Minutes of Corporate Services Committee Meeting

CITY OF ARMADALE

MINUTES

OF THE CORPORATE SERVICES COMMITTEE HELD IN THE COMMITTEE

ROOM, ADMINISTRATION CENTRE, 7 ORCHARD AVENUE, ARMADALE ON

TUESDAY, 21 JUNE 2022 AT 7.00PM.

PRESENT:

APOLOGIES:

OBSERVERS:

Cr K Busby (Chair)

Cr J Keogh (Deputy Chair)

Cr M J Hancock

Cr P A Hetherington

Cr S Mosey (Deputy to Cr G Nixon)

Cr M Silver

Cr S Peter

Cr G Nixon (Leave of Absence)

Nil.

IN ATTENDANCE: Ms J Abbiss Chief Executive Officer

Mr J Lyon Executive Director Corporate Services

Mr P Sanders Executive Director Development Services

Mr M Andrews Executive Director Technical Services

Ms S van Aswegen Executive Director Community Services (Teams)

Mr M Hnatojko Executive Manager Corporate Services

Ms R Milnes Manager Community Development

Ms K Parkinson Manager Communications and Marketing (Teams)

Mrs A Owen-Brown Executive Assistant Corporate Services

PUBLIC: Nil.

“For details of Councillor Membership on this Committee, please refer to the City’s website

– www.armadale.wa.gov.au/mayor-councillors-and-wards.”

CORPORATE SERVICES 2 21 JUNE 2022

COMMITTEE COUNCIL MEETING 27 JUNE 2022

DISCLAIMER

The Disclaimer for protecting Councillors and staff from liability of information and advice

given at Committee meetings was not read.

DECLARATION OF MEMBERS’ INTERESTS

Nil.

QUESTION TIME

Nil.

DEPUTATION

Nil.

CONFIRMATION OF MINUTES

RECOMMEND

Minutes of the Corporate Services Committee Meeting held on 17 May 2022 be

confirmed.

Minutes of the Special Corporate Services Committee Meeting held on 24 May 2022 be

confirmed.

Moved Cr J Keogh

MOTION CARRIED (7/0)

ITEMS REFERRED FROM INFORMATION BULLETIN

None of the items listed required clarification or a report for a decision of Council.

CONTENTS

CORPORATE SERVICES COMMITTEE

21 JUNE 2022

1. FINANCIAL MANAGEMENT & PLANNING

1.1 LIST OF ACCOUNTS PAID - APRIL 2022 ....................................................................................4

1.2 STATEMENT OF FINANCIAL ACTIVITY - APRIL 2022 ...........................................................7

1.3 ADOPTION OF VALUE FOR REPORTING MATERIAL VARIANCES................................... 14

2. STRATEGIC PLANNING

2.1 **DRAFT ARTS AND CULTURE STRATEGY 2022-2026 ........................................................ 19

3. GOVERNANCE & ADMINISTRATION

3.1 PUBLIC SECTOR COMMISSION INTEGRITY FRAMEWORK ............................................... 25

3.2 **REVOCATION OF DECISION - LOCAL GOVERNMENT PROPERTY

AMENDMENT LOCAL LAW 2021.............................................................................................. 30

4. MISCELLANEOUS

4.1 RESOURCES FOR PLANNING AND PERFORMANCE IMPROVEMENT

PROGRAM (REFERRAL ITEM) .................................................................................................. 37

4.2 COMMUNICATIONS STRATEGY .............................................................................................. 39

5. COUNCILLORS’ ITEMS

NIL. 43

6. CHIEF EXECUTIVE OFFICER’S REPORT

NIL. 43

7. EXECUTIVE DIRECTOR’S REPORT

NIL 43

SUMMARY OF ATTACHMENTS ............................................................................................................. 44


COMMITTEE - Financial Management & Planning COUNCIL MEETING 27 JUNE 2022

1.1 - LIST OF ACCOUNTS PAID - APRIL 2022

WARD

: ALL In Brief:

The report presents, pursuant to Regulation

13(1), (3) and (4) of the Local Government

(Financial Management) Regulations 1996,

the List of Accounts paid for the period 1

April to 30 April 2022 as well as the credit

card statements for April 2022.

FILE No.

: M/252/22

DATE

: 17 May 2022

REF

: MH

RESPONSIBLE

MANAGER

: Executive Director

Corporate Services

Tabled Items

Nil.

Decision Type

☐ Legislative The decision relates to general local government legislative

functions such as adopting/changing local laws, town planning

schemes, rates exemptions, City policies and delegations etc.

☒ Executive The decision relates to the direction setting and oversight role of

Council.

☐ Quasi-judicial The decision directly affects a person’s rights or interests and

requires Councillors at the time of making the decision to adhere to

the principles of natural justice.

Officer Interest Declaration

Nil.

Strategic Implications

4. Leadership

4.3 Financial Sustainability

4.3.2 Undertake active financial management to ensure that the annual budget

is achieved and any variances are promptly identified and addressed.



Legal Implications

Section 6.10 (d) of the Local Government Act 1995 refers, ie.

6.10 Financial management regulations

Regulations may provide for —

(d) the general management of, and the authorisation of payments out of —

(i) the municipal fund; and

(ii) the trust fund,

of a local government.

Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations

1996 refers, ie.

13. Lists of Accounts

(1) If the local government has delegated to the CEO the exercise of its power to

make payments from the municipal fund or the trust fund, a list of accounts paid

by the CEO is to be prepared each month showing for each account paid since

the last such list was prepared —

(a) the payee’s name;

(b) the amount of the payment;

(c) the date of the payment; and

(d) sufficient information to identify the transaction.

(3) A list prepared under subregulation (1) is to be —

(a) presented to the council at the next ordinary meeting of the council after the

list is prepared; and

(b) recorded in the minutes of that meeting.

(4) After the list referred to in subregulation (1) has been prepared for a month the

total of all other outstanding accounts is to be calculated and a statement of that

amount is to be presented to the council at the meeting referred to in

subregulation (3)(a).

