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2013-2017C O R P O R A T E B U S I N E S S P L A N
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C O N T E N T S
CHIEF EXECUTIVE OFFICERS MESSAGE ................................................................................................. PAGE 03
TERMINOLOGY USED IN THIS DOCUMENT ................................................................................................ PAGE 04
1. CORPORATE BUSINESS PLAN ......................................................................................................... PAGE 04
1.1 STRATEGIC AND BUSINESS PLANNING FRAMEWORK............................................................. PAGE 06
2. OUR STORY .........................................................................................................................................PAGE 07
2.1 HOW WE CAME ABOUT .............................................................................................................. PAGE 07
2.2 WHAT WE DO ..................................................................................................................................... PAGE 07
2.3 KEY CHALLENGES: THE METROPOLITAN REVIEW .................................................................... PAGE 08
3. HOW TO READ THIS DOCUMENT ................................................................................................... PAGE 11
4. KEY FOCUS AREAS ............................................................................................................................ PAGE 12
5. FINANCIAL OVERVIEW ..................................................................................................................... PAGE 25
6. ASSET OVERVIEW .............................................................................................................................. PAGE 29
7. WORKFORCE OVERVIEW ................................................................................................................. PAGE 30
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The Corporate Business Plan (the Plan) details the
actions the Regional Council will undertake, overa our year period to achieve the stakeholders
aspirations and objectives detailed in the Strategic
Community Plan. The Plan will be updated each year
in order to reect evolving conditions.
The SMRC aces signicant challenges in the short
and medium term and has addressed these in the
Plan by:
Placing waste minimisation to landll at the core o
our business.
Delivering waste management solutions that are
eective and efcient.
Identiying partnership opportunities to deliver
waste management solutions.
Working towards solutions that add value to our
residual products
Attracting new customers and partners to optimiseour processing capacity.
Delivering sustainable waste management
solutions in an efcient and eective manner
Reecting the current commercial environment,
and developing the exibility to continually evolve
as conditions change
Understanding and integrating the expectations o
our member councils into a governance structurethat is equitable and representative
Providing our communities with the right level o
knowledge and education so that positive wasteseparation behaviour change happens in the
household
Placing education as a oundation or addressing
all areas o the waste hierarchy paramount in the
reduction o waste to landll and a signicant role
in delivering an efcient operation.
The Plan also ensures there are appropriate key
perormance indicators and measures o success to
report to stakeholders on our annual perormance.
We will continue to improve and enhance our
Regional Resource Recovery Centre (RRRC), so that
it remains a model or other local, regional and state
governments seeking sustainable solutions or waste
management.
Our member local governments who participate in the
RRRC project are recognised by the State as leading
the way in achieving the highest waste recovery andrecycling in local government in the State. As we
divert over 70% o waste rom landll, we are already
achieving the state goal o 65% by 2020.
I look orward to working with our regional local
government partners, community, industry and
government leaders, councillors and sta to achieve
a positive uture or the SMRC and its communities.
MESSAGE FROM THECHIEF EXECUTIVEOFFICER
The Plan also ensures there are
appropriate key perormance
indicators and measures o successto report to stakeholders on our
annual perormance.
Ti m Yo u , Ch i e E xe c u t i ve O i c e r
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TERMINOLOGY USED IN THIS DOCUMENT
1. CORPORATE BUSINESS PLAN
AMP........Asset Management Plan
CAG ........Community Advisory Group
CBP .........Corporate Business Plan
C&D ........Construction and Demolition Waste
C&I ..........Commercial and Industrial Waste
DEC .........Department o Environment Conservation
EMS.........Environmental Management System
GWF........Green Waste Facility
LTFP ........Long Term Financial Plan
MRF ........Materials Recovery Facility
MSW.......Municpal Solid Waste
RRRC ......Regional Resource Recovery Centre
SCP .........Strategic Community Plan
SOP.........Standard Operating Procedures
SMRC .....Southern Metropolitan Regional Council
SWMP ....Strategic Waste Management Plan
WCF ........Waste Composting Facility
WFP ........Workorce Plan
The Corporate Business Plan is an internal business planning tool that translates Council priorities into operations
within the resources available. It represents the activation o the Southern Metropolitan Regional Councils (SMRC)
Strategic Community Plan. The Strategic Community Plan articulates long term vision, aspirations, and strategic
priorities o SMRCs key stakeholders. These are reected in the ollowing Vision Statement:
Our Vision
We are leaders in delivering innovative and sustainable waste management solutions
or the beneft o our communities and the environment
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1. CORPORATE BUSINESS PLAN (continued)
1.1 Strategic and Business Planning Framework
All local governments within Western Australia, including Regional Councils, are required to plan or the uture
in accordance with Section 5.56(1) o the Local Government Act 1995 and adopt an Integrated Planning and
Reporting Framework. The diagram opposite depicts this ramework. The table below summarises each o therameworks key compontents:
Component Purpose Our Document
Strategic Community Plan To articulate the long term vision, aspirations and strategiesor member councils and our communities.
