Strategic Plans

The MRC’s Strategic Community Plan 2014 – 2033 was adopted by Council at its meeting on 20 June 2013. The Plan has been instrumental in guiding the activities of the MRC both at the strategic and operational levels.

The Executive Summary of the Plan reads in part as follows:-
“The Mindarie Regional Council is one of Western Australia’s largest waste management authorities assisting its member councils, mainly situated in Perth’s northern corridor, deal with their waste. The MRC recognises that waste does have a value as a resource and is committed to managing waste in line with the waste hierarchy and in a way sensitive to the environment and future generations.
The Plan is required to be reviewed every four years under the requirements of the Local Government Act 1995.
The outcome of this review that commenced in 2016 was that the MRC’s current vision of “Winning Back Waste” was still appropriate given the nature of the MRC’s role carried out on behalf of its member councils. It was proposed that the MRC’s mission be slightly amended from “To manage waste” to “To manage waste astutely for the benefit of the community” to provide greater clarity and focus on what the MRC sees its role to be.

A number of minor consequential changes and refinements were made as a result to the strategic objectives supporting the MRC’s vision and mission, however there were no material changes proposed.
At a strategic level the following changes to the MRC’s direction are worth noting as they present a significant change in course for the organisation:

1. The original Plan was focussed on developing waste processing infrastructure with a view to helping the MRC and its member councils achieve the Waste Authority’s waste diversion targets. The included the MRC developing and owning the following key pieces of infrastructure:

a. A new landfill to replace the Tamala Park landfill
b. A bulk waste sorting shed to handle the bulk verge collection stream
c. A new alternative waste treatment plant
The reviewed Plan still contemplates the requirement for new waste processing infrastructure, but with a key shift from the MRC owning the infrastructure as previously considered, to the MRC rather acting a procurer of these services on behalf of the member councils.

To this end, the MRC is not intending to establish a replacement landfill for when the Tamala Park facility closes, but rather will seek to outsource the provision of this service to third party contractors or another local government entity.
In addition, the MRC’s role with respect to a new alternative waste treatment plant will revolve more around the MRC conducting a tender process on behalf of its member councils as an aggregator of their waste.
These proposed changes are significant and have a consequential impact on the MRC’s Corporate Business Plan, Financial Plan, Asset Management Plan and Workforce Plan.
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