Council Policy/Local Law Implications

Nil.

Budget/Financial Implications

All accounts paid have been duly incurred and authorised for payment as per approved

purchasing and payment procedures.

Consultation

Nil.



BACKGROUND

Pursuant to Section 5.42 of the Local Government Act 1995 (Delegation of some powers and

duties to CEO), Council has resolved to delegate to the CEO (Delegation Payment from

Municipal and Trust Funds refers) the exercise of its powers to make payments from the

municipal and trust funds.

COMMENT

The List of Accounts paid for the period 1 April to 30 April 2022 is presented as an

attachment to this report as well as the credit card statements for April 2022.

ATTACHMENTS

1.⇩ Monthly Cheque and Credit Card Report - April 2022

RECOMMEND CS26/6/22

That Council note the List of Accounts paid as presented in the attachment to this

report and summarised as follows:

Municipal Fund

Accounts paid totaling $11,143,977.40 on Batch 2712-2720, Cheques 38-43, Direct

Debits & PY01.20 to PY01.21.

Credit Card

Accounts Paid totalling $5,017.37 for the period ended April 2022.

Moved Cr P A Hetherington




1.2 - STATEMENT OF FINANCIAL ACTIVITY - APRIL 2022

WARD

: ALL In Brief:

This report presents the City’s Monthly

Financial Report for the ten (10) month

period ended 30 April 2022.

This report recommends accepting the

Financial Report for the ten (10) month

period ended 30 April 2022, noting there

are reportable actual to budget material

variances for the period.

FILE No.

: M/253/22

DATE

: 17 May 2022

REF

: MH

RESPONSIBLE

MANAGER


Corporate Services

Tabled Items

Nil.

Decision Type





Council.





Nil.


4. Leadership

4.3 Financial Sustainability

4.3.2 Undertake active financial management to ensure that the annual budget is

achieved and any variances are promptly identified and addressed.



Legal Implications

Local Government Act 1995 – Part 6 – Division 3 – Reporting on Activities and Finance

Local Government (Financial Management) Regulations – Part 4 – Financial Reports.

Local Government Act 1995 – s.6.11 Reserve accounts

(1) Subject to subsection (5), where a local government wishes to set aside money for

use for a purpose in a future financial year, it is to establish and maintain a

reserve account for each such purpose.

(2) Subject to subsection (3), before a local government —

(a) changes* the purpose of a reserve account; or

(b) uses* the money in a reserve account for another purpose, it must give one

month’s local public notice of the proposed change of purpose or proposed

use.

* Absolute majority required.

(3) A local government is not required to give local public notice under subsection

(2) -

(a) where the change of purpose or of proposed use of money has been

disclosed in the annual budget of the local government for that financial

year; or

(b) in such other circumstances as are prescribed.

(4) A change of purpose of, or use of money in, a reserve account is to be disclosed

in the annual financial report for the year in which the change occurs.

(5) Regulations may prescribe the circumstances and the manner in which a local

government may set aside money for use for a purpose in a future financial year

without the requirement to establish and maintain a reserve account


Nil.


The Statement of Financial Activity, as presented, refers and explains.

Consultation

Nil.

BACKGROUND

A local government is required to prepare a statement of financial activity reporting on the

revenue and expenditure as set out in the annual budget for that month. The details in the

statement are those as prescribed and the statement is to be reported to Council.



COMMENT

For the purposes of reporting other material variances from the Statement of Financial

Activity, the following indicators, as resolved by Council, have been applied.

Revenue

Material variances are identified where, for the period being reported, the actual varies

to the budget by an amount of (+) or (-) $100,000 and in these instances an explanatory

comment has been provided.

Expense

Material variances are identified where, for the period being reported, the actual varies

to the budget by an amount of (+) or (-) $100,000 and in these instances an explanatory

comment has been provided.

For the purposes of explaining each Material Variance, a three part approach has been taken.

The parts are:

1. Period Variation

Relates specifically to the value of the Variance between the Budget and Actual figures

for the period of the report.

2. Primary Reason

Explains the primary reasons for the period Variance. As the report is aimed at a higher

level analysis, minor contributing factors are not reported.

3. Budget Impact

Forecasts the likely dollar impact on the Annual Budget position. It is important to note

that figures in this part are ‘indicative only’ at the time of reporting, for circumstances

may subsequently change.

At the 28 June 2021 Ordinary Meeting, Council adopted the Budget Variations Process Map.

Budget variations are presented to Council for authorisation by ‘Absolute Majority’ in

circumstances where a forecast variation requires a movement from:

Operating to Capital

Capital to Capital over $40,000

Capital to Operating

Operating to Operating for amounts greater than 5% or $80,000 (whichever is greater).



DETAILS

Presented as an attachment is the Monthly Statement of Financial Activity for the ten (10)

month period ended 30 April 2022.

Capital Program Update

Included in the monthly reports is the status of the capital program as at the end of April 2022

to tie in with the monthly financials report. This is a historical perspective and the

Executive Leadership Team regularly review the current status.

