | P a g e37 | P a g e
Social 38 | P a g e
Provide a safe and welcoming community which embraces its diversity and
heritage where everyone is valued and has the opportunity to contribute and
belong.
Outcomes Key Indicators
Achievement of actions and deliverables of the Reconciliation Plan
2019.
The community is supported by inclusive and welcoming programs,
Achievement of actions of the Disability Access and Inclusion Plan
services and facilities.
2017 – 2022.
Number and demographics of library and recreation centre patrons.
The community is supported by a strong volunteer base where Number of active volunteer groups.
leadership, inclusiveness and supported independence is fostered.
A safe and healthy community with a strong sense of community Number of police incidents related to households.
pride. Number of community events.
The history of the Shire and its rich and varied cultural heritage and Number of community events.
natural environment is valued, respected, promoted and celebrated.
Services, infrastructure and facilities continue to meet community Number of documented complaints.
needs.
Affordable, diverse and quality accommodation options for both Number of dwellings and commercial premises constructed.
residential and business use. Median house price.
Length of roads and paths added.
A local transport network that ensures equity of access across the
The assessed condition of roads.
community to a safe standard.
Progress towards implementation of relevant plans.
39 | P a g eThe community is supported by a strong volunteer base where leadership, inclusiveness and supported independence is
fostered
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Volunteer efforts
3.1.1
are recognised
through awards and
3.1.1.1 Continue to host award presentation functions. Moderate DCL
functions.
Continue to actively
engage local
3.1.2.1
Continue a budget submission program for
community grants.
Moderate DCL
community groups
Establish and maintain strong communication links,
3.1.2 to understand
networks with community groups, and provide
needs, improve
facilities and source
3.1.2.2 assistance to community groups in identifying and
submitting grant applications for community
Moderate DCL
grant funding.
projects.
Continue to provide
facilities and
3.1.3 services to support
local community
3.1.3.1
Allocate resources to promote services and provide
assistance to community groups.
Moderate DCL
organisations.
3.1.4.1
Allocate resources to accommodate a range of
approved community events and programs.
Moderate DCL
Actively promote and support the Leeuwin Sail
Continue to support
3.1.4.2 Training Ship program, in partnership with other
community organisations.
Moderate DCL
3.1.4 community events
and programs.
3.1.4.3
Investigate the expansion of youth facilities within
the Shire.
High DCL
3.1.4.4
Development of a Skatepark and youth facilities in
Harvey.
High DCL
40 | P a g eA safe and healthy community with a strong sense of community pride
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Implement the Continue to implement approved actions and
3.2.1 Disability Access
and Inclusion Plan.
3.2.1.1 priorities identified within the Disability Access and
Inclusion Plan.
High DCL
Identify grants and funding opportunities for actions
3.2.2.1 and priorities identified within the Community Safety
and Crime Prevention Plan.
High DCL
Implement the
Implement approved actions and priorities identified
3.2.2
Community Safety
and Crime 3.2.2.2 within the Community Safety and Crime Prevention
Plan, and where required acquit grants.
Moderate DSD
Prevention Plan.
3.2.2.3
Investigate and arrange suitable street lighting
where appropriate.
High DIS
3.2.3.1 Conduct a review of the Sport and Recreation Plan. Moderate DCL
Review and
Implement building capital works identified in the
3.2.3
implement the Sport
and Recreation
3.2.3.2 Sport and Recreation Plan and included in the
Forward Capital Works Program.
High DCL
Plan.
3.2.3.3
Develop a Master Plan for community facilities at
Binningup.
High DCL
Implement Regional
3.2.4.1 Implement a Ten-year Footpath Program. High DIS
3.2.4 and Local Path
Plans.
3.2.4.2
Plan for a loop trail extension to the Mundabiddi
Track.
High DSD
3.2.5
Urban Forest
Project.
3.2.5.1
Continue to progressively implement the Urban
Forest Project.
Very High DIS
41 | P a g eThe Shire’s history and its rich, varied cultural heritage and natural environment is valued, respected, promoted and
celebrated
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Allocate project resources to promote services and
3.3.1.1 provide assistance to community groups including
maintenance of facilities.