Strategic Community Plan 2013-2023
Corporate Business Plan Details the actions the Regional Council will undertake,and resources required, over a fve year period to achievestakeholders aspirations and objectives o the Strategic
Community Plan.The Operational Plan is integrated as the frst year o theCorporate Business Plan.
This Document
Long Term Financial Plan Provides an outline o the fnancial position or SMRC orthe next ten years. It indicates SMRCs long term fnancialsustainability and allows early identifcation o fnancialissues and their longer term impacts.
The Annual Budget is integrated as the frst year o the LongTerm Financial Plan.
SMRC Long Tern Financial Plan 2013-2023
Asset Management Plan Outlines how the SMRCs assets will meet the service
delivery needs o the community into the uture the longterm sustainable management o the assets based on awhole o lie and whole o organisation approach.
SMRC Asset Management Plan 2013-2023
Workorce Plan Outlines the workorce requirements and workorcestrategies or the delivery o the current and utureoperations o SMRC.
SMRC Workorce Plan 2013-2023
Issue Specifc Strategies These are specifc strategies that SMRC has developed torespond specifc issues, or guide SMRCs approach to aprogram o work.
Strategic Waste Management Plan (SWMP)
Community Engagement Strategy
SMRC Marketing Plan
Environmental Management System (EMS)
Establishment Agreement
Project Participants Agreement
Annual Budget The process by which the local government inormsthe community and statutory bodies on its progress indelivering services, projects and other operations to meetthe communitys short term, medium term and long termaspirations.
Annual Budget or the year ended__________ o the Southern MetropolitanRegional Council
Measurement & Reporting The reporting process allows the Regional Council to inormits stakeholders and statutory bodies on its progress in
delivering services, projects and other operations to meetthe short term, medium term and long term aspirations.
Annual Report or the year ended
Operating Licence Report
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Source: Department of Local Government, Integrated Planning and Reporting Guidelines, 2010.
2. OUR STORY
2.1 How we came aboutIn 1991, the local governments o Canning, Cockburn,
East Fremantle, Fremantle, Kwinana, Melville, and
Rockingham came together to orm a regional
approach to waste management. The Councils realised
that an individual approaches or alternative wasteoptions would be too expensive or a single council. A
solution was required or the thousands o tonnes o
waste were being sent direct to landll each year with
little consideration o the uture social, economic, and
environmental implications.
As a result, the Councils ormed the Southern
Metropolitan Regional Council (SMRC) to provide
environmentally sustainable waste management
solutions or the benet o the community andmember councils.
2.2 What we doSouthern Metropolitan Regional Council (SMRC) is a
statutory local government authority representing
local governments in the southern metropolitan area
o Perth. It is responsible or delivering innovative
and sustainable waste management solutions or ourmember local governments.
Our ve member local governments are: City o
Cockburn, Town o East Fremantle, City o Fremantle,
City o Kwinana and City o Melville.
The member local governments have jointly agreed
to establish the regional local government under an
Establishment Agreement and each participant may
participate in regional projects that are governed by
a Participants Project Agreement.
Community Engagement
Measurement and Reporting
Outputs: Plan Monitoring and Annual Reporting
STRATEGIC COMMUNITY PLAN
INFORMING STRATEGIES
Finance
Workorce
Assets
Services
Issue Specic Strategic
Etc.
CORPORATE BUSINESS PLAN
ANNUAL BUDGET
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There are two core projects, being:
1. The Regional Resource Recovery Centre (RRRC)
Project and;
2. The Ofce Accommodation Project.
Both the projects were established through
separate project participants agreements. The City
o Kwinana is not a participant in RRRC project. In
addition to the above two projects, support activities
such as administration, education and research are
also undertaken.
Our Regional Resource Recovery Centre (RRRC)
was the rst o its kind in Western Australia, and
remains a model or other local, regional, and stategovernments seeking sustainable solutions or waste.
We operate a state o the art $100 million Regional
Resource Recovery Centre at Canning Vale where
we run three resource recovery acilities that orm
part o RRRC:
1. Organic waste (household and small garden waste)
is collected using the green top bins, processed
and turned into compost a the Waste Composting
Facility;
2. Paper, plastics, and metals are collected rom
households using the yellow top bins, and are
sorted and recovered in the Materials Recovery
Facility, then sold to domestic and international
markets; and
3. Green waste is collected rom the kerbside o
households, and turned into mulch at the Green
Waste Facility.
The SMRC is committed to assisting the State
Government to work towards achieving its State
Waste Strategy 2012 targets o 50% or Metropolitan
Perth by 2015, and 65% by 2020.
As an organisation, we inject over $20 million per
year into the economy, employ over 65 sta and
provide work or 100 local small businesses and
contractors each month.
2.3 Key Challenges:
The Metropolitan Review
What is the Metro Review?
The Metropolitan Local Government Review Panel
was appointed in June 2011 to examine the current
and anticipated regional, social, environmental and
economic issues aecting, or likely to aect, the growth
o metropolitan Perth in the next 50 years, as well as
current and anticipated national and international
actors. The Panels task was to recommend the
most appropriate local government structures and
governance models or metropolitan Perth.
As part o the Panels ndings, recommendations rom
the report include:
Recommendation 6: The State Government
consider the management o waste treatment
and disposal at a metropolitan-wide scale either
be undertaken by a State authority or through a
partnership with local government.