FY20/21 CFWDS Remaining with Funding Source - 30 April 2022

Progress % is actual and committed against annual budget

Annual Budget

Progress Funding Source

Comments

$ %

Civil Works

Eighth Road 2,817,500 0% Grant To be delivered as full road extent with Armadale Rd i/sect - anticipated FY23

Railway Avenue 1,490,000 0% Grant Alignment negotiations. Will be delivered with Stage 2 (Westfield to Lake)

Skeet Road 926,400 87% DCP Swale rectification completed in April

Civil Works Total 5,233,900

Parks Services

Westfield Heron Reserve

1,500,100 89% Grant Scheduled for Qtr 4 completion



John Dunn Reserve 1,047,166 88% Loan/Grant Completed - final invoices to be processed



Annual Budget


Comments

$ %

Bedbrooke Park 797,300 100% Reserve Construction completed; project in consolidation

Corondale Reserve 756,700 101% POS/Trust Scheduled for Qtr 4 completion; potential c/fwd

Ticklie Park 678,400 88% POS/Trust Scheduled for Qtr 4 completion; potential c/fwd

William Skeet Oval 577,900 30% DCP Completed – DCP funded project – all funds not required scope change

Harber Drive 571,000 99% Grant Completed - final invoices to be processed

McPhail Park 451,300 100% Reserve Completed - final invoices to be processed

Skeet Road 345,100 103% DCP Scheduled for Qtr 4 completion

Barry Poad Reserve 252,000 78% POS/Trust Scheduled for Qtr 4 completion

L801 Corfield St C/Lakes Bushland

276,800 89% POS/Muni Stage 1 complete. Stage 2 Qtr 4 Completion

Skeet Road Median 182,600 99% Reserve Construction completed; project in consolidation

Novelli Pavilion 349,000 73% DCP Scheduled for Qtr 4 completion

Frye Park 178,600 89% Muni Completed

Fancote Park 183,300 23% POS/Trust Project in review – bore works completed

Broadway Park 176,700 81% Reserve Completed - final invoices to be processed

Dawson Reserve 100,000 90% Grant Minor works pending. Qtr 4

Completed Parks CFWD projects

1,996,200

Parks Services Total 10,420,166

Property Services

John Dunn Hall 2,417,100 90% Res/Muni Completion likely Jul 22 - water services delayed 4 to 6 weeks

Armadale Aquatic Centre Solar

735,300 88% Grant To be complete during Q4 FY22

Bedfordale Fire Station

139,900 97% Muni Complete access road (lighting to be complete in June 2022)

Piara Waters Library Design

243,900 26% Muni Design to accommodate State Govt grant

Orchard House Solar

202,000 102% Grant Works complete - waiting on Western Power

Gwynne Park Reserve Electrical Supply

189,800 15% Muni Expect completion Qtr 4 awaiting Western Power

Property Services Total

3,928,000





Annual Budget


Comments

$ %

Plant & Fleet

Truck (W4) 440,000 Reserve Delivery expected end of May 2022

Jetting Truck (CW1) 327,000 Reserve Body work completed. Delivery expected end of May 2022

Flocon Truck (CW1) 254,000 Reserve Delivery expected end of May 2022

Truck (P1) 250,000 Reserve Awaiting likely date of delivery

Plant & Fleet CFWD Items delivered

960,988

Plant & Fleet Total 2,231,988

Waste Services

Waste Collection Vehicles

880,000 Reserve Awaiting delivery at the end of May 2022

Weighbridge Replacement

380,000 Reserve Finalising contractual arrangements with contractor. Scheduled for completion Dec 2022

Waste Services Total

1,260,000

Rates Debtors

Included in the attachment is a reconciled breakdown of the total rates debtors outstanding at

the end of April 2022.

The outstanding debtors summary greater than $250 has seen a reduction in total due from

$1.50M at the end of March to $1.46M at the end of April. There is approx. $177k related to

rental properties which has been targeted as a priority and will most likely be issued a rental

garnishee order as per our collection policy. The debtors remaining in the 2 + year category

are now requiring a lot of officer time in order to resolve.

Apr-22

# $ # $ # $ # $

ALL Year One 287 368,777 117 243,840 105 214,770 509 827,387

ALL Year Two 144,160 204,292 348,452

ALL Year Three 287,316 287,316

TOTAL 287 368,777 117 388,000 105 706,378 509 1,463,155

Change since Mar 22 -5 -$6,928 -8 -$26,522 -1 -$3,987 -14 -$37,437

Change since Sep 21 -532 -$631,163 -62 -$239,630 -32 -$212,904 -626 -$1,083,697

Non Pensioner

One Year Two Years Three + Years TOTAL



The City’s collections in this area are governed by Policy FIN8 – Rates Assistance &

Financial Hardship. If payment continues to remain outstanding, the City will first issue a

legal action letter to the debtor which invites the debtor to enter into a Special Payment

Arrangement with the City.

The next step, if required, will likely result in the City lodging a General Procedure Claim in

accordance with section 6.56 of the Local Government Act 1995.

Interest Rates

During this financial year and at the recent Annual budget review as at the end of February, it

has been noted that the revenue receivable from the City’s investments and term deposits has

been reducing due to the extremely low interest rate environment. There is now the

likelihood, that given the two recent cash rate increases by the Reserve Bank of 0.25% and

0.5%, the reducing revenue trend will begin to reverse over the coming months.

ATTACHMENTS

1.⇩ April 2022 - Monthly Financials

2.⇩ Small Balance Rates Written Off - April 2022

RECOMMEND CS27/6/22

That Council:

Pursuant to Regulation 34 of the Local Government (Financial Management)

Regulations 1996 (Financial Activity Statement Report) accept the Statement of

Financial Activity for the ten (10) month period ended 30 April 2022; and

i. Note that there are reportable actual to budget material variances for the period

ii. Note the $351.31 small rates debts written off under Primary Delegation CORPS

1.0 and Secondary Delegation CORPS 1.1.

Moved Cr S Peter




1.3 - ADOPTION OF VALUE FOR REPORTING MATERIAL VARIANCES

WARD

: ALL In Brief:

Each financial year Council is required to

set a value for reporting material variances

in monthly statements of financial activity.

This report recommends that the values

adopted by Council for the current 2021/22

financial year remain unchanged for the

coming 2022/23 financial year, i.e:

Revenues – Material variances will be

identified, where the actual varies to

budget by an amount of (+) or (-)

$100,000.

Expenses – Material variances will be

identified where the actual varies to

budget by an amount of (+) or (-)

$100,000.

This report also recommends that the

reporting thresholds for budget variations

be approved. These remain unchanged as

to what was adopted in the current

financial year.

FILE No.

: M/254/22

DATE

: 17 May 2022

REF

: MH

RESPONSIBLE

MANAGER


Corporate Services

Tabled Items

Nil.

