Shire of Bridgetown-Greenbushes
10+ Year
Strategic Community Plan
2013
Acknowledgement
The Shire of Bridgetown - Greenbushes wishes to acknowledge funding provided by the Department
of Local Government and Department of Regional Development and Lands through Royalties for
Regions to support this project.
Adopted by absolute majority on ____ June 2013
The Shire of Bridgetown-Greenbushes
PO Box 271
Bridgetown WA 6255
Ph: 08 9761 1555
Fax: 08 9761 2023
Email: [email protected]
www.bridgetown.wa.gov.au
Prepared by: UHY Haines Norton (WA) Pty Ltd
Telephone: (08) 9444 3400
Email: [email protected]
Contents
Message from the Shire President
1
About Our Shire
2
A Guide To This Plan
6
Aspirations & Values
13
Economic Objective
14
Environment Objective
19
Social Objective
24
Civic Leadership Objective
29
Summary of Objectives and Outcomes
34
Services and Facilities
35
Measuring Our Success
37
Who will Influence Our Success
38
Acronyms
39
Our Vision
A wonderful place to live, work, invest and
visit with the community working together
to achieve shared objectives.
Message from the Shire President
Welcome to our 2013 Strategic Community Plan for the Shire of Bridgetown-Greenbushes.
This plan shares our visions and aspirations for the future and outlines how we will, over the next
decade, work towards a brighter future for our community.
As a result of recent changes to the legislation, all Western Australian local governments are
required to develop a Strategic Community Plan for a period of at least 10 years. Our Strategic
Community Plan outlines our long term vision, values, aspirations and objectives, based on the input
provided by the community. We are also planning to develop a Corporate Business Plan, which will
be an internal working document to ensure our priorities and resources are aligned to the Strategic
Community Plan, and provide a mechanism to ensure the strategies are delivered.
This plan could not have been produced without the input of the local community and I thank
everyone for their enthusiastic response and taking the time to fill in the surveys and attending the
workshops. Your responses gave us a valuable insight into your visions and aspirations for the
future.
We believe we have captured your aspirations and have reflected these in our desired outcomes.
We will work in partnership with the community and other key stakeholders to deliver these
outcomes using the strategies we have detailed in this plan.
I welcome your contributions and thoughts, and look forward to continuing our focus to ensure the
Shire of Bridgetown-Greenbushes continues to be a wonderful place to live, work, invest and visit
with the community working together to achieve shared objectives.
Brian Moore
Shire President
Page | 1
About Our Shire
The Bridgetown-Greenbushes community
Located in the heart of the Blackwood River valley, the Shire of Bridgetown-Greenbushes is able to
boast beautiful scenery, stunning heritage buildings, extensive forests, national parks, wineries and
heritage walk trails. The district includes the heritage town of Bridgetown, the town of Greenbushes
with a long and proud mining history and other localities such as Catterick, Hester, Hester Brook,
Kangaroo Gully, Kingston, Maranup Ford, North Greenbushes, Sunnyside, Wandillup, Winnejup and
Yornup.
The Shire is generally bisected by South Western Highway, which runs through Bridgetown townsite
and the township of Yornup, connecting to Balingup and beyond to Bunbury to the north and
Manjimup to the south. Steere Street, Gifford Road and Bridgetown-Boyup Brook Road connect
Bridgetown east to Boyup Brook, with Brockman Highway connecting west to Nannup.
Greenbushes and North Greenbushes are located in proximity to South Western Highway with
Hester connected via Hester Road to both South Western Highway and Bridgetown-Boyup Brook
Road.
The Bunbury-Manjimup railway line also bisects the Shire from north to south, aligned through
Bridgetown, North Greenbushes, Hester and the township of Yornup. Although declared an
operational rail line no freight or passenger rail services currently operate, forcing all services via
road transport.
Known for the lifestyle opportunities it offers, Bridgetown was once a traditional timber and farming
based community. Both still remain important economic drivers in the Shire, as our tourism,
retail/commerce/service industries and a growing art and cultural movement.
The beautiful landscapes, heritage architecture, strong sense of community and access to services
are some of the reasons many people have decided to make a “tree change” and settle in the Shire.
In 2011 it was estimated that tourists visiting the Shire ranged from 80,000 to 100,000 persons
annually with approximately 86% being intrastate visitors. The largest local annual tourist event is
the ‘Blues at Bridgetown’ music festival. This weekend event attracts a large number of entertainers
and visitors, from around Australia and overseas, and brings a significant economic benefit to the
district. This event is just one of the many key events that form part of an annual calendar of quality
artistic and cultural events.
The current estimated resident population of 4,560 has increased by approximately 2% per annum
over the past five years. Australian Bureau of Statistics data for 2010 indicate the Shire’s male
residents represent approximately 50.4% of the total population, and female residents represent
approximately 49.6%, which is consistent with the State’s proportion of 51% male residents and 49%
female residents.
Page | 2
About Our Shire
The Bridgetown-Greenbushes Community (Continued)
Estimated resident
population
5000
2298
1000
2262
2000
2222 2244
3000
2189 2162
2132 2126
2095 2073
4000
0
2006
2007
2008
2009
2010
Males
Females
Data Source: Australian Bureau of Statistics
The age demographic of the resident population compared to the State is shown in the graph below.
Estimated resident population by age
group
25.0%
20.2%
18.9%
20.0%
15.4%
15.0%
11.8%
7.3%
10.0%
11.1%
9.1%
4.1%
5.0%
2.0%
0.0%
0
20
30
40
50
60
70
Bridgetown-Greenbushes
80
90
WA Average
Data Source: Australian Bureau of Statistics
Page | 3
About Our Shire
The Bridgetown-Greenbushes community (continued)
The age distribution of the population shows the number of residents in the Shire aged between 15
to 44 years is considerably lower than the State average. A number of members of the community
have suggested this may be due to factors such as limited employment and education opportunities,
particularly for the youth.
In contrast, the number of people aged from 45 to 74 years is noticeably higher than the State
average and supports the assertion many people have settled in the area as a lifestyle choice rather
than for employment.
Page | 4
About Our Shire
The natural landscape
The town of Bridgetown is located approximately 268 kilometres south of Perth and 95 kilometres
south of Bunbury and Greenbushes is located 17 kilometres north of Bridgetown. The district is
bordered by the Shires of Boyup Brook to the north and east, Manjimup to the South, Nannup to
the west and Donnybrook-Balingup to the north.
The Shire covers 1,691 km2 of agricultural farmland, State forest and national parks, mining leases,
Crown land and townsites. The majority of the Shire is
within the Blackwood River catchment area. The dominant
visual character of the Shire is one of vegetated or
pastured undulating landscapes. The diversity of
vegetation is represented within the Shire’s National Parks,
State Forests and Forest Conservation Areas
(approximately 45% of Shire Area) and areas of remnant
vegetation, with tree plantations influencing the vegetated
landscape.
There has been a significant investment in and
development of plantation forestry within the Warren Blackwood Region over many years, more
recently hard wood varieties for wood chips and paper pulp production.
The Blackwood River and its tributaries are a feature of the Shire and provide a picturesque
backdrop to the town of Bridgetown as well as recreational opportunities for tourists and visitors.
Annual events held on the Blackwood River include the Blackwood Marathon, power dinghy races
and the State Wildwater Kayaking Championships.
Fertile soils allow many different
plants and trees to be grown in the
Shire which is well known for its
scenery, scenic drives, walks and
gardens. The leaves of the wide
variety of deciduous trees provide a
range of colours in Autumn and the
area’s
beautiful
gardens
are
celebrated in the Festival of Country
Gardens during Spring. The Shire’s
diverse and changing landscapes have
lead to the Shire branding itself
“simply beautiful”.
Page | 5
A Guide to this Plan
The built landscape
Bridgetown is one of the oldest towns in the South West with the first settlers in the area recorded in
1857. Prior to European exploration and subsequent settlement of the district the land was inhabited by
Aboriginal tribes of the Nyungar groups. Previous research has indicated that specific tribes called
Kaneang and Pibelmen claimed portions of land within what is now the Shire of Bridgetown-Greenbushes.
In 1857 the first settlers in the Bridgetown area were E.G. Hester and J. Blechynden. In 1862 John Allnutt
settled on 4000 acres south east of Bridgetown. John Blechynden’s land on the north side of the
Blackwood River was acquired by the government for a future townsite.
By the late 1860s settlement had spread along the fertile river and stream valleys of the district with large
pastoral leases across the hills. In 1868 the town of Bridgetown (formerly Geegelup) was gazetted. The
town grew steadily through the 1870s and by 1879 it could boast several stores and public houses.
The district population continued to increase gradually until towards the end of the century when the
development of the timber saw milling industry and the arrival of the railway (in 1898) gave an added
boost to the economy and population.
In 1888 tin was discovered in the area of
Greenbushes by David Stinton. In the period
1897-1910 the buoyant price of tin triggered
rapid growth of Greenbushes with the
population being upwards of 3000 at its peak.
In 2000, Bridgetown was granted historic town
status by the National Trust. This status is a
recognition of the number of buildings still
standing that were initially constructed when
the town was founded. Some of the significant
heritage buildings include the Post Office and
two of the town’s hotels, as well as other civic,
commercial and industrial buildings built
around the time of Federation. The location of
heritage buildings and landmarks are published
in a self guided walk guide for visitors and
tourists.
Greenbushes also has a number of heritage buildings such as its Post Office and the Greenbushes Eco
Cultural Discovery Centre, as well as a heritage park and a heritage trail. The Town is possibly better
known for its open cut mine where tin, tantalite concentrates, lithium minerals and kaolin have been
mined since 1888. A central lookout point in the Town allows visitors to gain an appreciation of the
magnitude of the mine. The mine is the largest employer in the Shire employing about 290 people.
The other major employer in the Shire is a timber milling operation employing approximately 120 people
and supporting downstream processing companies such as timber furniture factories.
Community facilities available in Bridgetown include two primary schools, a district high school, childcare,
playgroup, district hospital, medical centre, dental clinic, chemist, two supermarkets, three banks,
hardware, trade and agricultural agencies, news agency, bakery, service stations, real estate agents,
Page | 6
A Guide to this Plan
The built landscape (continued)
bakeries and many tourist oriented businesses such as cafes, specialty stores and galleries. Most retail
activities are located in the main street precinct of Hampton Street, in Bridgetown. Greenbushes’
community facilities include a primary school, service station and convenience store.
A number of rural based wineries and cideries are located in the Shire. Sporting and recreational activities
include a recreation centre, gymnasium, outdoor pool, tennis courts, bowling club, golf club, walk trails
and ovals for cricket, football and soccer.
To service the agricultural and other industries, along with residents and visitors to the district, the Shire
maintains 218km of sealed roads and 576 km of unsealed roads.
Page | 7
A Guide to this Plan
Community engagement
In terms of the Integrated Planning and Reporting Framework and Guidelines, all local governments must
develop their 10+ year Strategic Community Plan through a community engagement process aimed at
identifying long term community aspirations, visions and objectives.
UHY Haines Norton (WA) Pty Ltd facilitated an engagement process where the Bridgetown-Greenbushes
community were asked to share their visions and aspirations for the future through four different
mechanisms, including:
 An on-line survey;
 A hard copy survey;
 A three hour community street event promoted as the ‘Bridgetown Wishing Tree’; and
 A community visioning workshop.
The community engagement data was collected from 12th March 2012 until 13th April 2012. In total, over
65% of the population was reached through a comprehensive engagement campaign, including:




The distribution of 2,314 flyers, which included
the on-line survey link, sent to every delivery
point within the Shire, including ratepayers and
occupiers, businesses and farms;
210 hard copy surveys were available at the Shire,
handed out at the community events and
distributed on request;
Bulk emails were sent to over 500 local residents
and/or community organisations, including a link
to the on line survey. On each of these emails a
request was made for the recipient to forward to
their own contacts and feedback from the
community indicates this occurred; and
Proactive communications strategies were
applied, including website updates, media
releases, local newsletters, notice board flyers
and word of mouth communication by Shire
representatives.
In total 270 responses were received, comprising:



192 local residents completed the surveys,
including 18 Councilors/shire employees and 9 visitors;
33 residents participated in the Bridgetown-Greenbushes ‘Community Wishing Tree’ event, held on
22nd March 2012; and
45 residents attended the ‘Community Visioning Workshop’ held on 22nd March 2012.
Page | 8
A Guide to this Plan
Community engagement (continued)
The responses were collated and analysed and presented to Elected Member and senior staff at strategic
planning workshops held on 23rd and 24th April 2012 to:



Review the Community’s visions, values, priorities and feedback;
Confirm the Shire’s vision, values and aspirations; and
Define the Shire of Bridgetown-Greenbushes Strategic Community Plan objectives, desired
outcomes and strategies.
The responses from the community provided the principal guidance to Council during these workshops.
The 270 responses received provide a 95% confidence level with a sampling error of plus or minus
5.79%. With an estimated population of approximately 4,560 residents, the number of survey responses
received represents 5.9% of the estimated population (ABS, National Regional Profile, 2010).
As represented in the following graph, respondents were from a range of age groups, although the
majority of respondents were aged from 40 to 69 years of age. Males and females were equally
represented amongst survey respondents.
Age Distribution
70-79
7%
80+ 0-19
1% 1%
20-39
15%
40-69
76%
0-19
20-39
40-69
70-79
80+
Approximately a third of the respondents described themselves as families with children (32.5%), while
67.5% of respondents indicated they were older or younger singles and couples with no children. By far the
majority of respondents came from Bridgetown (81%), while 12% came from a range of other areas
including various suburbs within the Perth metropolitan area, and nearby regional localities.
Approximately 7% did not provide their residential location.
More than half of the respondents have lived in Bridgetown-Greenbushes for more than 10 years (53%),
while 11.9% have only lived in Bridgetown-Greenbushes for 0-2 years, 16.8% for 3-5 years, and 18.4% for 610 years.
The surveys and community feedback provided an insight into the key issues and aspirations, important to
the local community. These views have been recognised by Council and subsequently shaped the visions,
values, objectives, desired outcomes and strategies documented in this Plan.
Page | 9
A Guide to this Plan
Community importance and satisfaction
A portion of the survey respondents contributed their views on the importance of, and satisfaction with,
current and future Shire services. The results are grouped and summarised in the table below providing a
guide to the prioritisation of service provision.
Whilst not a definitive priority listing, this table will assist in guiding the Shire with future prioritisation of
service provision. The table categorises services according to the community’s assessment of their relative
importance and satisfaction.
Very Important/ Low Satisfaction
Long term planning
Financial management
Community engagement
Storm water drainage
Disability access
Town planning
Aged person accommodation
Economic development
Very Important / High Satisfaction
Emergency services
Ranger services - Fire prevention/compliance
Rubbish tip
Town roads maintenance
Townscape presentation
Rural roads maintenance
Maintenance
Swimming pool
Town parks
Visitor Centre services
Recreation centre
Council's customer service
Provision of car parking areas
Footpath maintenance
Important / Low Satisfaction
Environmental initiatives
Weed control - shire reserves
Weed control - road reserves
Vegetation management
Monitoring of sustainability
Health administration and control
Local/regional tourism promotion funding support
Walk trails, bridle trails, etc.
Regional collaboration
Shire initiated community events
Skate parks
Building control
Industrial development
Museum management
Cemetery management
Ranger services - Parking control
Employee housing
Important / High Satisfaction
Improvement to Library and Library services
Public toilets
Playgrounds
Landscaping
Ranger services - Animal control
Community halls
Rubbish and recycling kerbside collection
Tourism management
Tree pruning
Sporting facilities
Festival and event funding support
Street lighting
Page | 10
A Guide to this Plan
What is in this plan
The Shire of Bridgetown-Greenbushes Strategic Community Plan reflects the vision for the future and is the
principal strategic guide for our future planning and activities.
Based on the community engagement, we have set out the vision for the Shire’s future and captured the
community’s aspirations and values.
A strategic objective has been developed for each of the four identified key areas of community interest
being, economic, environmental, social and civic leadership. Desired outcomes have been determined to
achieve each of the objectives after considering the capacity of the Shire’s current and future resources,
along with demographic trends.
For each strategic objective the following is provided:

a summary of the major issues highlighted by the community;

a selection of the community’s comments;

the opportunities available to the Shire;

how we will know we are achieving the strategic objective;

outcomes we obtain by achieving the strategic objectives;

strategies to achieve each desired outcome; and

key partners identified to assist us with each strategy.
The plan also provides details of how the Shire will measure success in achieving the objectives, and who
else has influence over the Shire’s ability to achieve these objectives.
Courtesy: Josh Cowling Photography
Page | 11
A Guide to this Plan
How we will use this plan
This plan shares the community’s visions and aspirations for the future and outlines how the Shire will, over
the long term, work towards a brighter future for the Bridgetown-Greenbushes community.
As we look to the future, the 2013 Strategic Community Plan will influence how the Shire, resources and
deliver its operations. It will also be the primary driver for all other planning undertaken by the Shire.
The Shire of Bridgetown-Greenbushes intends to use the Strategic Community Plan in several ways,
including:







Guide Council priority-setting and
decision-making;
A mechanism for the on-going interaction
of local planning initiatives;
Inform the decision-making at other
agencies and organisations, including
community and State Government;
Provide a rationale to pursue grants and
other resources to demonstrate how
specific projects align with the aspirations
of the community,
and within the
strategic direction outlined in the
Strategic Community Plan;
Inform potential investors and developers
of the community’s key priorities, and the
ways in which it seeks to grow and
develop;
Engage local businesses, community
groups and residents in various ways to
contribute to the Shire’s future; and
Provide a framework for monitoring
progress against our vision, values and
aspirations.
Importantly, plans are only effective if resourced adequately to ensure an outcome.
The strategies will be prioritised and actions applied, after an assessment of available resources, through
the development of an annual Corporate Business Plan.
After adoption, a desktop review of the Bridgetown-Greenbrushes Strategic Community Plan will be
undertaken in 2015 with a full renewal in 2017. The community will be notified and given an opportunity
to participate in the renewal process.
Page | 12
Aspirations and Values
Community aspirations and values
The community identified the following aspirations and values:








Strong community spirit and sense of belonging;
Honesty, integrity and compassion;
Respect for people and the environment;
Acceptance of diversity;
Openness and accountability;
Equity and fairness for all;
Effective communication and cooperation; and
Responsible management.
Page | 13
Economic
Objective 1:
A strong, resilient and balanced economy.
“Bridgetown is lucky that it already has a good cross-section of
businesses and jobs. I'd like to see this maintained. Small
businesses should be encouraged, along with art initiatives and
community co-ops.”
– Member of Community
Page | 14
Objective 1.
A strong, resilient and balanced economy.
What the community told us
The
community
identified
employment
opportunities as one of the most important
‘wishes’ for the future. Other key issues identified
in relation to the economy were:
 To retain and attract a diverse range of
businesses;
 Improve access to technology;
 Promote industries that will not harm the
natural environment and lifestyle;
 Leverage aged care, community services
and tourism as important economic
drivers;
 Attract a steady population growth across
a diverse demographic profile; and
 Increase the size of the industrial area.
The opportunity
The Shire of Bridgetown-Greenbushes is without
question, extremely privileged. Situated amongst
valleys of natural beauty, endowed with distinct
local heritage, charming main streets, excellent
community services and infrastructure, a diverse
range of local businesses and industries and
affordable housing, all within close proximity to a
regional centre – it is an enviable community
which people naturally gravitate to.
The
community clearly appreciates and values its
fortunate position and is adamant economic
growth should not impact on quality of life.
Quotes from the community
“We desperately need more businesses and
therefore more jobs available.”
“I would like to see more light industry and retail
establishments as these would provide local
employment.”
“Economic prosperity will be dependent on the
'new' incomes that come to town as the area
becomes more attractive to tree-changers. Every
effort should be made to encourage and support
this trend. The challenge is not to lose the rural
attraction that brought them to town in the first
place.”
“A variety of local businesses including boutique
and tourist based as well as ongoing local business
support to existing businesses in town.”
“No great thumping industries or shopping
centres – keep it small. Keep it local.”
“More jobs need to be created so Bridgetown is
not just full of retirees.”
“Economic prosperity is a relative term. Diverse
small businesses... agricultural, crafts, creative
/artistic pursuits, service industries such as shops,
accommodations, tourist ventures and a couple of
larger employers such as Talison which will anchor
the local economy... The diversity will bring
visitors into the area.”
The community acknowledges growth is
important within both Bridgetown and
Greenbushes, to retain local businesses, attract
employment opportunities for youth and to
ensure the community does not become a
retirement village. The community is keen to
leverage the area’s natural assets. To do this, we
will support existing industries and attract and promote new ‘value add’ and light industries, particularly in
the tourism, agriculture, art and cultural sectors.
The Shire will implement sound planning practices and ensure there is adequate consideration of the social
and environmental impacts of all future development, in order to achieve balanced growth for the
community, whilst also enhancing the natural environment and retaining the local character and relaxed
lifestyle.
Page | 15
A strong, resilient and balanced economy.
Objective 1.
How will we get there?
The following strategies have been identified as contributing to the achievement of each outcome.
Outcome 1.1
A diverse range of employment opportunities.
Key Partners
1.1.1
Develop the Shire as a centre for natural trails such as multi-use walk, bike,
kayak and bridle trails.
1.1.2
Develop and implement a Tourism Strategy.
TWA
1.1.3
Support value-add and service industries.
BCC
1.1.4
Support and provide education and training opportunities, including local
traineeships.
1.1.5
Implement the Active Ageing Strategy.
DoHA, SWDC, DoH
1.1.6
Implement the education and training strategies detailed in the Youth
Policy and Strategy.
DoE, BDHS, DTWD
Outcome 1.2
Ensure infrastructure and services are provided for future
development in keeping with the environment.
WBSA, DSR, TWA,
DEC, RDL
DoE, BDHS
Key Partners
1.2.1
Identify opportunities for expansion of the commercial area.
DoP, LC
1.2.2
Develop a light industrial area adjacent to the Bridgetown sportsground.
DoP, LC, RDL
1.2.3
Lobby State Government to make available industrial land at the regional
site near Greenbushes.
MLA, MLC, DoP, LC,
SWDC, RDL
1.2.4
Lobby the State Government for infill sewerage in Bridgetown and
investigate potential infill sewer in Greenbushes.
MLA, MLC, WC,
DoHA, DoP, WBSA,
SWDC
1.2.5
Lobby State Government to extend reticulated gas to the south west
region, including Bridgetown-Greenbushes.
1.2.6
Continue to work with Water Corp for the provision of infrastructure to
improve continuity of supply of reticulated/potable water.
WC
1.2.7
Monitor availability of electricity supplies in the area to ensure there is
sufficient capacity available to meet long term needs.
WPC
1.2.8
Support business incubation and representative organisations.
MLA, MLC, DPC,
Alinta, SWDC,
WBSA
BCC, SWDC
Page | 16
A strong, resilient and balanced economy.
Objective 1.
1.2.9
Improved facilities for tourists.
Outcome 1.3
Improved access to technology and communications in line with the
national standard.
TWA, DEC, WBSA,
RDL
Key Partners
1.3.1
Lobby the Federal Government for access to broadband services.
MHR
1.3.2
Secure funding for improved communication services.
MHR
Outcome 1.4
The aged care sector is to be one of the Shire’s important economic
drivers.
Key Partners
1.4.1
Implement the Active Ageing Strategy.
DoHA, SWDC, RDL,
WBSA
1.4.2
Continue to support a regional approach to aged care.
DoHA, SWDC, RDL,
WBSA
Outcome 1.5
Maintain an appropriate standard of transport networks, roads and
pathways.
Key Partners
1.5.1
Maximise funding opportunities.
MRWA, MHR,
WALGA
1.5.2
Lobby State Government to ensure transport networks are maintained.
MLA, MLC, WALGA,
WBSA
1.5.3
Support and lobby for the reopening of the Bunbury Manjimup rail line.
MLA, MLC, DOT,
WBSA, DoP
1.5.4
Implement Asset Management Plans.
RDL
1.5.5
Implement the Bicycle Network Plan.
DOT
1.5.6
Implement and review the Regional Trails Masterplan.
DSR, DEC, TWA,
WBSA
Page | 17
A strong, resilient and balanced economy.
Objective 1.
Outcome 1.6
1.6.1
The Bridgetown CBD is a safe and amenable trafficable area.
Continue to monitor changes in use patterns, behaviour and the perception
of safety since completion of the Hampton Street upgrades, to determine
the need or otherwise of further options including the possibility of
reactivating planning for a heavy haulage deviation or bypass road.
1.6.2
Monitor the effectiveness of information and directional signage.
1.6.3
Continue to review CBD parking requirements.
1.6.4
Continue to implement the recommendations from the Lighting Audit.
Key Partners
MRWA, BCC
MRWA
MRWA, BCC
WPC
Page | 18
Environment
Objective 2:
Our unique natural and built environment is
protected and enhanced.
“The main asset we have in Bridgetown is the natural
beauty and peace. Wherever possible this should be
preserved and building should always be in keeping with
the surrounds.”
– Member of Community
Page | 19
Objective 2.
Our unique natural and built environment is protected and
enhanced.
What the community told us
The key issues in relation to the environment were:






Promote well-planned and balanced
development that will not impact on the
integrity of the natural environment;
Make better use of the natural attractions
such as the Blackwood river, and
continually improve parks and open
spaces;
Retain and preserve features of the natural
environment;
Promote use of water and energy
efficiency measures;
Continue to monitor and evaluate the
impact of traffic in the main street; and
Maintain heritage buildings and the ‘local’
character of the main streets.
The opportunity
The Bridgetown-Greenbushes community are
proud of their natural environment, charming main
streets and local heritage, and consider these traits
amongst the community’s most valued attributes.
Quotes from the community
“Greater recognition of the Blackwood River –
more public access/use of this asset.”
“The population of Bridgetown will increase but
we must strike a balance between the natural
environment and development. The town must
retain its rustic charm.”
“Any new developments must fit in with the
heritage and ambience of Bridgetown. Focus on
developing nature walks and encouraging eco
tourism, highlighting the natural environment
aspects of Bridgetown and its surroundings.”
“To keep and maintain majority of her trees and
river and hold on to the country feel of the whole
of the environment including preserving old
buildings and keeping new ones in line with our
current theme.”
“Not to over crowd, leave space, more trees,
develop the banks of the Blackwood River for the
use of visitors and the community.
Continuing to ensure a high standard of
presentation and amenity will reinforce
Bridgetown as an attractive and inviting town,
which will in turn, encourage future residents, and
entice visitors and commuters to extend their stay.
The community’s interest presents a good opportunity to promote and encourage a sense of stewardship
to actively engage and support future environmental and Town Centre improvement initiatives.
The community is keen to ensure its environmental assets are maximised. It is the perception of some
community representatives that Bridgetown currently turns its back on the Blackwood River, one of its
greatest assets. Increased recreational/commercial activity along the river, improved facilities in parks and
open spaces, and a larger network of nature trails were some examples highlighted, which would improve
accessibility and ensure the community can get greater enjoyment from its natural environment.
Bridgetown-Greenbushes is well placed to become a key destination for trails and recreational based
tourism because of its unique natural environment.
Page | 20
Objective 2.
Our unique natural and built environment is protected and
enhanced.
How will we get there?
The following strategies have been identified as contributing to the achievement of each outcome.
Outcome 2.1
Maintain the heritage and character of the main streets in Bridgetown
and Greenbushes.
Key Partners
2.1.1
Monitor the effectiveness of the existing policy and design guidelines.
HCWA
2.1.2
Ensure the maintenance of the Town Centres achieves a high level of
appearance and amenity.
MRWA, BCC, MCBF
Outcome 2.2
2.2.1
Recognition and retention of our cultural, indigenous and heritage assets.
Key Partners
Review the municipal heritage inventory.
HCWA, BHS,
GRRA
2.2.2
Recognise the requirements associated with aboriginal heritage planning.
DIA, HCWA
2.2.3
Prepare conservation plans for key shire owned heritage buildings.
2.2.4
Work with the community to identify and assist in the implementation of
projects that promote the unique heritage and history of each town.
Outcome 2.3
Improve parkland areas and public open spaces.
HCWA
HCWA, DEC,
BGVC, BHS, GRRA
Key Partners
2.3.1
Implement the Public Art Strategy.
DCA
2.3.2
Continue to prepare management or conservation plans for key bushland
reserves.
DEC
2.3.3
Prepare a Parkland Improvement Strategy.
-
Page | 21
Objective 2.
Our unique natural and built environment is protected and
enhanced.
Outcome 2.4 Protect and better utilise the river and natural landscape as an asset to
the Shire.
2.4.1
Identify opportunities for protecting and enhancing the health of the
Blackwood river and its tributaries.
2.4.2
Implement the Regional Trails Masterplan.
2.4.3
Identify opportunities for greater recreational and commercial use of the
Blackwood river.
2.4.4
Support and promote sound environmental management practices.
2.4.5
Implement the Council’s Pest Plant Strategy.
Outcome 2.5
Our communities are ‘fire prepared’.
Key Partners
DoW, BBG
DSR, TWA, DEC
TWA, BBG
BVL
DAFWA
Key Partners
2.5.1
Rehabilitate, protect and conserve Shire controlled land, including hazard
reduction.
FESA, DEC
2.5.2
Continue to support community education and information programs in
relation to fire protection.
FESA, DEC
2.5.3
Continue to support the Community Emergency Services Manager position, in
partnership with FESA.
2.5.4
Investigate the need for policies and strategies concerning fire management
on private properties.
Outcome 2.6
2.6.1
An effective drainage network.
Prepare a storm water management plan for Bridgetown and Greenbushes.
Outcome 2.7
Efficient and effective waste management services.
FESA
FESA, DEC
Key Partners
DoW, MRWA
Key Partners
2.7.1
Provide an efficient and effective kerbside waste and recyclables collection
service.
-
2.7.2
Provide an efficient and effective kerbside waste and recyclables collection
service..
DEC
Page | 22
Our unique natural and built environment is protected and
enhanced.
Objective 2.
Outcome 2.8
Natural resources are used efficiently and effectively.
2.8.1
Investigate retrofitting of Shire buildings for energy and water efficiency.
2.8.2
Future development of Shire buildings incorporates environmental
sustainable design principles.
2.8.3
Source gravel from local land for road works, using powers under the Local
Government Act with the view to minimise transport distances.
2.8.4
Investigate alternative sources of water supply for reticulation of Shire
reserves.
2.8.5
Support and promote sound environmental management practices.
Outcome 2.9
Increased community involvement in managing the natural
environment.
2.9.1
Investigate the re-establishment of a community land care service.
2.9.2
Support the development of community gardens.
2.9.3
Support the establishment of ‘friends of’ groups, for Shire reserves.
Outcome 2.10
Key Partners
WC
-
DEC
DoW, WC
BVL
Key Partners
DAFWA, DEC
BES and Friends
of Maslin,
Geegelup, etc
Increased resilience to manage environmental threats.
Key Partners
2.10.1
Monitor the Shire’s risk management profile and exposure to risk.
-
2.10.2
Explore links and support for Transition Towns concepts.
2.10.3
Continue to liaise with WALGA on development of a Climate Change response.
TB
WALGA
Page | 23
Social
Objective 3:
Our community enjoys a high quality of life
“As the town has an ageing population, it will be
important to offer good health and social support
facilities. For the young people of the town, it will be
necessary to provide more activities.”
– Member of Community
Page | 24
Objective 3.
Our community enjoys a high quality of life.
What the community told us
The key issues identified in relation to social
well-being were:








Continue to provide good community
infrastructure;
Continue to maintain the variety and
quality of the community services
currently available including health,
education and social support;
Improve aged care services and
facilities, including housing, to meet
future demand;
Maintain the level of affordable
housing;
Support volunteerism;
Ensure new and existing residents are
welcomed;
Improve the range of education and
training facilities; and
Promote artistic / creative expression
to build local pride.
The opportunity
The community is very aware its social well
being is one of its key attractions, including its
excellent services and facilities, friendly people,
safe environment and rural lifestyle.
The community appreciates its high standard of
services and facilities for a rural community,
and would like to see these maintained. The
increasing aged population is evident, and it
will be important to ensure these facilities and
services are improved, as demand increases.
The community is also keenly aware it must
attract a diverse population, so it does not
become
predominately
a
retirement
community. Many would like the high school
extended to include Year 12, however it also
acknowledged that this is unlikely to be
achieved, unless there is an increase in population.
Quotes from the community
“I would hope that health, education and recreational
services continue at their current high standards, also
aged care facilities and safety.”
“I will be retired and would like Bridgetown to be the
model township for retired people – safe, clean and a
wonderful community spirit.”
“I believe we desperately need to think about housing
for the ageing population.”
“I think we are very lucky with schools, hospitals &
doctors, crime levels etc. Just to maintain this level of
service will be good!”
“The social well-being of the town is what attracts
people to live here and it is important that the above
aspects are addressed in future.”
“Social well being is vital as happy residents stay and
take an active part in community life. Good health
facilities, education - preferably to Year 12, social
support, recreational opportunities and affordable
housing will help retain low crime rates. All residents
should feel welcome and nurtured. These factors
build strong communities.”
“It is critically important, as it is the ability of a
community to work together that makes a community
"great" and a nice place to be a part of….”
“A wide selection of passive and active recreation and
sporting facilities. Involvement of the retired aged
group in schools and other volunteer programmes.”
How will we get there?
Page | 25
Objective 3.
Our community enjoys a high quality of life.
The following strategies have been identified as contributing to the achievement of each outcome.
Outcome 3.1
Maintain a high standard of lifestyle, recreational and cultural facilities.
Key Partners
3.1.1
Ensure the Bridgetown-Greenbushes Recreation Centre provides a
wide range of activities and services, at an appropriate cost.
DSR
3.1.2
Redevelop the Bridgetown Swimming Pool.
DSR
3.1.3
Implement the Library Business Plan.
3.1.4
Update and implement the Sport and Recreation Strategic Plan.
3.1.5
Investigate the feasibility of the Shire as a Centre of Excellence for
artistic and cultural pursuits.
3.1.6
Continue to support Arts, Culture and Recreation.
3.1.7
Implement the Regional Trails Masterplan.
Outcome 3.2
3.2.1
Outcome 3.3
Bridgetown-Greenbushes is an aged friendly community.
Bridgetown-Greenbushes is an aged friendly community..
A diverse population.
SLWA
DSR
DCA, DC
DSR, TWA, DEC
Key Partners
DC
Key Partners
3.3.1
Implement the Youth Policy and Strategy.
DC
3.3.2
Encourage a diverse range of employment opportunities.
-
Outcome 3.4
Maintain a safe community.
Key Partners
3.4.1
Implement the findings of the Lighting Audit.
WPC
3.4.2
Install and monitor CCTV.
OCP
3.4.3
Continue to liaise with WA police as required.
WAP
3.4.4
Continue to monitor emergency risk, preparedness and response.
FESA
3.4.5
Monitor the Shire’s risk management profile and exposure to risk.
-
Page | 26
Objective 3.
Outcome 3.5
Our community enjoys a high quality of life.
Maintain and enhance community services including health, education
and housing.
Key Partners
3.5.1
Promote steady population growth to maintain and enhance current
service provision.
3.5.2
Consult with the State Government to review the status of the
Bridgetown High School.
DoE, BDHS
3.5.3
Collaborate with regional partners and government agencies for health
service provision and community housing development.
DoHA, DoH
3.5.4
Implement the Youth Strategy and Policy.
3.5.5
Continue to support the provision of education and training.
3.5.6
Continue to assess service provision levels.
-
3.5.7
Continue to provide Community Grants and Service Agreements up to a
prescribed limit set by Council.
-
Volunteers and community groups continue to be acknowledged and
supported.
Key Partners
3.6.1
Continue to provide Community Grants and Service Agreements up to a
prescribed limit set by Council.
-
3.6.2
Continue to conduct the annual ‘Thank the Volunteer’ Function.
3.6.3
Continue to nominate community groups for State and Federal awards.
DC, MLA, MHR
3.6.4
Continue to provide advice and assist local community organisations to
identify funding sources.
DSR, DC, TWA
A wide range of local and regional events.
Key Partners
Continue to fund and/or support local and regional events where a
demonstrable community benefit can be shown.
DSR, DC, EC
(TWA)
Outcome 3.6
Outcome 3.7
3.7.1
-
DC
DoE, DTWD
DC
Page | 27
Objective 3.
Our community enjoys a high quality of life.
Maintain our strong sense of community.
Key Partners
3.8.1
Continue to publish the council newsletter.
-
3.8.2
Continue to fund and/or support local and regional events where a
demonstrable community benefit can be shown.
-
3.8.3
Continue to acknowledge and support volunteers and community groups.
Outcome 3.8
Outcome 3.9
Improved education and employment opportunities for youth.
DC
Key Partners
DC
3.9.1
Implement the Youth Policy and Strategy.
3.9.2
Continue to support the provision of education and training.
DoE, DTWD
An inclusive and accessible community.
Key Partners
Outcome 3.10
3.10.1
Update and implement the Disability Access and Inclusion Plan, and
include the audit findings.
3.10.2
Investigate possible local and regional transport solutions relevant to the
Active Aging Strategy and the Youth Strategy and Policy.
DC
DOT, DC
Page | 28
Civic Leadership
Objective 4:
A collaborative and engaged community
“The Shire should be in partnership with the community, have
a community focus and be viewed with pride by the local
community.”
– Member of Community
Page | 29
Objective 4.
A collaborative and engaged community.
What the community told us
The key issues identified in relation to civic
leadership were:





Improved consultation and engagement in
major decision making with the
community;
Reduced bureaucracy and more responsive
decision making;
The importance of decisions being made at
a local level;
Strong and decisive leadership that
advocates for the region; and
Improved service delivery.
The opportunity
The community overwhelmingly expressed an
interest in being engaged and involved in the
decision making process – to develop a clear vision
and to establish a respectful partnership towards
the future development of the Shire.
This Strategic Community Plan, which is based on
the community’s vision and aspirations, provides a
vision for the Shire’s future, and outlines a
partnership approach to achieving its objectives.
The Shire is committed to improving its
engagement and communication processes, and is
open to constructive feedback and input, to ensure
the final plan, which will be the primary document
to guide its future service delivery over the next
decade, meets the community’s expectations.
Quotes from the community
“Listening and working with the community and
following the vision.”
“I would like our Council to remain local as it
provides close governance.”
“A local council that listens to the needs and
concerns of the constituents and is completely
transparent in all dealings.”
“The way things are now seems OK. A
democratically elected council that has the real
interests of the local people at heart.”
“Accessible councillors, community planning
and opinion. Respect the opinions of
community and individuals.”
“The Shire should be in partnership with the
community with a community focus., and be
viewed with pride by the local community as an
asset”.
Don't be afraid of community consultation...
Financially secure to deliver its program.
Working in collaboration with regional
partners. Strong private sector relationships.”
Amalgamation is a highly debated issue. Some
members of the community support amalgamation, particularly with the adjacent smaller communities.
Others would like the Shire to remain independent.
Financial responsibility, strong leadership and good governance are also seen as fundamental principles
that should underpin the Shire’s operations. Strategies have been included in this plan, to ensure the Shire
achieves these expectations.
Page | 30
Objective 4.
A collaborative and engaged community.
How will we get there?
The following strategies have been identified as contributing to the achievement of each outcome.
Outcome 4.1
A community that actively participates in civic life
Key Partners
4.1.1
Continue to publish the council newsletter.
4.1.2
Continue to acknowledge and support volunteers and community
groups.
DC
4.1.3
Regularly review community engagement strategies and policies.
-
4.1.4
Implement an annual feedback survey.
-
4.1.5
Investigate social networking opportunities.
-
4.1.6
Update the Shire and Visitor Centre website.
BGVC, TWA
4.1.7
Continue to provide information packs to new residents.
4.1.8
Support initiatives to nurture local leaders in partnership with
community groups.
4.1.9
Provide regular feedback to the community on the outcomes of
engagement.
Outcome 4.2
A high standard of governance and accountability.
-
Community
Groups
-
Key Partners
4.2.1
Continue to provide Elected Member training and development.
4.2.2
Encourage WALGA to facilitate training on-line or in the South West
region.
4.2.3
Ensure compliance with relevant legislation.
-
4.2.4
Periodically review the organisational structure and its required service
levels.
-
4.2.5
Implement an annual feedback survey to monitor service provision.
-
4.2.6
Provide quality local government services.
-
DLG, WALGA
WALGA
Page | 31
Objective 4.
Outcome 4.3
4.3.1
Outcome 4.4
A collaborative and engaged community.
To be strong advocates representing the community’s interests.
Lobby government and industry to represent the community’s needs, as
required.
The Shire provides a can-do approach within the regulatory framework.
Key Partners
BCC, MLA, MLC
Key Partners
4.4.1
Review existing policies to determine if the regulatory framework is
aligned to the needs of the broader community.
-
4.4.2
Provide staff training to improve communication skills and customer
relations.
-
4.4.3
Provide better information to the community regarding regulatory
requirements.
-
4.4.4
Implement annual customer feedback surveys and targeted surveys
(including feedback forms).
-
Outcome 4.5
Long term financial viability.
4.5.1
Develop and implement the Integrated Planning and Reporting
framework.
4.5.2
Monitor and consider initiatives through local government reform.
4.5.3
Seek efficiencies in planning and operations.
4.5.4
Minimise own source funding of capital projects.
4.5.5
Implement the Corporate Business Plan.
Outcome 4.6
The revenue needs are managed in an equitable and sustainable
manner.
4.6.1
Establish targets and monitor performance for income stream types.
4.6.2
Identify appropriate areas for the application of the user pays cost
recovery principle.
4.6.3
Review the rating structure at least once every 5 years.
Key Partners
DLG
DLG, WALGA
DLG, DoP
DLG
Key Partners
DLG
DLG, BRRA, GRRA
Page | 32
Objective 4.
Outcome 4.7
A collaborative and engaged community.
A high standard of human resource management practices.
Key Partners
4.7.1
Develop and implement a Workforce Plan, including a staff attraction
and retention strategy.
-
4.7.2
Continue to implement staff training and development programs.
-
4.7.3
Improve the Shire office accommodation for staff.
-
Outcome 4.8
To increase regional collaboration.
4.8.1
Maintain membership of the Warren Blackwood Strategic Alliance.
4.8.2
Actively participate in the south-west zone of WALGA and the southwest branch of the LGMA.
4.8.3
Continue to collaborate and investigate opportunities for shared services
in cooperation with regional partners.
Outcome 4.9
Maintain appropriate emergency services and planning.
Key Partners
WBSA
WALGA
-
Key Partners
4.9.1
Monitor the Shire’s risk management profile and exposure to risk.
FESA
4.9.2
Continue to support the Community Emergency Services Manager
position, in partnership with FESA.
FESA
4.9.3
Continue to support LEMAC.
FESA
4.9.4
Monitor and review emergency management policies and strategies.
FESA
4.9.5
Recognise the commitment of volunteers (also refer to Outcome 3.6).
DC
Outcome 4.10
Best practice asset management.
4.10.1
Develop and implement asset management plans.
4.10.2
Periodically review the use of Shire buildings to ensure there use is
optimised.
Key Partners
DLG
-
Page | 33
Summary of Objectives and Outcomes
The following table summarises the desired outcomes to achieve each objective.
A strong, resilient
and balanced
economy.
ENVIRONMENT
Our unique natural
and built
environment is
protected and
enhanced.
Our community
enjoys a high
quality of life.
CIVIC LEADERSHIP
Outcomes
1.1
A diverse range of employment opportunities.
1.2
Ensure infrastructure and services are provided for future development in
keeping with the environment.
Improved access to technology and communications in line with the national
standard.
The aged care sector is one of the Shire’s important economic drivers.
Maintain an appropriate standard of transport networks, roads and pathways.
The Bridgetown CBD is a safe and amenable trafficable area.
Maintain the heritage and character of the main streets in Bridgetown and
Greenbushes.
Recognition and retention of our cultural, indigenous and heritage assets.
Improve parkland areas and public open spaces.
Protect and better utilise the river and natural landscape as an asset to the Shire.
Our communities are ‘fire prepared’.
An effective drainage network.
Efficient and effective waste management services.
Natural resources are used efficiently and effectively.
Increased community involvement in managing the natural environment.
Increased resilience to manage environmental threats.
Maintain a high standard of lifestyle, recreational and cultural facilities.
Bridgetown-Greenbushes is an aged friendly community.
A diverse population.
Maintain a safe community.
Maintain and enhance community services including health, education and
housing.
Volunteers and community groups continue to be acknowledged and supported.
A wide range of local and regional events.
Maintain our strong sense of community.
Improved education and employment opportunities for youth.
An inclusive and accessible community.
A community that actively participates in civic life.
A high standard of governance and accountability.
To be strong advocates representing the community’s interests.
The Shire provides a can-do approach within the regulatory framework.
Long term financial viability.
The revenue needs are managed in an equitable and sustainable manner.
A high standard of human resource management practices.
To increase regional collaboration.
Maintain appropriate emergency services and planning.
Best practice asset management.
1.3
1.4
1.5
1.6
2.1
SOCIAL
ECONOMIC
Objectives
A collaborative
and engaged
community.
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