Recommendation 11: The existing Regional Local
Governments in the metropolitan area be dissolved,
their provisions in the Local Government Act1995 be repealed or the metropolitan area and a
transitional plan or dissolving the existing bodies in
the metropolitan area be developed.
Recommendation 15: A new structure o local
government in metropolitan Perth be created through
specic legislation which reduces the number o local
governments in metropolitan Perth to 12.
The State Government has made no decision on
the Review Panels recommendations. Whateverhappens with the Metro Review, we will continue
to deliver innovative and sustainable waste
management solutions or the benet o our
communities and the environment.
Our Response
The SMRC prepared a submission paper on the
Metropolitan Local Government Review Panels Final
Report.
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1. Introduction
SMRC is an active member o the Municipal Waste
Advisory Council (MWAC) which is a standing
committee o the West Australian Local Government
Association (WALGA) with delegated authority to
represent the Association in all matters relating to
solid waste management. MWACs membership
includes the major Regional Councils (waste
management) and a number o Local Governments.
Our submission should thereore be read in
conjunction with previous MWAC Submissions on the
Metropolitan Local Government Review Panels Issues
Paper, Drat Findings and the Final Report.
Our submission relates specically to
recommendations 6 and 11 o the Metropolitan Local
Government Review Panels Final Report, as these have
the potential to impact signicantly on the SMRCs
waste management activities. It should be noted,
that i the Government implements all o the Panels
recommendations, there will be other implications or
how waste is managed.
2. Current role of Regional Councils
The Panel has observed that each Regional Council
tends to implement a waste treatment solution
or its own region (Final Report, pg 46). It should
be noted that this can be directly attributed to a
dened legislative responsibility or a geographical
area it is not the role o a Regional Council (under
the current structure) to provide services on a wider
scale. However, it should be noted that Regional
Councils do contribute at a much wider scale. The
innovative waste management outcomes thathave been achieved by Regional Councils, in spite
o the numerous challenges associated with the
current structure, should be commended. Increased
involvement by the State Government is welcomed,
particularly in terms o leadership in planning and
providing support and unding or uture waste
management needs.
3. Future challenges
The Panel has not presented any solutions (other than
total dissolution) or the issues acing Regional Councils.
There is a very real possibility that using the Panels
approach will result in a situation where the challenges
experienced in the current structure are simply passed
onto a new entity tasked with waste management.
Should the Government accept the Panelsrecommendation to dissolve Regional Councils, SMRC
supports the Panels suggestion that an independent
commission is established to oversee the transition to
a new entity (Final Report, page 11). The Government
will need to strike a balance between utilising the
current expertise in the sector as well as potential
competing interests i it chooses to develop an
alternative waste management structure in the uture.
4. Impact of the reform process
The current metropolitan local government reorm
process is having an impact on Local Governments
uture planning or waste management. Local
Governments, Regional Councils and the private
sector are understandably unwilling to commit to new
projects with this level o uncertainty.
5. Response to Panel recommendations
Given the complexities and costs associated with
providing best practice waste management outcomesthe SMRC agrees that there is a need or greater
leadership and support by the State Government
in overseeing the structures or waste disposal and
treatment, transport and major planning.
SMRC is o the view that in reaching their
recommendations the Panel has not identied the
current macro waste management landscape in
metropolitan Perth nor properly considered the
implications o a centralised approach. This should be
clearly articulated beore consideration o appropriate
and improved alternatives.
Should the Government choose to alter the waste
management structure in the uture and diminish
the responsibilities o Local Government; appropriate
amendments will need to be made to the Waste
Avoidance and Resource Recovery Act (WARR) 2007.
Currently, Local Government is the only entity with
a dened legislative responsibility or any part o the
waste stream and the WARR Act should be urtheramended to legislate responsibilities or all waste
streams ie MSW, C&I and C&D.
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2. OUR STORY (continued)
Furthermore, any legislative shit in responsibilities
or waste would clearly have an impact on businesses,
consumers and the Western Australian economy,
thus triggering the requirement or a regulatory
impact assessment (Regulatory Impact Assessment
Guidelines), 2010.
SMRC believe there should be three metropolitan
Regional Councils based on shared objectives and
binding commitments with compulsory membership
or the purposes o waste management, collection,
treatment and disposal.
SMRC proposes that Regional Councils are
reconstituted along more appropriate geographicboundaries that reect a north, east and south
metropolitan demarcation. This would allow
or economies o scale to be achieved without
compromising the already high level o service oered
by Local Government in the collection, recycling and
disposal o waste.
Consolidating Regional Councils would better reect
the proposed lower number o Local Governments
and provide greater opportunity to streamline
and rationalise the delivery o best practice waste
management that is consistent with the waste
hierarchy and State Government policy.
Consideration should also be given to employing
more eective governance models or Regional
Councils such as employing the Regional Subsidiaries
or Council Controlled Organisation Models.
Recommendations
1. That there be three metropolitan Regional
Councils based on shared objectives and binding
commitments with compulsory membership or
the purposes o waste management, collection,
treatment and disposal.