Decision Type





Council.





Nil.




Outcome 4.1: Strategic Leadership and effective management

4.1.2 Develop and maintain a comprehensive suite of strategies and plans to guide the City’s

delivery of infrastructure and services to the community.

4.3.1 Undertake strategic financial planning to ensure that appropriate services are effectively

delivered, assets are efficiently managed and renewed, and funding strategies are

equitable and responsible.

Legal Implications

The Local Government Act 1995 states that:

2.7. Role of council

(1) The council —

(a) governs the local government’s affairs; and

(b) is responsible for the performance of the local government’s functions.

(2) Without limiting subsection (1), the council is to —

(a) oversee the allocation of the local government’s finances and resources; and

(b) determine the local government’s policies.

6.8. Expenditure from municipal fund not included in annual budget

(1) A local government is not to incur expenditure from its municipal fund for an

additional purpose except where the expenditure —

(a) is incurred in a financial year before the adoption of the annual budget by the

local government; or

(b) is authorised in advance by resolution*; or

(c) is authorised in advance by the mayor or president in an emergency.


The Local Government (Financial Management) Regulations 1996 – Regulation 34 Clause 5

– states:

Each financial year, a local government is to adopt a percentage or value, calculated

in accordance with AAS (Australian Accounting Standards), to be used in statements of

financial activity for reporting material variances.

AASB 1031 (Australian Accounting Standards Board) relates to the issue of materiality.

Whilst there are a number of factors associated with materiality, the notion of materiality

influences whether an item or an aggregate of items is required to be recognised, measured or

disclosed in accordance with the requirements of an Australian Accounting Standard.


Nil.




Nil.

Consultation

Accounting advisors

Other local governments

BACKGROUND

Each year Council is required to adopt a percentage or value for the purposes of reporting

material variances in the (Monthly) Financial Activity Statement. This value or percentage is

then used throughout the financial year to identify potential instances where actual revenues

and expenditures may not be in keeping with Council’s budget. The early identification of

potential budget variances can assist in better utilisation and allocation of Council funds and

resources.

For the current 2021/22 financial year, Council adopted the following material variance

factors:

i) Revenues – Material variances will be identified where, for each Management Area, for

the period being reported, the actual varies to budget by an amount of (+) or (-)

$100,000.

ii) Expenses – Material variances will be identified where, for each Management Area, for

the period being reported, the actual varies to budget by an amount of (+) or (-)

$100,000.

The values chosen are believed to provide a good indication of variances to budget that

require closer examination, and if necessary, remedial action. The values as proposed have

worked well for the identification of potential variances in the past, and are, from a financial

management perspective, felt to adequately serve the purpose for which they are resolved.

The Annual Budget is a financial estimate of expected revenues and expenditures and

inevitably, variations do arise largely due to economic factors. During the year, budget

variations may be necessary to reallocate budgets within services and manage the overall

financial position, or to respond to changes in the economy. This is a critical financial

management process that requires endorsement by the Council in the exercise of its duty

under s2.27(2)(a) of the Local Government Act 1995.

The following budget variation process map is submitted to Council for endorsement. The

circumstances in which a budget variation is submitted to Council is outlined in the process

and a general threshold of $80,000 is included.



Variations will be presented to Council for authorisation by “Absolute Majority” in

circumstances where a forecast variation requires a movement from:

Operating Expense to Capital Expense or vice versa

Capital to Capital where the variation is over $40,000 but within the same capital works

sub program

Capital to Capital where funds are moved from one sub program to a different sub

program

Operating to Operating for amounts greater than 5% or $80,000 (whichever is greater)

or where any funds are moved to a different operating program and nature and type

Capital programs where the scope of works has changed from that originally approved

by Council

The proposed budget variation process map facilitates budget management at the Council and

officer level. Specific to capital works, where a capital to capital variation is requested, if the

capital works job is within the same sub program (for instance footpaths), then the respective

Director can amend the budget between capital jobs to accommodate variations for

unforeseen circumstances, up to $40,000. Importantly, this does not permit any new jobs or

extended scope of works beyond the scope which was originally approved.

The Chief Executive Officer is authorised to approve amendments to capital budgets that are

fully funded by external sources and that require an increase cost, commensurate with an

increase in funding, but do not necessarily change scope. This caters for circumstances where

Developer Contribution Works (which are pre-approved by Council) can be varied in terms

of timing of delivery, if required.



COMMENT

Taking into account the commentary held in AASB 1031 (Materiality), the understood intent

for which the material variances values are intended to serve and the successful use of these

values from past financial years, it is proposed that the same values of $100,000 be used

again in the 2022/23 financial year.

For instances where Budget Variations are required to accommodate business and operational

changes, the Budget Variation process will be applied.

ATTACHMENTS There are no attachments for this report.

RECOMMEND CS28/6/22

That Council, pursuant to Regulation 34(5) of the Local Government (Financial

Management) Regulations 1996, adopt the following values for reporting material

variances and budget variations in the monthly Statements of Financial Activity during

the 2022/23 financial year with no change recommended from the previous year, ie:

1. Revenues - material variances will be identified where, for each Management

Area, for the period being reported, the actual varies to budget by an amount of

(+) or (-) $100,000.

2. Expenses - material variances will be identified where, for each Management

Area, for the period being reported, the actual varies to budget by an amount of

(+) or (-) $100,000.

3. Authorise the Chief Executive Officer to vary the budget, except in the following

circumstances, which require the proposed variations to be presented to Council

for authorisation by “Absolute Majority”:

Capital to Operating or vice versa

Capital to Capital, unless:

o the value is less than $40,000, within the same sub program and does

not extend the original scope of works approved; or

o The increases to a capital budget is fully funded by external sources

and is commensurate with an increase in funding, and does not

necessarily change scope

Operating to Operating for amounts greater than 5% or $80,000 (whichever

is greater) or where funds are moved to a different program and nature and

type

Where no budget is provided for an additional purpose (s6.8 of the Local

Government Act 1995)

Moved Cr M J Hancock



COMMITTEE - Strategic Planning COUNCIL MEETING 27 JUNE 2022

**

2.1 - DRAFT ARTS AND CULTURE STRATEGY 2022-2026

WARD

: ALL In Brief:

This report presents the City’s draft

Arts and Culture Strategy 2022 – 2026.

