Chief Executive Office - Draft Budget 2016 final · Chief Executive’s Office Budget 2015-2016 ......
Transcript of Chief Executive Office - Draft Budget 2016 final · Chief Executive’s Office Budget 2015-2016 ......
Annual Budget 2015/16
DRAFTChief Executive’s Office
www.armadale.wa.gov.au
Available in alternative formats on request
Chief Executive’s Office Budget 2015-2016 - Draft . …
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Directorate Overview 2
Key Directorate Actions 2015 - 2016 3
Directorate Workforce 10
Proposed Directorate Estimates Explained 11
Proposed Directorate Estimates 12
Proposed Councillor Fees, Allowances and Reimbursements 15
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Directorate Overview
The Chief Executive’s Office reports to the City Strategy Committee and is responsible for -
Chief Executive’s Office
• The administration of the Chief Executive’s Office and the members of Council, including core
organisational services, leadership and strategic direction.
City Projects
• The concept, design, funding and delivery of major strategic projects for the City.
Human Resources
• The administration and co-ordination of all corporate Human Resource related matters, including
corporate training, occupational safety and health, advisement and staff recruitment.
Public Relations
• The corporate marketing and promotion, including newsletters, media releases, corporate image
development and marketing plans.
Economic Development
• To provide a strong linkage between the City and the business community and to manage and promote
economic development and investment attraction projects within the city.
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Key Directorate Actions for 2015-2016
The following is commentary on the key Actions to be undertaken by the Chief Executive’s Office in delivering on
the City’s Strategic Community Plan.
The links between the Strategic Community Plan, the Corporate Business Plan and the informing Strategies, such
as the Workforce Plan, Asset Management Plan and Strategic Financial Plan are shown as follows.
The City’s Strategic Community Plan under the future direction heading of Good Governance and Management,
identifies a series of Outcomes and Strategies relevant to the operations and responsibilities of the Chief
Executive’s Office.
Looking Forward
Strategic Community Plan
Corporate Business Plan
Annual Budget & Operational
Plans
Informing Strategies
Eg. Strategic Financial Plan,
Workforce Plan, Asset
Management Plan, etc.
Outcomes
Strategies
Actions
Community Outcomes
Future Directions
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Key Directorate Actions for 2015-2016
The City’s Corporate Business Plan identifies a series of Actions to be taken for each strategy and hereunder are
those Actions relevant to the Chief Executive’s Office Directorate to be undertaken during the 2015-2016 year.
These Actions together with the functions and activities ordinarily undertaken by the Directorate on a daily basis
(referred to in the Corporate Business Plan as enabling services) collectively contribute to the Outcomes of the
Strategic Community Plan.
All of the following Actions are funded from either the estimates already included in the adopted Corporate
Business Plan or additional funds identified during the recent Councillor Workshops for consideration and
inclusion.
Outcomes and Strategies
Future
Direction
Enhanced Natural and Built Environments
Outcome 2.7 Assets and infrastructure managed over the long term
to meet current and future needs
Strategy 2.7.3 Maintain effective liaison with other levels of government and regional bodies to ensure
coordinated provision of regional infrastructure
Actions
Advocate the City’s case for policy shift and funding support as part of the outer growth area forums
Future
Direction
Economic Growth
Outcome 3.1 A dynamic and diverse local economy
Strategy 3.1.1 Market and promote Armadale and its potential to the business and investment
communities
Actions
Maintain and disseminate, for the information of prospective investors, key economic performance indicators
for the City of Armadale and the wider region.
Establish and maintain a published register of commercial / industrial land for the information of prospective
investors.
Establish and promote a formal investment attraction strategy and prospectus material for the City of Armadale, anchored by the City’s new positioning statement and image / logo.
Advocate capabilities in the Health Care sector / the hospital. Advocate strategies to attract more health care professionals to live and work in Armadale.
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Key Directorate Actions for 2015-2016
Strategy 3.1.2 Facilitate targeted economic development opportunities
Actions
Pursue the significant opportunity to progress industrial development in the City of Armadale given the current
availability of industrial land, the good location of that land and the supportive planning policies for industrial
development in Armadale.