2. Metropolitan Regional Councils be reconstituted
and along more appropriate and logical geographic
boundaries that reect a north, east and south
metropolitan demarcation. This would allow
or economies o scale to be achieved without
compromising the already high level o service
oered by Local Government in the collection,
treatment and disposal o waste.
3. Consideration should be given to employing more
eective governance models or Regional Councils
such as employing the Regional Subsidiaries or
Council Controlled Organisation Models.
4. Waste management should be undertaken as a
partnership between Local and State Government
and adequately unded rom the waste levy.
5. Restoration o ull hypothecation o the landll levyor waste minimisation and recycling.
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3. HOW TO READ THIS DOCUMENT
OBJECTIVEKEYP
ERFORMANCEINDICATORS
STRATEGY
ACTION
The ollowing section outlines our three key ocus
areas (as outlined in the Strategic Community Plan).
For each key ocus area we have identied Objectives
(what we aim to achieve). Each objective issupported by one or more Strategies (what we will
do to achieve the objectives). For each Strategy, we
have identied the key projects or programs o work.
To measure i we have succeeded in delivering on
the objectives, we have identied key perormance
indicators that we will measure and report on each
year. In some cases the key perormance indicators
are measures o doing, and in other cases they
are measures o outcomes such as changes in thecommunities perceptions and behaviours.
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4. KEY FOCUS AREAS
What this means
Minimising waste to landll is at the core o our
business.
We deliver waste management solutions that are
eective and efcient.
We identiy partnership opportunities to deliver
waste management solutions.
We work towards solutions that add value to our
residual products.
Where will we be by 2023?
We will be exceeding the State Governments
targets o diversion rom landll.
We will be recognised as leaders in our eld.
We will be nancially sustainable and our acilities
will operate close to capacity.
We will oer an expanded range o services in
waste management.
We will be processing a wide range o waste
types, including e-waste, containers, and
Commercial & Industrial waste.
We will be a recognised knowledge base and
source o expertise in resource recovery and
waste management.
Key Challenges Aecting this Activity Our ability to communicate the environmental
benets o our processing technologies.
Our ability to comply with regulatory obligations.
Our ability to demonstrate our processing costs
are balanced against the environmental benets
gained.
Our Vision We deliver solutions that divert waste rom landll
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Strategies Actions ResponsibilityTimer
2013/14 2014/15
1.1.1 Expanding thesources rom where wereceive recovered material
a. Prepare a Business Case to support the receipt ocommercial waste at the WCF, MRF, GWF acilities
CEO 3
b. Apply or amended licence or WCF and GWF Strategic Projects 3
c. Apply or new operating licence or WCF and GWF Strategic Projects 3
1.1.2 Extending ourservice oering toincorporate a widercatchment area andcouncils
a. Source new MRF, WCF and GWF waste streams romother local governments
CEO 3 3
b. Prepare Feasibility Study on the opportunity or athree bin collection system including the impact onthe customer, member council and SMRC
Strategic Projects 3
1.1.3 Investigating newrecycling opportunitiesto include streams suchas e-waste, public placerecycling and drop oservices or problematicwaste
a. Prepare Feasibility Study on establishing a drop oservice or new recyclables (e.g. containers, e-waste)
Strategic Projects 3
b. Develop a market assessment or reuse/recycling oConstruction and Demolition waste (C&D)
Strategic Projects
1.1.4 Educatingour communitiesto understand theimportance o correctwaste separation
a. Implement the Recycle Right Program to provideconsistent messaging / guidance to communitygroups and stakeholders on correct waste separation
Communications 3 3
b. Promote the Recycle Right Program amongst membercouncils as the regional recycling initiative
Communications 3 3
c. Promote the Recycle Right Program to othercustomers
Communications 3 3
Objective 1.1 We will increase the volume o recyclable and recovered material
SMRC
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Strategies Actions ResponsibilityTimerame
2013/14 2014/15 2015/1
1.2.1 Expanding theoptions or the sale/reuseo the recovered material
a. Continue to explore sustainable recycling markets Strategic Projects 3 3 3
b. Work with State agencies, local governments, and
commercial waste operators to identiy uses orproblematic materials
Strategic Projects 3 3 3
1.2.2 Educatingour communitiesto understand theimportance o the use orecovered materials
a. Increase the number o tour groups going through theRRRC
Communications 3 3 3
b. Develop an educational module or schools Communications 3
c. Promote the Recycle Right Program Communications 3 3 3
Strategies Actions ResponsibilityTimerame