Recommend that Council:

Endorse the proposed Arts and Culture

Strategy 2022 – 2026

Amend the budget to include funds of

$25,000 for the Music in the Mall

program through its 2022/23 Annual

Budget program.

FILE No.

: M/230/22

DATE

: 3 May 2022

REF

: RM

RESPONSIBLE

MANAGER


Corporate Services

Tabled Items

Nil.

Decision Type





Council.





Nil.




Community

1.1 Foster and strengthen community spirit

1.1.1 Facilitate a dynamic calendar of events, festivals and cultural activities that

activate suburbs, foster community connections, celebrate the diversity of the

community, encourage a sense of place for residents as being part of the City of

Armadale and to attract "first-time" visitors to the City in order to contribute to

changing the narrative regarding Armadale

1.1.3 Support the development and sustainability of a diverse range of community

groups

1.2 Improve Community Wellbeing

1.2.1 Advocate for the delivery of services and programs as well as increased resources

to contribute to improvements in community safety

1.2.2 Facilitate the alignment of service and program delivery to identify social

priorities within the community

1.4 An inclusive and engaged community

1.4.4 Facilitate the provision of facilities, services and programs to meet the needs of

the City’s current and future demographics

Environment

2.2 Attractive, inclusive and functional public places

2.2.2.5 Improve the amenity of streetscapes through the use of public art

Legal Implications

Nil.


COMD 8 Public Art Policy

PLN 3.12 Percent for Public Art (Local Planning Policy).


The table included in the draft Arts and Culture Strategy 2022 – 2026 includes Music in the

Mall as one of the actions. This program is currently unfunded; for this activity to be

included, additional funds of $25,000 per annum will be required.

The other actions within the draft Strategy are based on the current municipal resources. If

Council seeks to provide an increased level of service, officers will prepare information via

the proposals process for Council’s consideration.

For public art, Council has made provision in its Long Term Financial Plan for $100,000

every second year. Every four years, this accumulates to $200,000 to allow for the

commissioning of an iconic public art work.



In addition, the Council decision in September 2021 (D37/9/21) pertaining to the

normalisation of the FBP East and transfer of Public Art funds from Development WA to the

City means that there is $83,000 to be spent in the Forrestdale Business Park on Public Art.

It may be prudent to align the expenditure of these funds with the timing of another Public

Art project so they can be delivered at the same time.

The City has $21,000 in its Public Art Reserve account from contributions by developers as

per the Local Planning Policy - Percent for Public Art - PLN 3.12. Please note that these

funds have not yet been allocated to a project or budget.

Council has continued to invest in public art in its many forms over the past few years, but

perhaps the most significant investment has been the allocation of $4M to the Roleystone

Theatre renewal and upgrade project. This project once completed, will restore this highly

valued community asset to a standard of presentation and functionality that can be

appreciated, respected and enjoyed by the community for generations to come.

Consultation

Intra Directorate

Inter Directorate.

BACKGROUND

The City’s Corporate Business Plan 2020 – 2025 cites the following two key actions under

Outcome 1.1 – Foster and Strengthen Community Spirit:

1.1.1.2: Develop and implement an Arts and Culture Strategy

1.1.1.3: Implement the City’s Public Art Strategy

The current Public Art Strategy was prepared by an external consultant and presented to

Council in April 2016 resulting in the following resolution (C16/4/16):

“That Council adopt the Public Art Strategy as amended.”

This draft Arts and Culture Strategy 2022 – 2026 incorporates a section dedicated to Public

Art.

DETAILS OF PROPOSAL

It is proposed that Council endorses the attached draft City of Armadale Arts and Culture

Strategy 2022 – 2026.

The structure of the Arts and Culture Strategy 2022 – 2026

The draft Arts and Culture Strategy 2022 – 2026 comprises the following discrete sections:

What is the meaning of and Art and Culture?

Why are the arts and a healthy culture important for Armadale?

What works well in Armadale?

Arts Programming

Public Art Assets



Contributing to culture

Annual schedule for the arts

Building on the success of the existing arts assets and programming

Using the arts to transform the public realm

Measuring success

References

Photo credits.

Key components of the Strategy

The Strategy outlines the key factors contributing to the success of arts initiatives in

Armadale. It also asserts that the arts can be a powerful tool to effect transformational change

of spaces within the public realm, thus contributing to a changed narrative of Armadale.

The implementation of local arts initiatives have been well received by both residents and

visitors due to the City taking a community development approach and celebrating the local

community’s artistic assets. This translates to the fact that 95% of contracted artists are City

of Armadale residents, local artists contribute to 20% of the works exhibited at the

Minnawarra Art Awards and innovative programs are delivered, such as the Armadale Artists

Bush Trail. The City also supports local arts groups, whether it’s with business as usual or a

specific project or event. The Armadale Arts Festival provide a platform for these community

driven initiatives to be presented to the public, for example the Armadale Writer’s Group

Anthology Launch and the Yarning Group Exhibition.

Aspirational programming comprise inviting highly acclaimed artists and arts professionals to

Armadale for a program or event. Examples of this include the Il Coro event featuring the

Giovanni Consort, the ReDiscover Arts Trail, Minnawarra Art Awards, Public Art and the

City of Armadale Art Collection.

Public Art is defined and explained, with the City’s Public Art works cited and relevant

policies referred to. Public Art has many different forms and tailoring the right public art

genre for integration into key infrastructure and place-based projects can positively change

the entire perception of a location.