Advocate the promotion of the Forrestdale Business Park (West) area as a high-quality business park; attract
a greater diversity of employment-generating industry.
Outcome 3.2 Strong and profitable local business
Strategy 3.2.1 Facilitate access to skills enhancement and business development opportunities
Actions
Advocate with stakeholders the establishment of a program for business training, investment support, promotion and development for local small to medium-sized enterprises (SMEs), micro-businesses and home-based businesses.
Actively advocate the support of Indigenous enterprise, employment and training opportunities within the City of Armadale (noting that 3% of the City’s population is indigenous).
Assist Business Armadale in implementing specific actions as identified in their newly updated business plan
Strategy 3.2.2 Advocate public and private capital opportunities
Actions
Work with the State Government to secure the location or relocation of selected State Government Departments to the Armadale Strategic Metropolitan Centre.
Advocate/explore the feasibility / business case for a higher education campus (satellite / branch campus) or University-accredited courses through the existing Polytechnic campus or a possible expanded VET and Higher Education training facility in Armadale.
Advocate for the establishment of an integrated Justice Precinct in the Armadale City Centre.
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Key Directorate Actions for 2015-2016
Outcome 3.3 A skilled, mobile and diverse workforce
Strategy 3.3.1 Facilitate and advocate for provision of a full range of education and training
opportunities
Actions
Work with training providers to facilitate local education and training programs (as established by the Armadale Regional Workforce Development Working Group) which are responsive to current and emerging industry requirements and opportunities in Armadale and the wider region.
Outcome 3.4 Local, national and international recognition
Strategy 3.4.1 Promote and support the Champion Lakes Complex and events
Actions
Work with the MRA to consolidate Champion Lakes as a nationally significant water sports complex with further investment in commercial facilities in and around the centre as well as the prospect for a white-water rafting facility.
Promote Champion Lakes facility and events in City publications, in liaison with VenuesWest.
Strategy 3.4.2 Promote Armadale nationally and internationally in partnership with State and
Regional tourism initiatives
Actions
Explore opportunities for short-stay accommodation in Armadale by investigating the feasibility / business case for quality short-stay / tourist accommodation.
Strategy 3.4.3 Market and promote the locality of the City of Armadale to residents, stakeholders and
the Wider West Australian community.
Actions
Design, formalise and co-ordinate City-region branding, promotional materials and a communications plan. Promote positive perceptions of Armadale will be multi-pronged and include: - Branding the city centre to city residents, - Branding Armadale to the wider Perth and national markets, - Foreign direct investment (FDI) attraction strategies.
Market and promote the City through: effective and targeted distribution of engaging publications; use of targeted advertising across a strategic marketing mix; provision and promotion of readily accessible information Promote the role the City's natural environment plays to quality of life
Build the City's brand reputation to drive consideration as a visitor destination.
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Key Directorate Actions for 2015-2016
Outcome 3.5 A well developed relationship with industry, commerce and government
Strategy 3.5.2 Develop and maintain intergovernmental economic development relationships.
Actions
Establish an Armadale Regional Economic Development Advisory Group, to provide a forum for Armadale City
Council, State and Federal agencies, the Metropolitan Redevelopment Authority, business representatives
and institutions to engage in communication and information exchange on the region’s economic development
matters and to agree on priorities.
Communicate with stakeholders through effective and targeted engaging publications, electronic mediums and
media opportunities.
Outcome 3.6 Infrastructure that supports sustainable economic development
Strategy 3.6.2 Advocate appropriate Information and Communications Technology (ICT)
infrastructure to support industry and business.
Actions
Facilitate rollout of the National Broadband Network (NBN).
Develop a City of Armadale Digital Strategy.