2013/14 2014/15 2015/1
1.3.1 Investigatethe viability o newtechnologies or wasterecovery
a. Evaluate the role o Waste to Energy or residualmaterials
CEO and StrategicProjects
3
b. Develop Future Options Plan or RRRC project CEO 3
c. Work with Federal and State waste agencies,participate on working parties, research options
SMG 3 3 3
1.3.2 Investigate bestuse scenarios or currenttechnology and site
a. Complete nal screen upgrade or WCF Operations 3
b. Evaluate current site potential to provide improvedresource recovery options (1.1.3 & 2.2.3)
Strategic Projects 3 3
Objective 1.2 We will ensure resources recovered are reused
Objective 1.3 We will continue to source and develop innovative options or the recovery o
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Objective Perormance Indicator How it will be measured
Current
perormance
(2012/13)
Objective 1.1
We will increase the volumeo recyclable and recoveredmaterial
a. Waste diverted rom landll(received at RRRC)
Percentage o waste diverted = (1 totalresiduals/total waste processed x 100%)
63%
b. Increase in volume processedthrough RRRC
Volume (Tonnes) o material processed(weighbridge)
107,679t
c. Growth in commercial customerbase
Percentage o annual increase intotal commercial customers tonnageprocessed (weighbridge)
Baseline
13,180t
d. Contamination is reduced in WCFand MRF waste streams collected
Waste audits
% o recyclables in the wrong bin
% o non-recyclable in the yellow bin
43%
6.4%
e. Community understands the
importance o correct separation
Community Attitudes towards Recycling
Survey
TBA
Objective 1.2
We will ensure resourcesrecovered are reused
a. Percentage recovery rate o material Weighbridge data (in and out) 55%
b. The number o people goingthrough the RRRC
Visitor numbers 3,000
c. Increase in trafc o users onRecycle Right website
Number o hits on the Recycle Rightwebsite
3,428
Objective 1.3
We will continue to source anddevelop innovative options orthe recovery o waste
a. Member council and industryperceptions o SMRC as a leader inwaste recovery
Stakeholder survey TBA
Key Perormance Indicators
SMRC
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What this means
Delivering sustainable waste management
solutions in an efcient and eective manner is
essential to our business.
Our business model must reect the current
commercial environment, and have the exibility
to continually evolve as conditions change.
We must be able to understand and integrate
our expectations o our member councils into
a governance structure that is equitable and
representative.
Where will we be by 2023?
By 2023 our member councils will be receiving
social and economic dividends or their
investment.
We understand the acceptable level o cost our
member councils are willing to pay, and have
priced our service accordingly.
Our capital investments are efciently utilised
and we are nancially sustainable over the longterm.
Our business model and governance structure is
appropriate to enable the delivery o our services.
Key Challenges Aecting this
Activity
Changes in legislation.
Potential withdrawals rom the SMRC
Establishment Agreement.
Stakeholder support
KEY FOCUS: BUSINESS SUSTAINABILITYOur Vision We have a business model that supports the delivery o long-term
sustainable waste solutions
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Strategies Actions ResponsibilityTime
2013/14 2014/15
2.1.1 Reviewing andimproving our existinggovernance arrangements
a. Facilitate review o SMRC Establishment Agreement CEO 3
b. Prepare a brieng paper on viable alternativecorporate structures CEO 3
2.1.2 Investigatingalternative businessdelivery models to ensureour business practicesare reective o thecommercial environment
a. Conduct a Feasibility Study or establishment o a 2ndwaste treatment acility
Strategic Projects
b. Identiy opportunities and investigate the easibility oPublic-Private-Partnerships and contracts
CEO 3
Strategies Actions ResponsibilityTime
2013/14 2014/15
2.2.1 Identiying anddelivering processimprovementopportunities
a. Undertake an Operational Process ImprovementReview
Operations 3
b. Maintain Continuous Process Improvement Operations 3 3
c. Develop a plan to monitor the perormance o keymachinery via measuring output volume and inputresource requirements ie electricity, water
Operations 3
2.2.2 Efcient
management o our assets
a. Schedule and deliver an annual maintenance program
or the assets
Operations 3 3
b. Develop and deliver a capital renewal plan as per theasset management and long term nancial plans
Operations 3 3
2.2.3 Investigatingalternative uses or oursite and resources
a. Evaluate current site potential or alternative usesother than resource recovery
Strategic Projects 3 3
Objective 2.1 Our governance model supports an eective and efcient business mo
Objective 2.2 We deliver operational activities efciently
SMRC
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Strategies Actions ResponsibilityTimerame
2013/14 2014/15 2015/1
2.3.1 Engaging withmember councils on aormal regular basis
a. Review o Regional Council Meeting structures Corporate Services 3
b. Implement relevant components o theCommunications Plan