2.10
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
3.10
4.1
4.2
4.3
4.4
4.5
4.6
4.7
4.8
4.9
4.10
Page | 34
Services and Facilities
Services and facilities provided by the Shire are linked with the relevant strategy of the Strategic
Community Plan in the following table. The table provides a connection between the services and facilities
and the desired outcomes and community vision for the Shire of Bridgetown-Greenbushes.
Services
Associated strategic reference
Community Services
Aged and disabled services
Arts and Culture
Crime prevention
Education services support
Indigenous relations
Youth services
1.1.5 ♦ 1.4.1 ♦ 1.4.2 ♦ 3.2.1 ♦ 3.10.1 ♦ 3.10.2 .
2.3.1 3.1.4 ♦ 3.1.5 .
3.4.1 ♦ 3.4.2 ♦ 3.4.3 .
1.1.4 3.5.2 ♦ 3.5.5 ♦ 3.9.2 .
2.2.2 .
1.1.6 3.3.1 ♦ 3.5.4 ♦ 3.9.1 ♦ 3.10.2 ..
Shire Services
Building control
Community development
Community engagement/support
Council's customer service
Drainage, stormwater and flood management
Economic development
Emergency services
Environmental initiatives/management
Festival and event management
Financial management
Governance & elected member support
Health administration & inspection
Information & Communications Technology
Land Development
Landscaping
Local Business Support
Long term planning
Maintenance
Marketing and Promotion
Political & Industry Lobbying
Regional collaboration
Reserves management
Sport and Recreation services
Staff development
Support for volunteers
Tourism management
Town planning
Waste collection & management
2.2.1 ♦ 2.2.3 ♦ 2.8.1 4.2.3 ♦ 4.4.1 ..
2.2.4 ♦ 2.3.1 3.5.7 ♦ 3.6.1 ♦ 3.6.3 ♦ 3.6.4 .
2.2.4 ♦ 2.9.1 3.6.4 4.1.3 ♦ 4.1.5 ♦ 4.1.8 ♦ 4.1.9 .
3.5.6 ♦ 3.8.1 4.1.1 ♦ 4.1.4 ♦ 4.1.6 ♦ 4.1.7 ♦ 4.2.5 ♦ 4.2.6 ♦ 4.4.3 ♦ 4.4.4 .
2.6.1 .
1.2.8 .
2.5.2 ♦ 2.5.3 ♦ 2.5.4 3.4.3 ♦ 3.4.4 ♦ 3.4.5 4.9.1 ♦ 4.9.2 ♦ 4.9.3 ♦ 4.9.4 .
2.4.1 ♦ 2.4.4 ♦ 2.4.5 ♦ 2.8.5 ♦ 2.10.2 ♦ 2.10.3 .
3.7.1 .
1.3.2 ♦ 1.5.1 4.2.3 ♦ 4.4.1 ♦ 4.5.4 ♦ 4.5.5 ♦ 4.6.1 ♦ 4.6.2 ♦ 4.6.3 .
4.2.1 ♦ 4.2.2 ♦ 4.2.3 ♦ 4.4.1 .
4.2.3 .
1.3.2 .
1.1.3 ♦ 1.2.1 .
2.3.3 ♦ 2.9.2 .
1.2.8 .
1.5.4 2.10.1 3.1.4 ♦ 3.1.5 ♦ 3.4.5 4.5.1 ♦ 4.5.2 ♦ 4.5.5 ♦ 4.10.1 .
2.1.3 .
3.1.5 ♦ 3.7.1 .
1.2.3 ♦ 1.2.4 ♦ 1.2.5 ♦ 1.3.1 ♦ 1.3.2 ♦ 1.5.2 ♦ 1.5.3 4.3.1 .
1.2.6 ♦ 1.2.7 ♦ 1.4.2 2.10.2 3.5.3 4.8.1 ♦ 4.8.2 ♦ 4.8.3 .
1.1.1 2.3.2 ♦ 2.3.3 ♦ 2.4.1 ♦ 2.4.3 ♦ 2.5.1 ♦ 2.8.4 ♦ 2.9.3 .
1.1.1 3.1.1 ♦ 3.1.4 ♦ 3.1.6 .
4.2.4 ♦ 4.2.6 ♦ 4.4.2 ♦ 4.7.1 ♦ 4.7.2 ♦ 4.7.3 .
3.6.2 ♦ 3.6.3 ♦ 3.6.4 4.1.2 ♦ 4.9.5 .
1.1.2 ♦ 1.2.9 2.4.3 4.1.6 .
1.1.3 ♦ 1.2.1 ♦ 1.2.2 2.1.1 ♦ 2.2.1 ♦ 2.2.2 3.5.1 4.2.3 ♦ 4.4.1 .
2.7.1 ♦ 2.7.2 .
Page | 35
Services and Facilities
Facilities
Associated strategic reference
Community Facilities
Administration Offices
Community Halls & Rec Facilities
Libraries
Parks and Sporting Facilities
Playgrounds
Public Toilets
Seniors Facilities
Skate Park
Swimming Pools
Tourist Centre
4.7.3 .
2.8.1 ♦ 2.8. 2 3.1.1 ♦ 3.1.4 ♦ 3.1.6 4.10.2 .
2.8.1 ♦ 2.8.2 3.1.3 .
2.8.2 .
2.8.2 .
2.8.1 ♦ 2.8.2 .
2.8.2 .
2.8.2 .
2.8.2 3.1.2 .
1.1.2 .
Infrastructure
Employee housing
Heritage / Tourism facilities
Roads, verges and footpaths
Water & Electricity Networks
2.8.1 .
1.1.1 ♦ 2.1.3 .
1.5.5 ♦ 1.5.6 ♦ 1.6.1 ♦ 1.6.2 ♦ 1.6.3 ♦ 1.6.4 2.4.2 ♦ 2.8.3 3.1.7 3.4.1 .
1.2.6 ♦ 1.2.7 .
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Key Performance Indicators
The overall aim of this Plan is to align the community’s visions and aspirations for the future, to
the Shire’s objectives. These objectives will be measured by both quantifiable and nonquantifiable outcomes.
The Shire will use the following key indicators or demonstrate how we are progressing towards
achieving our objectives and outcomes.
ENVIRONMENT
ECONOMIC
Objectives
A strong, resilient
and balanced
economy.
Our unique natural
and built
environment is
protected and
enhanced.
Outcomes
Key Indicators
1.1
A diverse range of employment
opportunities.
Unemployment levels.
1.2
Ensure infrastructure and services are
provided for future development in keeping
with the environment.
No. of new developments.
1.3
Improved access to technology and
communications in line with the national
standards.
Council satisfaction with outcomes.
1.4
The aged care sector is to be one of the
Shire’s important economic drivers.
Strategies implemented.
1.5
Maintain an appropriate standard of
transport networks, roads and paths.
Community satisfaction.
1.6
The Bridgetown CBD is a safe and amenable
trafficable area.
Community satisfaction.
2.1
Maintain the heritage and character of the
main streets in Bridgetown and
Greenbushes.
Community satisfaction.
2.2
Recognition and retention of our cultural,
indigenous and heritage assets.
Community satisfaction.
2.3
Improve parkland areas and public open
spaces.
Community satisfaction.
2.4
Protect and better utilise the river and
natural landscape as an asset to the Shire.
Community satisfaction.
2.5
Our communities are ‘fire prepared’.
No. of fire incidents.
2.6
An effective drainage network.
Community satisfaction.
2.7
Efficient and effective waste management
services.
Community satisfaction.
2.8
Natural resources are used efficiently and
effectively.
Energy usage statistics.
2.9
Increased community involvement in
managing the natural environment.
No. of volunteers.
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Key Performance Indicators
CIVIC LEADERSHIP
SOCIAL
Objectives
Our community
enjoys a high
quality of life.
A collaborative
and engaged
community.
Outcomes
Key Indicators
3.1
Maintain a high standard of lifestyle, recreational
and cultural facilities.
Community satisfaction.
3.2
Bridgetown-Greenbushes is an aged friendly
community.
Community satisfaction.
3.3
A diverse population.
Population levels.
3.4
Maintain a safe community.
Crime rates.
3.5
Maintain and enhance community services
including health, education and housing.
Community satisfaction.
3.6
Volunteers and community groups continue to
be acknowledged and supported.
No. of volunteers.
3.7
A wide range of local and regional events.
No. of local and regional events.
3.8
Maintain our strong sense of community.
Community satisfaction.
3.9
Improved education and employment
opportunities for youth.
Unemployment levels.
3.10
An inclusive and accessible community.
Community satisfaction.
4.1
A community that actively participates in civic
life.
No. of volunteers.
4.2
A high standard of governance and
accountability.
Level of Legislative compliance.
4.3
To be strong advocates representing the
community’s interests.
Community satisfaction.
4.4
The Shire provides a can-do approach within the
regulatory framework.
Level of Legislative compliance.
4.5
Long term financial viability.
Financial ratios.
4.6
The revenue needs are managed in an equitable
and sustainable manner.
Financial ratios.
4.7
A high standard of human resource management
practices.
Staff retention levels.
4.8
To increase regional collaboration.
Resource sharing.
4.9
Maintain appropriate emergency services and
planning.
Community satisfaction.
4.10
Best practice asset management.
Asset sustainability ratios.
Page | 38
Our Resource Capacity
This Strategic Community Plan was developed with an understanding of our current resource capacity, both
financial, workforce and asset resources. Whilst future resource capacity is not currently known
expectations of relative future resource capacity were considered.
Current Resource Capacity
The 2012 audited Annual Financial Report reflected the following Shire resource profile as at 30 June 2012.
Resource
Workforce
Infrastructure Assets
Property, Plant and Equipment
Cash Backed Reserves
Borrowings
Annual Rates Revenue
Annual Revenue
Annual Expenditure
Level
49 FTE
$101,286,659
$11,043,411
$4,931,421
$775,399
$3,057,961
$10,065,300
$8,417,244
Future Resource Capacity
Future resource capacity is partially dependent on other levels of government however the following long
term trends are expected in each resource level.
Resource
Workforce
Infrastructure Assets
Property, Plant and Equipment
Cash Backed Reserves
Borrowings
Annual Rates Revenue
Annual Revenue
Annual Expenditure
Relative Future Level
Increasing above inflation
Stable
Stable
Stable
Reducing
Increasing above inflation
Increasing above inflation
Increasing above inflation
Development of Asset Management Plans, a Workforce Plan and Long Term Financial Plans will further
influence expected future resource levels for consideration during Corporate Business Planning and Annual
Budget processes.
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Who will influence Our Success
The Shire’s ability to achieve the desired outcomes may be influenced by other levels of government. The table below lists the
outcomes and the various levels of government which may have significant influence on the Shire’s ability to achieve these
outcmes. Where achievement of an outcome is primarily influenced by Shire strategies and actions no other level of
government is indicated. With respect to ‘region’ the reference is to regional collaboration.
CIVIC LEADERSHIP
SOCIAL
ENVIRONMENT
ECONOMIC
1.1
Outcomes
A diverse range of employment opportunities.
Region