Future
Direction
Good Governance and Management
Outcome 4.1 Good governance and leadership
Strategy 4.1.1 Strengthen the governance role of Councillors by informing, resourcing, skilling and
supporting their role
Actions
Provide councillors with meeting agendas and minutes that are on time and to a standard enabling sound decision making
Reinstatement of Function Area on first floor of Administration Centre
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Key Directorate Actions for 2015-2016
Strategy 4.1.3 Provide leadership for the community in sustainability issues and local government
reform matters
Actions
Advocate at State and Federal level for recognition of the region and development of Armadale as a Strategic
Metropolitan Centre (See also 4.1.5)
Advocate at State &Federal level for key projects and programs important to development of the region. (See
also 4.1.5)
Maintain awareness and influence outcomes affecting local Government at both a State & Federal level
through participation in bodies such as WALGA, OMGC and NGAA. (See also 4.1.5)
Strategy 4.1.5 Support strategic alliances, stakeholder forums and advisory groups that assist
Council in policy development and service planning
Actions
Participate and contribute to the goals of the National Growth Areas Alliance (NGAA)
Participate and contribute to the goals of the Outer Metropolitan Growth Councils Group (OMGC)
Strategy 4.1.6 Ensure the corporate structure is aligned with the City’s strategic direction
Actions
Review the Strategic Community Plan (SCP), Long Term Financial Plan (LTFP), Corporate Business Plan
(CBP) and Workforce Plan (WP) at least every 4 years in accordance with the Integrated Planning Reporting
Framework. (See also 4.2.1)
Review the City's reporting framework and Corporate Structure at least every 4 years following a review of the
SCP, LTFP, CBP and WP. (See also 4.2.1)
Strategy 4.1.7 Ensure appropriate resources (including office accommodation and equipment) to
support service delivery standards
Actions
Maintain and enhance the City's Workforce Plan ensuring it links to and informs the Corporate Business Plan
and the long term financial plan
Improve integration and coordination of communications: - Review and publish marketing communication end to end process to enable clarity of role and assist with inter/intra team collaboration - Make logo, imagery and style elements available to relevant staff and suppliers/contractors - Encourage and train content creators to write user-friendly and easy to read content
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Key Directorate Actions for 2015-2016
Outcome 4.3 An informed and engaged community
Strategy 4.3.1 Ensure there is effective two way communications with the local community
Actions
Undertake community perceptions surveys every 2 years to assist in informing service provision and delivery options and standards
Develop channels for open two-way conversation with the community and stakeholders, through various
electronic mediums (consulting allowance for social media strategy, workforce plan proposal - alternative to in-
house)
Market and communicate initiatives that improve community wellbeing
Strategy 4.3.2 Promote and celebrate the organisation, its services and achievements.
Actions
Promote the City of Armadale and its services to the community through effective and targetted distribution of engaging publications and advertising, and media opportunities
Proactively manage media relations to maximise positive media coverage of Armadale.
Outcome 4.4 Professional and motivated staff in a safe and supportive environment
Strategy 4.4.1 Ensure Human Resource planning, policies and procedures support effective and safe
Council service delivery
Actions
Review every year, as part of the Corporate Business Plan review process, the City's Workforce Plan
Undertake reviews (not less than once in every 2 financial years) of the appropriateness and effectiveness of the human resources systems and procedures and report to Council the results of those reviews
Strategy 4.4.2 Create a culture of team work, creativity and self empowerment
Actions
Develop and implement HR systems and processes promote skill development at all levels.
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Directorate Workforce
The following Table shows the CEO’s Office current workforce, ie.
Management Area Actual 2014/15
- CEO’s Office 6.0
- City Projects 1.0
- Human Resources 7.4
- Public Relations 3.5
- Economic Development 1.5
Total 19.4
The Directorate’s workforce for 2015-16 is proposed to increase by 2 full time employees.
Additional resource requirements are in response to growth based activities in the operational areas Human
Resources, Economic Development and Public Relations. In order to meet these higher demands the CEO’s
Office requires additional resources to the meet the objectives of the Strategic Community Plan and the Corporate
Business Plan.
The following positions have been approved in the Chief Executive Officer’s Workforce Plan Report 2015-16 as
resolved at the Council meeting on 28 April 2015 (resolution C131/4/15)
Department Position
Economic Development Economic Development Officer
Human Resources Workplace Health and Safety Officer
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Proposed Directorate Estimates Explained
The 2015-16 estimates for each Management Area together with the current 2014-15 year budget and actuals,
are presented in the following pages.