SMG andCommunications
3 3 3
2.3.2 Operating within anappropriate governancestructure
a. Facilitate review o SMRC Establishment Agreement CEO 3
b. Regularly engage member council representatives inormal meetings
Corporate Services 3 3 3
Strategies Actions ResponsibilityTimerame
2013/14 2014/15 2015/1
2.4.1 Achieving consensuson existing and uturewaste processing servicesbusiness models
a. Continuously evaluate costing and unding models oreach activity o the business
Corporate Services 3 3 3
b. As required, develop Business Plans or new projects Corporate Services 3 3 3
2.4.2 Developing asustainable long termresourcing plan
a. Review the LTFP annually Corporate Services 3 3 3
b. Review AMP annually Operations 3 3 3
c. Integrate the capital works requirements rom theAMP with the LTFP
Corporate Services
3 3 3
d. Implement the Debt Management Strategy andReserve Fund Strategy
Corporate Services 3 3 3
Objective 2.3 Our member councils are engaged and support our direction
Objective 2.4 Our Business is nancially viable and sustainable
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Strategies Actions ResponsibilityTime
2013/14 2014/15
2.5.1 Being a responsibleand considerate employer
a. Review and implement Workorce Plan Corporate Services 3 3
b. Develop and implement a workorce attraction and
retention policy
Corporate Services 3
c. Review and implement Annual Sta Training Programbased on organisational and proessional needs
Corporate Services 3 3
2.5.2 Providing a saeworking environment
a. Implement appropriate workplace training practices Operations 3 3
b. Review the OH&S Guidelines Operations 3
c. Conduct regular workplace saety meetings Operations 3 3
d. Implement behaviour-based saety evaluations inperormance assessments
Corporate Services 3 3
Objective 2.5 We value our human resources
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Objective Perormance Indicator How it will be measured
Current
perormance
(2012/13)201
Objective 2.1
Our governance modelsupports an eective andefcient business model
Amended Establishment Agreement Adoption by member councils
Objective 2.2
We deliver operationalactivities efciently
Plant availability Percentage o material not accepted atRRRC
73% 95
Ratio o planned to unplannedmaintenance
Maintenance Activity Records TBA T
Extent to which assets are beingreplaced as they reach the end o theiruseul lives
Capital Ex on replacement or renewal oassets divided by depreciation expense(expressed as a %)
TBA T
Objective 2.3
Our member councils areengaged and support ourdirection
Member councils supporting ourdirection
Stakeholder Survey TBA T
Objective 2.4
Our Business is nanciallyviable and sustainable
Current Ratio Current liabilities over current assets >1.1 1.1 1
Operating Surplus Ratio Operating Surplus beore depreciationover operating revenue 0- 15
TBA 5
Debt Service Cover Ratio Principal & Interest payment over >2 TBA 1
Asset Renewal Funding Ratio 95-100 TBA 8
Objective 2.5
We value our human resources
Employee satisaction % o employees who express satisactionat the 75% percentile or above in the
employee engagement survey
64 7
Number o lost time incidents (LTI) Number o lost time injuries
Number lost time injuries X 1,000,000 /hours worked
2
18
Employee retention Employee turnover (Employee numbers) 10 1
Key Perormance Indicators
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What this means Our communities/stakeholders are at the core o
our existence.
Our communities possess the right level o
knowledge and education so that change
happens in the household, at the grassroots o
our society.
Education and environmental stewardship
play a undamental supporting role in all areas
o the waste hierarchy. These are paramount
in the reduction o waste to landll, and play
a signicant role in supporting many o our
operational elements.
Where will we be by 2023?
We will be leading a regional and metropolitan
approach to education
Our brand is positively recognised by our
communities
We have a positive and ongoing relationship with
our communities and stakeholders
We are the leaders in achieving the Waste
Authoritys targets on diversion rom landll and
resource recovery
Our member councils and others look to us or
guidance and advice in waste education andminimisation practices
Key Challenges Aecting this
Activity
Change in legislation
Changing Federal and State Government policy
Availability o our nancial, physical and human
resources to deliver meaningul education and
behaviour change programs
KEY FOCUS: COMMUNITY & STAKEHOLDERRELATIONSHIPS
Our Vision We support a community o shared responsibility
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Strategies Actions ResponsibilityTimerame
2013/14 2014/15 2015/1
3.1.1 Developing andimplementing a successulcommunity educationprogram
a. Implement the Recycle Right Program to provideconsistent messaging / guidance to the community
Communications 3 3
b. Promote the Recycle Right Program amongst membercouncils as the regional recycling initiative
Communications 3 3 3
c. Actively pursue unding and partnership opportunitiesor educational programs
Communications 3 3 3