State

Federal
1.2
Ensure infrastructure and services are provided for future development in keeping with the
environment.



1.3
Improved access to technology and communications in line with the national standard.



1.4
The aged care sector is one of the Shire’s important economic drivers.


1.5
Maintain an appropriate standard of transport networks, roads and pathways.


1.6
The Bridgetown CBD is a safe and amenable trafficable area.

2.1
Maintain the heritage and character of the main streets in Bridgetown and Greenbushes.

2.2
Recognition and retention of our cultural, indigenous and heritage assets.

2.3
Improve parkland areas and public open spaces.

2.4
Protect and better utilise the river and natural landscape as an asset to the Shire.
2.5
Our communities are ‘fire prepared’.
2.6
An effective drainage network.
2.7
Efficient and effective waste management services.
2.8
Natural resources are used efficiently and effectively.
2.9
Increased community involvement in managing the natural environment.

2.10
Increased resilience to manage environmental threats.

3.1
Maintain a high standard of lifestyle, recreational and cultural facilities.

3.2
Bridgetown-Greenbushes is an aged friendly community.
3.3
A diverse population.
3.4
Maintain a safe community.

3.5
Maintain and enhance community services including health, education and housing.

3.6
Volunteers and community groups continue to be acknowledged and supported.
3.7
A wide range of local and regional events.
3.8
Maintain our strong sense of community.









3.9
Improved education and employment opportunities for youth.
3.10
An inclusive and accessible community.
4.1
A community that actively participates in civic life.
4.2
A high standard of governance and accountability.
4.3
To be strong advocates representing the community’s interests.
4.4
The Shire provides a can-do approach within the regulatory framework.
4.5
Long term financial viability.
4.6
The revenue needs are managed in an equitable and sustainable manner.
4.7
A high standard of human resource management practices.
4.8
To increase regional collaboration.

4.9
Maintain appropriate emergency services and planning.

4.10
Best practice asset management.

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Acronyms
The following acronyms have been used within this document.
Alinta
BBG
BCC
BES
BDHS
BGVC
BHS
DAFWA
DCA
DC
DEC
DoE
DIA
DLG
DoH
DoHA
DoP
DPC
DOT
DoW
DSD
DSR
DTWD
EC
FESA
GRRA
HCWA
LC
MHR
MLA
MLC
MRWA
OCP
RDL
SBDC
SLWA
SWDC
TB
TWA
WBSA
WALGA
WAP
WC
WPC
Alinta Energy
Blackwood Basin Group
Bridgetown Chamber of Commerce
Blackwood Environment Society
Bridgetown High School
Bridgetown - Greenbushes Visitor Centre
Bridgetown Historical Society
Department of Agriculture and Food
Department of Culture and the Arts
Department for Communities
Department of Environment and Conservation
Department of Education
Department of Indigenous Affairs
Department of Local Government
Department of Housing
Department of Health and Ageing
Department for Planning
Department of Premier and Cabinet
Department of Transport
Department of Water
Department of State Development
Department of Sport and Recreation
Department of Training and Workforce Development
Events Corp
Fire and Emergency Services Authority
Greenbushes Ratepayers and Residents Association
Heritage Council of WA
LandCorp
Member of House of Representatives (Forrest)
Member Legislative Assembly
Member Legislative Council
Main Roads
Office of Crime Prevention
Department of Regional Development and Lands
Small Business Development Corporation
State Library of WA
South West Development Commission
Transition Bridgetown
Tourism WA
Warren Blackwood Strategic Alliance
Western Australian Local Government Association
WA Police Department
Water Corporation
Western Power Corporation
www.alinta.net.au
www.blackwoodbasingroup.com.au
www.bridgetownchamber.com
www.bridgetownhs.wa.edu.au
www.bridgetown.com.au
www.bridgetownhistorywa.com
www.agric.wa.gov.au
www.dca.wa.gov.au
www.communities.wa.gov.au
www.dec.wa.gov.au
www.det.wa.edu.au
www.dia.wa.gov.au
www.dlg.wa.gov.au
www.housing.wa.gov.au
www.health.gov.au
www.planning.wa.gov.au
www.dpc.wa.gov.au
www.transport.wa.gov.au
www.water.wa.gov.au
www.dsd.wa.gov.au
www.dsr.wa.gov.au
www.training.wa.gov.au
www.eventscorp.com.au
www.fesa.wa.gov.au
www.greenbushesinc.asn.au
www.hc.wa.gov.au
www.landcorp.com.au
www.parliament.wa.gov.au
www.parliament.wa.gov.au
www.parliament.wa.gov.au
www.mainroads.wa.gov.au
www.crimeprevention.wa.gov.au
www.rdl.wa.gov.au
www.smallbusiness.wa.gov.au
www.slwa.wa.gov.au
www.swdc.wa.gov.au
www.westernaustralia.com
www.warrenblackwood.com.au
www.walga.asn.au
www.police.wa.gov.au
www.watercorporation.com.au
www.westernpower.com.au
Page | 41
References & Acknowledgements
We thank the people of the Shire of Bridgetown-Greenbushes for their time and effort in being a part of
our community engagement and for their invaluable input into our Strategic Community Plan.
The Shire of Bridgetown-Greenbushes 10+ Year Strategic Community Plan 2013 has been developed by
engaging the community and other stakeholders. Council’s Elected Members, Management and Staff have
also had input to the development of the Plan.
Facilitators for the process were UHY Haines Norton (WA) Pty Ltd.
Much of the information contained in this plan has been derived from documents in the public domain and
liaison with key stakeholders.
Development of this plan has been supported by funding from the Department of Local Government and
the Royalties for Regions Country Local Government Fund, which is administered by the Department of
Regional Development and Lands.
We have also made reference to the following documents and websites during the preparation of the plan.








Shire of Bridgetown Greenbushes Community Engagement Report of Findings April 2012;
Shire of Bridgetown-Greenbushes 2010/11 - 2014/15 Strategic Plan;
Shire of Bridgetown-Greenbushes Disability Access and Inclusion Plan 2007 – 2012;
Western Australia Tomorrow Population Report No 7, 2006 to 2026 (Department of Planning);
South West Framework (WA Planning Commission);
Council Website:
http://www.bridgetown.wa.gov.au;
Bridgetown Greenbushes Visitor’s Centre Website:
http://www.bridgetown.com.au; and
ABS:
www.abs.gov.au.
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UHY Haines Norton (WA) Pty Ltd - Disclaimer
This report has been solely prepared for the purposes set out in the engagement letter with the Shire of
Bridgetown-Greenbushes. The services provided in terms of this engagement comprise an advisory
engagement, which is not subject to assurance or other standards issued by the Australian Auditing and
Assurance Standard Board and, consequently no opinions or conclusions intended to convey assurance
have been expressed.
UHY Haines Norton (WA) Pty Ltd has sourced information from those indicated within this report. No
attempt to independently verify this information or those sources has been made unless otherwise
indicated within the report.
UHY Haines Norton (WA) Pty Ltd is under no obligation to update this report, in either oral or written form,
for events occurring after the report has been issued in its final form.
The report has been formed on the basis of the above inherent limitations.
Any reliance placed by a third party on this report is that party’s sole responsibility. The information
contained herein is believed to be reliable and accurate. However, no guarantee is given as to its accuracy
and reliability, and no responsibility or liability for any information, opinions or commentary contained
herein, or for any consequences of its use, will be accepted by UHY Haines Norton (WA) Pty Ltd, nor any
member or by any person involved in the preparation of this report.
Page | 43