The Music in the Mall Program

The draft Arts and Culture Strategy’s Annual Schedule includes the Music in the Mall

(MITM) program as one of the actions, however this is outside the scope of existing

municipal funds. MITM comprises live music-based concerts in the Jull Street Mall held on

Saturdays from 12pm – 2pm during February to April. The program features all local

performers (professional and emerging) as well as diverse musical genres and age

demographics.



The MITM concerts aims to facilitate greater public activity in the Jull Street Mall and

improve the perceptions of community safety in the city centre. MITM attracted the

following audience numbers for 2020 and 2021:

Year Number of sessions Passers-by People engaged for 15 minutes +

2020 Eight 2759 313

2021

Seven

(nine were scheduled but two were

cancelled due to COVID)

3096 680

The MITM program was well-received by audience members, with a sample of the feedback

as follows:

Quantitative (2020)

96% said they would come to something like this again

94% said it made them feel safe and welcome

92% said it made them feel proud of their local area

94% said it had a positive impact on my physical health and mental wellbeing

Qualitative (2021)

“Music in the mall always makes me feel part of my community. I feel I am in a country

town – so good to feel”

“Great set-up. Well organised. Welcoming for everyone.”

“Really great for the community and bringing people together”

“Would love to keep it going”

“Love to listen to many more concerts in the mall. Love it.”

“Lovely use of the Jull Street Mall”

On 13 March 2021, the owner of Dome Armadale commented to City staff it was the best

day of trade they’ve had in over a year.

It is proposed this program is funded at $25,000 per annum.

ANALYSIS

As the draft Arts and Culture Strategy outlines, the City aims to recognise and celebrate local

artists whilst also showcasing the work of well renowned artists from outside the City to offer

inspiration and diversity. Along with other key services and programs the City provides, the

arts make a positive contribution to a strong community culture and local pride by using art

as an engagement tool.

The art projects cited in the draft Strategy demonstrate the success of the existing arts

programing. The City intends to retain its community development approach on working

alongside local businesses, performers, artists, schools, community organisations and

residents to provide a primarily ‘home grown’ schedule of art initiatives. The feedback

regarding the Music in the Mall program is an example of the positive community reception

of this localised approach, hence the request to fund this project.

The City’s Public Art assets are the most visible element of the City’s commitment to the arts

and adds to the unique identity and sense of place of Armadale. It is envisaged that in the

future public art in its various forms will be a key focus for integration into public realm

projects to effect positive transformation and create vibrancy.



OPTIONS

Council has the following options:

1. Endorse the proposed draft Arts and Culture Strategy 2022 – 2026.

2. Amend the adopted 2022/23 Annual Budget to include funds of $25,000 for the Music

in the Mall program.

3. Do not endorse the draft Arts and Culture Strategy 2022 – 2026.

4. Do not amend the adopted 2022/23 Annual Budget to include funds of $25,000 for the

Music in the Mall program.

5. Seek further information on the draft Arts and Culture Strategy 2022 – 2026.

Options 1 and 2 are recommended.

CONCLUSION

The draft Arts and Culture Strategy 2022 – 2026 outlines the rationale behind building on

Armadale’s strong sense of culture by working with community stakeholders to deliver a

locally relevant annual arts schedule. Inviting high calibre external artists to showcase their

work and retaining a focus on the City’s public art assets also adds to the aim of highlighting

the City of Armadale’s strengths in the arts field, community pride and unique identity. The

Strategy also conveys the aim of using art in future infrastructure projects to effect positive

change in key locations.

ATTACHMENTS

1.⇩ Arts & Culture Strategy 2022- 2026

RECOMMEND CS29/6/22

That Council:

1. Endorse the proposed Arts and Culture Strategy 2022 – 2026.

2. Amend the adopted 2022/23 Annual Budget to include funds of $25,000 for the

Music in the Mall program*.

*ABSOLUTE MAJORITY RESOLUTION REQUIRED

Moved Cr J Keogh



COMMITTEE - Governance & Administration COUNCIL MEETING 27 JUNE 2022

3.1 - PUBLIC SECTOR COMMISSION INTEGRITY FRAMEWORK

WARD

: ALL In Brief:

A draft Integrity Framework is presented

for consideration.

A template self-assessment checklist

under which the City will be able to

assess where it stands in respect of

internal controls to manage integrity risks

is also included.

Recommend that Council adopt the draft

Integrity Framework, noting the actions

required to meet the aspirational standard

set out by the Public Sector Commission.

FILE No.

: M/41/22

DATE

: 31 January 2022

REF

: BG/KH/DB

RESPONSIBLE

MANAGER


Corporate Services

Tabled Items

Nil.

Decision Type





Council.





Nil.


The Public Sector Commission developed an Integrity Strategy for WA Public Authorities

2020-2023. Local governments are broadly encompassed by the strategy. The City’s own

Integrity Framework will underpin the strategy and contribute to the overall integrity of

public authorities in Western Australia.



Legal Implications

The principles of the draft Integrity Framework align with the requirements of the Local

Government Act 1995, the Corruption, Crime and Misconduct Act 2003, and the Local

Government (Model Code of Conduct) Regulations 2021.


ADM23 Misconduct, Fraud and Corruption Policy and Management Practice

It is likely that new policies may be required to give effect to some of the procedural aspects

of how integrity mechanisms are to be implemented (e.g. recruitment, contractor management

and so forth).


Nil.

Consultation

Public Sector Commission

Executive Leadership Team

Other local governments.

BACKGROUND

In 2019 the Public Sector Commission (PSC) released its Integrity Strategy for WA Public

Authorities 2020-2023 (Integrity Strategy). Whilst it was generally developed for State

Government agencies, it also refers to local governments as being public authorities and

henceforth, are captured by the Integrity Strategy.

The City previously responded to the PSC’s Integrity and Conduct Survey for 2019/2020,

with the results of the City’s survey presented to the City Audit Committee on 1 October

2020. It is understood that the results of this sector-wide survey have informed the

development of the PSC’s Integrity Strategy.