3.1.2 Partneringwith complementaryorganisations toacilitate behaviouralchange towards wastemanagement and
resource recovery
a. Integrate waste behaviour change programs withmember councils sustainability strategies
Communications 3 3 3
b. Engage with member councils Education Ofcers andCAG
Communications 3 3 3
c. Partner with the Waste Wise Schools Programs Communications 3 3 3
d. Develop existing relationships with Waste Authorityand DEC
Communications 3 3 3
Objective 3.1 We will reduce the communitys greenhouse gas emissions rom waste throu
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Strategies Actions ResponsibilityTime
2013/14 2014/15
3.2.1 Engaging with thecommunity
a. Review and implement the Community EngagementPlan
Communications 3 3
b. Review and implement the Recycle Right Program Communications 3 3
c. Continue to work with, and provide support to, theCAG
Communications 3 3
3.2.2 InuencingFederal, State, and LocalGovernments in thedevelopment o regionaland metropolitan wastemanagement policies andlegislation
a. Advocate or enhanced packaging design controls andextended producer responsibility or packaging andproblematic materials
CEO 3 3
b. Advocate or legislation that limits the disposal ounprocessed municipal solid waste(MSW)
CEO 3 3
c. Lobby Federal, State, and Local Government onmatters relating to prevailing council policies
CEO 3 3
Strategies Actions ResponsibilityTime
2013/14 2014/15
3.3.1 Building a brandidentity that ocuseson sustainable wastesolutions
a. Promote the SMRC brand at public events Communications 3 3
b. Evaluate rebranding the SMRC CEO andCommunications 3
c. Evaluate rebranding the RRRC CEO andCommunications
3
d. Protect and promote the Recycle Right brand Communications 3 3
3.3.2 Clearly articulatingthe environmentalbenets we deliver to thebroader community
a. Promoting the outcomes SMRC achieves throughpublic and corporate communications
Communications 3 3
Objective 3.2 We operate as a relevant and innovative organisation that is responsive
Objective 3.3 Our brand is positively recognised by the community
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Objective Perormance Indicator How it will be measured
Current
perormance
(2012/13)201
Objective 3.1
We will reduce the communitys
greenhouse gas emissions romwaste through behaviouralchange
Develop Recycle Right Plan Adoption o Recycle Right Plan 3
Change in behaviour Community Attitudes Recycling Survey TBA T
Tonnes o greenhouse gas abated Greenhouse Gas Abatement or WCFtonnes o CO2-e per tonne o MSWprocessed
0.46 t CO2-e 0.4CO
Community is aware o their recyclingeects in reducing green house gases
Community Attitudes Recycling Survey TBA T
Objective 3.2
We operate as a relevant andinnovative organisation that isresponsive to the community
Community Feedback Responses < 24 work hours < 24ho
Number o submissions / positionpapers presentations
Records 3
Number o public events & CAGmeetings attended
Records 10 1
Objective 3.3
Our brand is positivelyrecognised by the community
The SMRC brand is positivelyrecognised by our stakeholders
Stakeholder Survey & CommunityAttitudes Recycling Survey
TBA T
The Recycle Right brand is positivelyrecognised
Stakeholder Survey & CommunityAttitudes Recycling Survey
No currentbenchmark
T
Key Perormance Indicators
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5. FINANCIAL OVERVIEW
Financial Statements 2012/13 2016/17
Key Financial ResultsLong Term Financial Plan
2013/14 2014/15 2015/16 2016/17
Total Operating Revenue 25,782,536 29,428,047 32,806,519 36,922,640
Total Operating Expenditure (beore Depreciation) 24,313,684 26,721,755 29,685,696 32,884,510
Net Operating Surplus (Decit) 1,468,852 2,706,292 3,120,823 4,038,130
Reserves Transer to Reserves 795,087 1,837,229 2,202,909 3,068,531
Reserves Transer rom Reserves 1,650,000 2,475,791 2,456,254 2,480,495
Cash Backed Reserve Fund Balance 1,216,329 577,767 324,422 912,458
Cash at Bank 3,020,027 2,468,870 2,424,975 3,168,860
Outstanding Loans 32,466,304 29,133,992 25,621,241 21,917,913
Net Assets 52,386,028 48,923,127 45,655,314 42,999,857
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5. FINANCIAL OVERVIEW
Statement o Comprehensive Income - By Nature or Type
LONG TERM FINANCIAL PLAN
REVENUE 2013/14 2014/15 2015/16 2016/17
Operating Grants and Contributions 2,398,785 2,224,576 2,114,069 1,996,784
Fees and Charges 23,177,551 27,105,807 30,608,768 34,827,915
Interest Earnings 176,200 66,989 52,240 65,713
Other Revenues 30,000 30,675 31,442 32,228
Total Revenue 25,782,536 29,428,047 32,806,519 36,922,640
EXPENDITURE
Employee Costs 5,552,136 6,362,517 7,356,502 8,237,587
Materials and Contracts 12,096,291 13,179,382 14,665,757 16,6520,200
Utility Charges 2,756,278 3,233,370 3,696,733 4,002,582
Depreciation on Non-Current Assets 5,358,816 5,300,131 5,470,723 5,723,987
Interest Expenses 1,768,703 1,626,748 1,446,309 1,255,732
Insurance cost 2,140,276 2,319,738 2,520,395 2,738,409
Total Expenditure 29,672,400 32,021,886 35,156,419 38,608,497
Net Surplus (Decit) (3,889,964) (2,593,839) (2,349,900) (1,685,857)
Net Surplus beore Depreciation 1,468,852 2,706,292 3,120,823 4,038,130
