"Strange Name, Beaut Place"

Wyalkatchem is situated 194 kilometres from Perth on the Goomalling - Merredin Road, along the Pioneer Pathway. Take our less travelled and more pleasant alternative route to and from the Goldfields and the Eastern states; major access roads are weather sealed including those from Cunderdin and Tammin on the Great Eastern Highway

Vision of Wyalkatchem

Message from the Shire President

Welcome to the website for the Shire of Wyalkatchem. This website covers not only Council business, but provides information on the broader Wyalkatchem community. In 2011 Wyalkatchem faces an exciting future. With new projects on the go which will benefit our town and the surrounding regions, we are well placed to be the crossroads of the wheatbelt. Wyalkatchem has many of the advantages of the city, while retaining its special small town feel - a caring community who work with Council to make our town that beaut place with the strange name. Wide spaces, magnificent night skies, no pollution, relaxed atmosphere - come and share with us the joys of living in or visiting Wyalkatchem

Susan Bruse

Message from the Chief Executive Officer

The Local Government Act 1995 broadly describes my role as managing the day to day operations of the local government, to provide advice to the Council, and to implement decisions and policies of the Council. In doing so, I have to be very aware of the needs and expectations of the community to ensure that the services and facilities we provide meet those expectations. I must ensure that we have procedures in place that allow us to meet our statutory obligations, and I must also be aware of any external influences that may impact on Council operations.    I therefore see a very important role for myself and my staff to keep abreast of community needs, legal and statutory obligations, and other influential factors to ensure that Council, as a decision making body, is provided with information that is both accurate and professional, and serves the best interests of the community.

I am pleased to announce that the Shire's net position as at 30 June 2011 is a small surplus of $44,394. This has enabled Council to implement a balanced budget in 2011/12 with approximately $120,00 to be transferred into the Shire's reserves. The small surplus compares to a significant deficit over the previous few financial years and staff and elected members are to be congratulated for their tireless effort and sustained commitment to improving the financial performance of the Shire. While the Shire's financial position has improved, considerable asset management and financial planning is still required to address the Shire's underlying financial sustainability. Sustainability is generally measured by a Local Government's ability to correct financial/infrastructure imbalances without having to resort to substantial adjustments to existing revenue raising (ie the rates burden) and/or expenditure (ie reduction of services). Continued operating deficits have resulted in low levels of cash with unrestricted cash of $78,623 and restricted reserves of $463,776 as at 30 June 2011. Council was required to change the purpose of its Reserve Funds in 2009/10 and 2010/11 to meet cash flow requirements. The Shire's financial ratios have improved during 2009 to 2011 but are still below recommended benchmarks. The main contributing factor to the Shire's sustainability is the financial challenge presented by the ageing of the Shire's infrastructure assets. Access Economics estimated the Shire's infrastructure backlog as of 2007/08 as $10.836 million. This gap is growing each year as the Shire is unable to meet its asset preservation requirements for Buildings and roads. The Shire only has finite resources with an annual budget of approximately $3.5 million. Therefore strategic decisions have to be made as to how to best allocate funds while meeting asset management and community service requirements.

The State Government recognizes that local governments need to advance asset management and financial planning and as part of the Local Government Reform Program has introcuced the Integrated Planning and Reporting Framework. Specifically, better organisational planning is required to deliver the following:

• Strategic planning systems that deliver accountable and measurable linkages between community aspirations, financial capacity and practical service delivery.
• Financial planning systems that accurately demonstrate a local government capacity to deliver services and manage assets that can sustain their communities into the future
• Effective asset management systems to accurately reflect true asset management costs

The Local government (Administration) Regulations 1996 have been modified to require a local government's Plan for the Future to include the development of a Strategic Community Plan and Corporate Business Plan for the district. Full compliance with the Regulations is required by 30June 2013. The Corporate Business Plan is to cover operational planning with respect to asset management, financial management and workforce management.  Shire staff has undertaken an extensive audit of the Shire's asset register in 2010/11 to ensure that asset valuations and depreciation rates accurately reflect the consumption rates of assets. This project has consumed substantial staff time and special thanks goes to Ms Rhona Hawkins, the Shire's Deputy CEO and Mrs Amanda Griffin for their contributions. The Shire has received a qualified Audit Report for a number of years (since 2006/07) due to the incomplete nature of the asset register and I am pleased to announce that the work completed in the last 12 months has addressed these audit qualifications.

The Shire of Wyalkatchem has been allocated a totla of $1,350,657 in local funding under the Country Local Government Fund from 2008/09 - 2011/12. This funding has been directed into renewal of building assets (addressing the renewal gap)as well as creation of new infrastructure assets (ie airport). The Country Local Government Fund is currently the driver behind much of the State's Strategic Planning. One of the main inhibitors to effective strategic planning is the uncertainty of funding  (own source revenue only accounts for approximately 25% of total revenue.) The CLGF has therefore provided local governments with a level of confidence in community planning and in the development of projects
The following are the projects which have been identified for funding under the CLGF

• Housing
• Recreation Centre
• Piesse St Footpath
• Airport
• Multi purpose community building
• Power headworks (airport/industrial lots)
• Town Hall Refurbishment
• Townscape/Streetscape

I thank all the Shire staff and elected members for their dedication and commitment to providing a hight standard of service to the residents and ratepayers of the Shire of Wyalkatchem. Community expectations place enormous pressure on staff and councillors and I believe that we have responded well to building a more sustainable community while reasonably meeting expectations. The Shire plays a vital role in ensuring that the region will benefit future generations economically and socially and we will continue to build a strong platform base on financial prudence and responsible governance

Peter Kocian

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