The PSC released, in 2021, a range of resources for public authorities to assist in the

development of individual agency integrity frameworks. This includes a standard template

and a self-assessment Integrity Snapshot Tool (the self-assessment) which forms the basis for

the draft Integrity Framework presented as an attachment to this report.



DETAILS OF PROPOSAL

A draft Integrity Framework for the City is presented for consideration. In brief, the Integrity

Framework deals with the following concepts which is not an exhaustive list:

Its objectives and its scope

The City’s integrity expectations with respect to elected members, employees and

volunteers

The City’s commitment to integrity

What integrity actually is and why it’s important

Individual roles and responsibilities

How the City intends to act on and progress integrity initiatives in the organisation

Self-assessment and improvement.

The self-assessment is attached to this report and gives an indication of what actions the City

needs to take in order to improve on its integrity mechanisms.

COMMENT

As noted previously in this report, the PSC developed the Integrity Strategy and its

subsequent integrity framework resources in 2020/2021 and required public sector agencies,

via a Public Sector Commissioner’s Instruction, to prepare and adopt an integrity strategy or

an integrity framework.

Whilst local governments are referred to as a public authority by the PSC Integrity Strategy

and encompassed by it, Commissioner’s Instructions do not apply to local governments and

henceforth the development of an integrity framework by a local government remains an

optional item. Nevertheless, in the interests of driving good governance and taking a lead in

the management of integrity in the local government sector, it is considered prudent to

develop and adopt an Integrity Framework.

A desktop survey of the local government sector in Western Australia has revealed that the

implementation of integrity frameworks are still in a relatively undeveloped state, with only

three metropolitan local governments found to be possessing a stand-alone integrity

framework. Conversely other local governments (eg. City of Wanneroo) have bypassed an

integrity framework altogether and incorporated the PSC Integrity Strategy principles into a

holistic governance framework, which also covers a range of other aspects of a local

government’s business, affairs, and governance.

Elsewhere in the local government sector, integrity management is dealt with in the

traditional way via codes of conduct and the various policies and management instructions.

Adopting an Integrity Framework as recommended by the PSC is seen as a benchmark

standard of providing a strategic influence in decision making and business practices in a

contemporary local government.



Other jurisdictions of Australia, namely Victoria and New South Wales, are more advanced

in the management of integrity related issues in the public sector than in Western Australia.

This is best shown by Victoria’s Independent Broad-based Anti-Corruption Commission

(IBAC) review of local government integrity frameworks (March 2019) which demonstrates

a far greater understanding of misconduct risk and appropriate integrity mechanisms to deal

with those risks by employees and elected members of the local government sector in

Victoria. However it is expected that there has been considerable investment in this space by

the Victorian government over a number of years, as evidenced by the IBAC report referring

to an earlier review in 2015, hence the comparatively advanced state of integrity management

in that jurisdiction currently.

The PSC provided a self-assessment Integrity Snapshot Tool for public authorities to measure

how they compare against four key focus areas, (containing 53 questions) for integrity

management and the management of misconduct risk. How an organisation compares against

the focus areas in turn will inform the creation, and ongoing development of an integrity

framework.

The City will undertake the self-assessment over the next 12 months which will provide

guidance in determining what works need to be undertaken in order to meet the standard set

out by the PSC and that proposed in the draft integrity framework.

The draft Integrity Framework seeks to instill a culture across the organisation that is

committed to the principles of integrity and continually learning, improving and educating

the organisation on the importance of integrity and misconduct resistance. By leveraging

systems already in place (e.g. Risk Management Framework, audit and the City Audit

Committee) and delivering a top-down approach to improving the systems and processes the

City has (or needs to develop) to manage misconduct risk, the City will be well placed to

meet the standard set by the PSC in the self-assessment or exceed it.

The draft Integrity Framework also sets out the roles of respective stakeholders and makes it

clear that everyone in the organisation has a role to play in developing misconduct resistance.

Lastly, the Integrity Framework sets out how the City’s success in implementing it and the

principles contained within it will be measured, as well as what actions will be undertaken as

part of the City’s routine business practices to ensure the Integrity Framework is successful.

OPTIONS

It is open to Council to not adopt the draft Integrity Framework and pursue an alternative

course of action. Given the City is beginning its journey in this respect, it would be

considered premature to abandon the work done thus far and instead set its goals to be

encompassed in a future review of the Integrity Framework.



CONCLUSION

The draft Integrity Framework that is presented represents a practical first phase approach to

implementing an overarching integrity system that will provide guidance for the City in

acquitting its day-to-day business as well as truncating the risk posed to the organisation by

misconduct. The Integrity Framework will also provide the basis for improvement and the

setting of Council’s future aspirations for the development of a holistic governance

framework, strongly focused on organisational integrity.

ATTACHMENTS

1.⇩ Integrity Snapshot Tool

2.⇩ Draft 2022 Integrity Framework

RECOMMEND CS30/6/22

That Council:

1. Receive the Integrity Framework and notes the self-assessment ‘Integrity

Snapshot Tool’ requirements.

2. Adopt the Integrity Framework, with a review to be conducted in 12 months’ time

against the ‘Integrity Snapshot Tool’ to measure the City’s implementation of the

Integrity Framework.

Moved Cr J Keogh




**

3.2 - REVOCATION OF DECISION - LOCAL GOVERNMENT PROPERTY

AMENDMENT LOCAL LAW 2021

WARD

: ALL In Brief:

On 28 March 2022 Council resolved to

make the Local Government Property

Amendment Local Law 2021.

A grammatical error was subsequently

identified in the local law that must be

corrected.

Advice provided from the City’s legal

services provider is that Council must

revoke its decision of 28 March 2022 to

make the local law and provide the

authority to make the correction; and

re-make the local law.

Actions required by s. 3.12(5), (6) and (7)

of the Local Government Act 1995 have

not been carried out at this time.

FILE No.