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5. FINANCIAL OVERVIEW (continued)
Statement o Cash Flows Long Term Financial Plan
Operations - Receipts 2013/14 2014/15 2015/16 2016/17
Operating Grants and Contributions 2,398,785 2,224,576 2,114,069 1,996,784
Fees and Charges 21,046,190 26,792,969 30326,064 34,486,093
Interest earnings 176,200 66,989 52,240 65,713
Other revenues 30,000 30,675 31,442 32,228
Total revenue 23,651,175 29,115,209 32,523,815 36,580,818
Operations - Payments
Employee costs 4,842,696 6,258,968 7,229,494 8,125,003
Materials and contracts 9,513,374 12,881,689 14,301,611 16,265,113
Utility Charges 2,756,278 3,233,370 3,696,733 4,002,582
Interest Expenses 1,768,703 1,626,748 1,446,309 1,255,732
Insurance Cost 2,140,276 2,319,738 2,520,395 2,738,409
Total expenditure 21,021,327 26,320,513 29,194,542 32,386,839
Cash Flow rom Operations 2,629,848 2,794,696 3,329,273 4,193,979
Capital Expenditure (1,600,000) (2,475,791) (2,456,254) (2,480,495)
Cash Flow Towards Investments (1,600,000) (2,475,791) (2,456,254) (2,480,495)
New Loans 1,500,000 - - -
Loan Repayments (2,983,293) (3,332,312) (3,512,751) (3,703,328)
Reimbursements or Loan Repayments 2,259,528 2,463,250 2,594,837 2,733,729
Cash Flow Towards Financing 776,235 (869,062) (917,914) (969,599)
Net Cash Inow / (Outow) 1,806,083 (550,157) (44,895) 743,885
Opening Cash & Cash Equivalents 1,213,944 3,020,027 2,469,870 2,424,975
Closing Cash & Cash Equivalents 3,020.027 2,469,870 2,424,975 3,168,860
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5. FINANCIAL OVERVIEW (continued)
Statement o Financial PositionLong Term Financial Plan
2013/14 2014/15 2015/16 2016/17
Current Assets
Cash and Cash Equivalents 3,020,027 2,469,870 2,424,975 3,168,860
Trade and Receivables 2,131,361 2,444,199 2,726,903 3,068,725
Loan Receivables 4,058,288 3,641,749 3,202,655 2,739,739
Inventories 235,206 256,266 285,167 323,754
Total Current Assets 9,444,882 8,812,084 8,639,700 9,301,078
Non-Current Assets
Loan Receivables 28,408,016 25,492,243 22,418,586 19,178,174
Property, Plant & Equipment 50,526,997 47,702,657 44,688,189 41,444,696
Total Non-Current Assets 78,935,013 73,194,900 67,106,775 60,622,870
Total Assets 88,379,895 82,006,984 75,746,475 69,923,948
Current Liabilities
Trade and Other Payables 2,818,123 3,136,876 3,529,923 3,953,597
Long-term Borrowings 4,058,288 3,641,749 3,202,655 2,739,739
Provisions 555,214 636,252 735,650 823,759
Total Current Liabilities 7,431,625 7,414,877 7,468,228 7,517,095
Non-Current Liabilities
Loan Receivables 28,408,016 25,492,243 22,418,586 19,178,174
Provisions 154,226 176,737 204,347 228,822
Total Non-Current Liabilities 28,562,242 25,668,980 22,622,933 19,406,996
Total Liabilities 35,993,867 33,083,857 30,091,161 26,924,091
Net Assets 52,386,028 48,923,127 45,655,314 42,999,857
Total Equity 52,386,028 48,923,127 45,655,314 42,999,857
Retained Surplus 42,913,107 40,088,768 37,074,299 33,830,807
Reserves - Cash Backed 1,216,329 577,767 324,422 912,458
Asset Valuation Reserve 8,256,592 8,256,592 8,256,592 8,256,592
Total Equity 52,386,028 48,923,127 45,655,313 42,999,857
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6. ASSET OVERVIEW
The ollowing provides an outline o the key assets o the SMRC:
Maintenance Program Asset Management Plan
2013/14 2014/15 2015/16 2016/17Booragoon Building 1,500,000 500,000 - -
RRRC Buildings 116,900 122,745 128,882 135,236
RRRC Fixed Plant 3,150,312 3,257,408 3,517,041 3,849,491
RRRC Mobile Plant & Equip 819,688 886,909 936,217 990,691
Total Maintenance Program 4,143,900 4,145,317 4,453,258 4,840,182
Renewals Program Asset Management Plan
2013/14 2014/15 2015/16 2016/17
Booragoon Building
RRRC Buildings
RRRC Fixed Plant 1,281,390 1,509,494 1,645,968 1,665,800
RRRC Mobile Plant & Equip 648,610 466,297 810,286 494,695
Total Renewal Program 1,930,000 1,975,791 2,456,254 2,160,495
New Asset Program Asset Management Plan
2013/14 2014/15 2015/16 2016/17
RRRC Buildings 1,500,000
RRRC Fixed Plant 500,000
RRRC Mobile Plant & Equip
Total New Asset Program 1,500,000 500,000 - -
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7. WORKFORCE OVERVIEW
The ollowing provides an outline o the prole o the workorce o the SMRC:
Strategies to support the Strategic Community Plan and Corporate Business Plan
Being a responsible and considerate employer
a. Develop and implement a workorce attraction and retention policy
b. Review and implement Annual Sta Training Program based on organisational and proessional needs
c. Understand current and uture workorce capability
Chie Executive Ofcer
Community
Engagement Ofcer
Executive Manager
Corporate Services
Executive Manager
Strategic Projects
Executive Manager
RRRC Operations
AdministrativeEnvironmentalFinancial Services
Materials Recovery
Facility
Waste Composting
Facility
Administrative
Services
Asset ManagementGreen Waste
FacilityHuman Resources
Workorce Prole
Employees 75
Administrative 21
Operational 54
Males 73%
Females 27%
English 2nd Language 26%
2012/13 Sta turnover 15%
2012 Employee Satisaction 64%
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Southern Metropolitan Regional Council