Matters to note about the following financial figures include:-
• The first schedule shows the Total Summary Position, ie. the total municipal funds required to fund the
enabling services and Actions within the CEO’s Office is estimated at $5,135,550.
• The subsequent schedules show the breakdown of the $5,135,550 over the various Management Areas, ie.
− CEO’s Office & Council Members - $2,194,090
− City Projects - $519,510
− Human Resources - $1,472,630
− Public Relations - $671,240
− Economic Development - $278,080
The revenue and expense descriptors are explained as follows :-
Expenses
Employment Covers expenses like salaries, superannuation, compensation insurance, training,
uniforms and fringe benefits tax;
Office covers expenses like stationary, printing, telephone, insurance, postage and
equipment maintenance;
Professional Services covers expenses like legal fees and consultancies;
Other Expenses covers all other costs not included in the above descriptors that are usually specific to
that management area. For example, in the CEO’s Office, other expenses includes
member fees and allowances and election costs; in Human Resources it’s mainly
corporate training and development, in Public Relations it’s newsletters, promotions
and publications and in Economic Development it’s business sponsorship.
Other matters to note about the financial schedules are:-
− The “YTD Actual” figures are the year to date actual revenues and expenses for the period 1st July 2014 to
31st May 2015;
− The “2014/15 Revised Budget” figures represent the budget figures as adopted by Council in the 2014-15
Annual Budget, plus or minus the budget amendments made during the year
− The “2015/16 Proposed Budget” figures represent the estimates as shown in the currently adopted Corporate
Business Plan for the 2015-16 year plus or minus the variations as workshopped with Councillors over the
last (2) months.
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Proposed Directorate Estimates
Chief Executive's Office 2014/15 2015/16
Summary Total
C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
3,088,980 14,025,410 17,114,390 12,845,703 5,135,550
Revenue -6,900,000 -60,600 -6,960,600 -799,141 -8,600
Grants / Contributions 0 -56,000 -56,000 -795,991 -5,000
Capital Funding -6,900,000 0 -6,900,000 0 0
Fees and Charges 0 -1,000 -1,000 0 -1,000
Revenue Other 0 -3,600 -3,600 -3,150 -2,600
Expense 1,269,680 4,912,010 6,181,690 4,527,176 4,879,150
Employment 0 2,688,000 2,688,000 2,319,400 2,510,840
Office 0 418,060 418,060 474,813 434,860
Professional Services 184,080 132,300 316,380 143,552 117,500
Vehicles 0 92,000 92,000 79,215 92,000
Facilities 800,000 0 800,000 40,027 0
Other Expense 285,600 1,581,650 1,867,250 1,470,169 1,723,950
Capital Expense 8,719,300 9,174,000 17,893,300 9,117,668 265,000
Land / Buildings 1,319,300 9,098,000 10,417,300 8,358,156 265,000
Parks 7,400,000 76,000 7,476,000 759,512 0
Chief Executive Officer 2014/15 2015/16
Chief Executive's Office
C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
18,100 2,313,110 2,331,210 1,959,694 2,194,090
Revenue 0 -4,600 -4,600 -51,800 -3,600
Grants / Contributions 0 0 0 -50,000 0
Fees and Charges 0 -1,000 -1,000 0 -1,000
Revenue Other 0 -3,600 -3,600 -1,800 -2,600
Expense 18,100 2,317,710 2,335,810 2,011,494 2,197,690
Employment 0 1,036,360 1,036,360 861,749 802,340
Office 0 125,900 125,900 129,040 121,700
Professional Services 7,500 92,300 99,800 16,956 102,500
Vehicles 0 33,600 33,600 30,590 33,600
Other Expense 10,600 1,029,550 1,040,150 973,159 1,137,550
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Proposed Directorate Estimates
City Projects 2014/15 2015/16
City Projects
C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
2,687,300 9,383,140 12,070,440 8,700,588 519,510
Revenue -6,900,000 -51,000 -6,951,000 -741,909 0