Moderate DCL
Continue to provide
3.3.1.2 Foster and celebrate arts and culture. Moderate DCL
facilities and
3.3.1
support community
groups, including
3.3.1.3 Promote library services and facilities. High DCL
arts, heritage and
Progressively restore and develop the Yarloop
cultural groups.
3.3.1.4 Workshops site as part of Yarloop’s Town
Development Plan.
Flagship DIS
3.3.1.5 Australind Development Investigation. High DIS
Continue to support
3.3.2 community events
and programs.
3.3.2.1
Provide financial and/or in-kind support to local
agricultural shows and festivals.
Moderate DCL
Places of cultural
3.3.3
significance are
recognised and
3.3.3.1
Include places of cultural significance within the
Municipal Inventory of Heritage places.
Moderate DSD
respected.
Continue to liaise
3.3.4
with relevant
indigenous groups,
3.3.4.1
Maintain communication links with key indigenous
and other cultural groups or leaders as required.
High DCL
as appropriate.
Develop and
implement
aboriginal
3.3.5.1
Implement the actions of the Reconciliation Action
Plan contained in the RAP Program.
High DCL
engagement
3.3.5
protocols in liaison
with the local
aboriginal
3.3.5.2
Implement the Shire's Aboriginal engagement
protocol.
High DCL
community.
42 | P a g eServices, infrastructure and facilities continue to meet community needs
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Continue to conduct Community meetings around
3.4.1.1 the Shire of Harvey to communicate with the
community and obtain feedback.
High DCL
Continue to monitor
the needs of the
3.4.1.2
Manage and maintain cemeteries to preserve and
enhance their cultural heritage.
High DIS
community, to
3.4.1 Develop and implement a Public Health Plan as
ensure access to
appropriate services
and facilities.
3.4.1.3
required in conjunction with neighbouring local
governments to protect and enhance services and
High DSD
wellbeing of the community.
3.4.1.4
Develop Place Plans to identify community needs
and ongoing review.
Very High DCL
Investigate
opportunities to
better engage our
3.4.2.1
Support youth services within the Shire and consult
with relevant youth organisations and local schools.
High DCL
3.4.2 youth, through
improved access to
services, facilities
3.4.2.2
Work with youth in the development of a Youth
Strategy.
High DCL
and programs.
Develop the
3.4.3
Leschenault
Recreation Park
3.4.3.1
Progressively implement the actions in the
Leschenault Recreation Park Master Plan.
High DCL
Sports Facility.
3.4.4.1
Review and revise the Harvey Community Hub
Study and prepare concept plans.
Flagship DIS
Complete the
3.4.4.2 Construction of the Harvey Community Hub. Flagship DIS
3.4.4 Harvey Community Identify and review the Shire’s freehold land assets
Precinct Study. 3.4.4.3 in terms of future planning for the most appropriate
uses of those parcels of land.
High DSD
Identify and review Reserve land in terms of future
3.4.4.4 planning for the most appropriate uses of those
parcels of land.
Moderate DSD
43 | P a g eService 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Lobby State
Government,
Advocate for retention of existing and provision of new
industry and
schools, in particular the Harvey Senior High School
`3.4.5
education providers
to maintain and
3.4.5.1 and Primary School, provision of a Binningup Primary
School and future second public High School in
Moderate CEO
enhance education,
Australind.
training services
and facilities.
Provide sufficient resource allocation for the provision
3.4.6.1 of services and facilities at Recreation Centres within
the Shire of Harvey.
High DCL
3.4.6.2
Implement building capital works identified in the
Forward Capital Works Program.
High DIS
Continue to
maintain and
enhance the 3.4.6.3
Implement the Leschenault Recreation Park Master
Plan.
High DIS
3.4.6 recreation centres
to service a wide
range of the 3.4.6.4
Implement the Harvey Recreation Grounds Master
Plan for the Harvey Recreation and Cultural Centre.
High DCL
community.
3.4.6.5
Develop Master Plan for Brunswick Recreation
Ground.
High DCL
3.4.6.6
Extension of Leschenault Leisure Centre with addition
of two indoor courts.
High DCL
Facilitate and
support expansion
3.4.7.1
Ongoing development and further expansion of
Brunswick River Cottages for Aged Persons.
Moderate DCL
3.4.7 of Aged Person’s
accommodation and
facilities.
