Machinery operators and drivers 5.9% 6.6% Labourers 10.5% 13.3% Total 100% 100% The occupation by classification table above does not reveal anything particularly unexpected. In order to add a bit of clarity to the results it is important to acknowledge the significant differences in the aggregate workforce of the two local governments. The workforce of the Shire of Narrogin is 444 and the Town of Narrogin is 1,727. The difference in the percentage of Managers can be attributed to the farming and agricultural activities in the Shire of Narrogin. While the percentage of Managers in the Shire of Narrogin is substantially higher the actual numbers are 147 in the Shire and 200 in the Town of Narrogin. Economic factors The local economies in the two local governments are driven predominantly by agricultural activities. The Town of Narrogin is viewed as a regional centre and serves as the commercial and service hub for Narrogin and surrounding towns. The commercial sector is made up of varying small businesses, the majority of which are linked to agricultural activities within Narrogin. Agriculture is the main economic driver in the Shire of Narrogin and this is unlikely to change in the short term. As reported in the Board’s previous inquiry report on the Cuballing/Narrogin amalgamation, the Narrogin Regional Airport has significant potential for economic development into the future and this may well deliver economic benefits to the district of Narrogin. The economic base of Narrogin has been identified as lacking diversity in that its focus is primarily agriculture. While this is generally accepted to be the case, the service industries in Narrogin include education, health and aged care. Timber milling, brick making, concrete, light engineering and cabinet making are examples of other economic activities. Should the merger proceed, it is the Board’s view that the effect on the economic base of Narrogin will be immaterial. While there has been some concern expressed about the potential reduction in the workforce of the “Shire” of Narrogin, the current proposal suggests that any reductions will be minimal. Experience shows that a more concerning issue is the retention of experienced staff in the event of merger.
Table 7 Boundary History of the Local Governments Narrogin (T) Established as the Narrogin Municipal District in 1906. Name changed to the Town of Narrogin in 1961. Narrogin (S) Established as the Narrogin Road District in 1892. Was subject to a number of boundary amendments with surrounding Shires until the establishment of the Shire of Narrogin in 1961. There is a common perception amongst residents of local governments involved in mergers that the history associated with a local government facing abolition will be lost or adversely impacted. There is also a view that it dilutes community identity. The Board understands that residents may experience a sense of disconnection, but it is an undeniable fact that history will not be lost or depreciated, it just means that changes will create a new chapter of history. It is also arguable that community identity will suffer as communities are connected by their social and commercial activities rather than the local government that services them. Transport and communications The Board’s Guiding Principles focus on transport and communication linkages and whether proposed mergers are likely to create barriers to population movement. There is no evidence to suggest that the merger proposal would have any material impact on transport linkages. Based on all the information available to the Board there would be no identifiable impact on existing transport routes. The decommissioning of the tier 3 rail network in the region will mean greater use of roads by trucks. This will result in increased road maintenance and an additional financial burden on local governments at a time when they are struggling to keep up with existing maintenance demands. Regardless of whether the merger goes ahead or not, this will still be an issue for both local governments and many other Wheatbelt local governments. In relation to communications, the two local governments are typical of most regional local governments where internet access is constrained by limited infrastructure.
Table 16 Town of Narrogin – Expenses Description 2011-2012 2012-2013 2013-2014 2014-2015 Budget % of total 2014-2015 Employee Costs 4,031,459 3,633,610 4,007,179 3,724,891 39.38% Materials and Contracts 1,683,304 1,776,737 2,015,797 3,115,875 32.95% Utility Charges 401,136 596,466 696,925 738,110 7.8% Depreciation on Non -Current Assets 810,692 990,611 1,162,431 1,324,892 14.0% Interest Expenses 38,340 31,654 62,923 50,796 0.54% Insurance Expenses 150,350 251,696 195,654 194,494 2.0% Other Expenditure 408,954 176,661 229,240 267,030 2.9% Sub Total 7,524,235 7,457,435 8,370,149 9,416,088 99.57% Loss on Disposal of Assets 14,909 40,941 102,610 40,686 Sub Total 14,909 40,941 102,610 40,686 0.43% Total Expenses 7,539,144 7,498,376 8,472,759 9,456,774 100% Yearly % increase/ (decrease) 1.91% (.54%) 13% 11.6%