Grants / Contributions 0 -51,000 -51,000 -741,909 0
Capital Funding -6,900,000 0 -6,900,000 0 0
Expense 868,000 260,140 1,128,140 324,829 254,510
Employment 0 202,540 202,540 188,991 196,910
Office 0 3,100 3,100 3,853 28,100
Professional Services 60,000 40,000 100,000 69,521 15,000
Vehicles 0 14,500 14,500 11,237 14,500
Facilities 800,000 0 800,000 40,027 0
Other Expense 8,000 0 8,000 11,200 0
Capital Expense 8,719,300 9,174,000 17,893,300 9,117,668 265,000
Land / Buildings 1,319,300 9,098,000 10,417,300 8,358,156 265,000
Parks 7,400,000 76,000 7,476,000 759,512 0
Human Resources 2014/15 2015/16
Human Resources
C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
17,000 1,438,830 1,455,830 1,287,128 1,472,630
Revenue 0 -5,000 -5,000 -5,433 -5,000
Grants / Contributions 0 -5,000 -5,000 -4,083 -5,000
Revenue Other 0 0 0 -1,350 0
Expense 17,000 1,443,830 1,460,830 1,292,561 1,477,630
Employment 0 956,130 956,130 826,341 963,930
Office 0 277,700 277,700 328,799 277,700
Vehicles 0 25,000 25,000 19,067 25,000
Other Expense 17,000 185,000 202,000 118,354 211,000
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Proposed Directorate Estimates
Public Relations 2014/15 2015/16
Public Relations
C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
250,000 640,690 890,690 619,000 671,240
Expense 250,000 640,690 890,690 619,000 671,240
Employment 0 325,930 325,930 291,936 355,180
Office 0 6,660 6,660 8,239 4,660
Vehicles 0 8,500 8,500 7,403 8,500
Other Expense 250,000 299,600 549,600 311,423 302,900
Economic Development 2014/15 2015/16
Economic Development
C/Fwds Revised Total YTD Proposed
Budget Budget Budget Actual Budget
Required Municipal Funds
116,580 249,640 366,220 279,292 278,080
Expense 116,580 249,640 366,220 279,292 278,080
Employment 0 167,040 167,040 150,383 192,480
Office 0 4,700 4,700 4,883 2,700
Professional Services 116,580 0 116,580 57,075 0
Vehicles 0 10,400 10,400 10,918 10,400
Other Expense 0 67,500 67,500 56,033 72,500
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Proposed Councillor Fees, Allowances and Reimbursements
The Proposed Councillor Fees, Allowances and Reimbursements for the 2015-16 year are as follows -
Details Budget
2014/15
Proposed
2015/16
Annual Attendance fees Mayor 46,350 46,350
Councillors
($30,900 / Cr) 401,700 401,700
Annual Local Government Allowance Mayor 87,550 87,550
Deputy Mayor
(25% of Mayor’s
allowance)
21,890 21,890
ICT Allowance
(Information, Communications & Technology)
Councillors
($3500 / Cr) 49,000 49,000
Travelling reimbursement Councillors 10,500 10,500
Communications reimbursement Councillors 15,540 15,876
Child care reimbursement Councillors
($25 / hr) 5,000 5,000
Mayoral Vehicle operation 12,000 12,000
Plus an allowance for the pending review
determination by the Salaries & Allowances Tribunal 0 8,490
Total $649,530 $658,356
Notes to the above Table –
1. The Annual Attendance fees and Annual Local Government Allowances are in accordance with levels as
prescribed for Band 1 Local Governments like the City of Armadale.
2. The Child Care Reimbursement and ICT Allowance are in accordance with the prescribed amounts.
3. The proposed Travelling reimbursement estimate of $10,500 is based on kilometres travelled in the course of
Councillors duties multiplied by an agreed kilometre rate of 66 cents / km.
4. The proposed Communications reimbursement of $1,134 per annum / per Councillor includes a 2.2%
increase and is administered in accordance with Council Policy and Management Practice.
5. The vehicle for the Mayor’s position is provided in accordance with Council Policy and Management Practice
with Council to be reimbursed for any private use of the vehicle.
Annual Budget 2015/16
DRAFTChief Executive’s Office
www.armadale.wa.gov.au
Available in alternative formats on request