3.4.7.2 Investigate the establishment of Harvey Cottages. Moderate DCL
Continue to support
Senior Citizen
3.4.8
Centres and senior
activities, in
3.4.8.1 Upgrade Harvey Senior Citizens Centre. Flagship DCL
accordance with
lease provisions.
44 | P a g eAffordable, diverse and quality accommodation options for both residential and business use
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Encourage joint
3.5.1
venture and private
partners to deliver
3.5.1.1
Continue to support providers of a range of housing
options.
High DSD
affordable housing.
Provide a planning
framework that
Complete Town Planning Schemes and Planning
3.5.2
accommodates
diverse living and
3.5.2.1 Policies review to accommodate a diversity of
accommodation and business use.
Flagship DSD
commercial
opportunities.
45 | P a g eA local transport network that ensures equity of access across the community to a safe standard
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Prepare and implement an Asset Management Plan
3.6.1.1 to ensure a defined service level is achieved for
roads and ancillary infrastructure.
Very High DIS
Provide a safe
standard of roads
3.6.1.2
Implement road capital works identified in the
Forward Capital Works Program.
Very High DIS
3.6.1
and ancillary
infrastructure. 3.6.1.3
Implement road maintenance works outlined in
Asset Management Plans.
Very High DIS
3.6.1.4
Install and maintain drainage in line with Forward
Capital Works Program.
Moderate DIS
Lobby for improved
public transport
Liaise with the Department of Transport for the
3.6.2
services, including
connecting into
3.6.2.2 provision of approved public transport, roads and
ancillary infrastructure funding.
High DIS
existing transport
networks.
Lobby for State and
Federal
3.6.3.1
Prepare grant submissions for roads and ancillary
infrastructure for road funding allocations.
High DIS
3.6.3 Government Liaise with relevant Government agencies to
funding for road
infrastructure.
3.6.3.2
advocate for the planning and development of slip
lanes off Forrest Highway into Binningup and
High DIS
Myalup.
46 | P a g e47 | P a g e
Civic Leadership
48 | P a g eStrong civic leadership representing the whole of the Shire which engages in
effective partnerships and reflects the aspirations of an engaged community.
Outcomes Key Indicators
A long term strategically focused Shire that is efficient, Compliance with IPR framework.
respected and accountable. Adoption of Compliance Return.
Services and infrastructure are provided with a customer focus Number of documented complaints.
and reflect the needs of the Shire’s residents.
Good business performance and quality service delivery within Compliance with regulatory requirements.
the regulatory framework continue to be provided. Progress to implementation of relevant plans.
A well informed, connected and engaged community that Attendance at community meetings.
actively participates. Number of nominations for Council vacancies.
The revenue needs of the Shire are managed in an equitable, Financial ratios within target.
proactive and sustainable manner.
Effective collaboration and shared services with other local, The level of regional participation.
state and federal government agencies, industry and
community organisations.
Maintain appropriate emergency services and planning. Number of BFB and SES volunteers.
Progress to implementation of relevant plans.
49 | P a g eLong term strategically focused Shire that is efficient, respected and accountable
Service 2020- 2021- 2022- 2023- 2024 Resp
Ref Strategy Action Ref Action
Priority 2021 2022 2023 2024 onwards Officer
Continue to identify and develop informing strategies
Implement the
Integrated Planning
4.1.1.1 and plans as required for Integrated Planning and
Reporting.
Very High CEO
and Reporting Review prepared Integrated Planning and Reporting
Framework
including the Long
4.1.1.2 plans, monitor and assess progress and make
amendments to plans as required.
Very High ALL
Term Financial
4.1.1 Plan, Workforce
Plan, Asset
4.1.1.3
Prepare the Annual Budget with regard to
recommendations in the Corporate Business Plan.
Very High DCS
Management Plans
and Corporate
Business Plan and
4.1.1.4
Implement Strategies detailed in the Workforce
Plan.
Very High CEO
Information
Technology Plan. 4.1.1.5
Develop Information Technology Plan, implement
actions and review annually.
High DCS
Continue to engage
the community
Continue to conduct a range of Community
4.1.2
through annual
community
4.1.2.1 Meetings around the Shire to communicate with and
obtain feedback from the community.
Very High CEO
meetings around
the Shire.
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