: M/263/22

DATE

: 19 May 2022

REF

: DB /KH

RESPONSIBLE

MANAGER


Corporate Services

Tabled Items

Nil.

Decision Type

☒ Legislative The decision relates to general local government legislative



☐ Executive The decision relates to the direction setting and oversight role of

Council.





Nil.


Nil.



Legal Implications

Local Government Act 1995, section 3.12 “Procedure for making local laws”

Local Government (Administration) Regulations 1996 – r. 10 “Revoking or changing

decisions”

City of Armadale Standing Orders Local Law – Standing Order 14.2 and 14.3


Property Local Law

If the Local Government Property Amendment Local Law 2021 is published in the Gazette in

its current form, the part of the local law affected by the error may be subject to some

ambiguity as to its intent. This may affect the City’s ability to enforce that part of the local

law if needed.


Work required to undertake the corrective action needed will be performed using existing

resources.

Consultation

Department of Local Government, Sport and Cultural Industries.

McLeods Barristers and Solicitors.

BACKGROUND

To address a range of operational issues, Council initiated a review of the City’s Property

Local Law, which crystallised in the form of the Local Government Property Amendment

Local Law 2021 (the amendment local law).

Public notice of the proposed amendment local law was given on 23 December 2021 in

accordance with s. 3.12(3) of the Local Government Act 1995 (Act). No submissions were

received in response to the notice.



At its meeting of 28 March 2022, Council resolved to make the amendment local law in

accordance with s. 3.12(4) of the Act and gave authority to the CEO to perform the actions

required by s. 3.12(5), (6) and (7) of the Act to give effect to the amendment local law and

arrange its publication in the Government Gazette (Gazette):

“Recommendation CS9/3/22 - Local Government Property Amendment Local Law 2021

That Council:

1. Pursuant to Section 3.12(4) of the Local Government Act 1995 (“the Act”), Council

make the Local Government Property Amendment Local Law 2021;

2. Authorise the affixing of the City’s common seal to the amendment local law, to be

witnessed, signed and dated by the Mayor and the CEO;

3. Authorise the CEO to:

a) Pursuant to section 3.12(5) of the Act, give a copy of the adopted amendment

local laws to the Minister, and publish the adopted amendment local laws in the

Government Gazette;

b) Pursuant to section 3.12(6) of the Act, give local public notice, with the purpose

and the effect of the amendment local law summarised in the notice, specifying

the date on which the amendment local law comes into operation, and where the

local law may be viewed by the public; and

c) Pursuant to section 3.12(7) of the Act, give a signed Explanatory Memoranda and

Explanatory Memoranda check list, copies of the amendment local law and any

other materials required, to the Joint Standing Committee on Delegated

Legislation.”

In consequence of Council’s resolution on 28 March 2022, the City commenced the

necessary administrative actions to give effect to the resolution. A grammatical error was

subsequently identified in the amendment local law that was unable to be corrected

administratively.

DETAILS OF PROPOSAL

The grammatical error in the amendment local law is in clause 6, which intends to amend

clause 4.2 of the Property Local Law. The grammatical error is shown below:



Clause 4.2(2)(a) of the Property Local Law, as it stands currently, reads:

What the amendment local law should say is “After “a plant or” delete “a seat provided for

the use of any person” and hence would read “a plant or earth or a fixture, fitting, or

materials placed by or for the local government” however if the local law was to be amended

as proposed by the amendment local law, the clause would read “…a plant or a earth or a

fixture, fitting or materials placed by or for the local government…”.

The purpose of the amendment to the clause is to simply include stealing of “earth” (in

reality, sand and road building materials) in the offence of acts detrimental to local

government property.

The City sought advice on the matter from the Department of Local Government, Sport and

Cultural Industries (DLGSC). The DLGSC response included the following options:

1. Recommence the entire local law process to correct the error.

2. Revoke Council’s previous resolution and substitute it with a new one containing the

authority to rectify the error.

3. Proceed with the amendment local law as-is and deal with any review or instruction

from the Joint Standing Committee for Delegated Legislation (JSC) in due course.

It is notable that the DLGSC’s guideline on making local laws is silent on the subject of

correcting errors in local laws that have not yet been published in the Gazette.

The City then sought advice from its legal services provider who advised in similar terms that

the options open to the City were:

(a) to not make the Amendment Local Law and restart the process under section 3.12 from

the beginning;

(b) to make the Amendment Local Law, but then subsequently make a further amendment

local law to rectify the error; or

(c) to revoke Council’s resolution to make the Amendment Local Law and resolve to make

the Amendment Local Law with the error corrected.

The preferred course of action suggested by the City’s legal services provider is option (c).

This view is supported and appears to be the most straight forward method of dealing with

the issue.

COMMENT

The issue requiring resolution is unusual however it is expected that such an occurrence is not

uncommon in the sector. It is in the City’s favour, in a sense, that the amendment local law

has not been published in the Gazette and the other actions required by s. 3.12 of the Act have

not been completed at this time.



The most appropriate and straight forward option presented by the City’s legal services

provider (and the DLGSC) to deal with this issue is for Council to revoke its decision of 28

March 2022 to make the amendment local law, and substitute that decision with one which

adopts a rectified document and to re-make the amendment local law, in the same resolution.

For reasons expressed in the advice provided (attached), it is not considered prudent to allow

the amendment local law to be published in the Gazette containing the grammatical error. It

would appear that there may be some ambiguity in terms of interpretation of the affected

clause which may provide difficulties for the City in the event the clause had to be enforced.

Whilst the legal advice is confident, in the event of a challenge, a court would interpret the

clause with its error correctly and see it for what it is (a grammatical error), it is preferable

that such a circumstance be avoided altogether.

It is also considered inappropriate to abandon the amendment local law and recommence the

entire process from the beginning. To do so will require advertising to be undertaken again in

accordance with s. 3.12(3) of the Act to correct a small but potentially problematic

grammatical error when an alternative method of rectification is available. Recommencing

the entire process from the beginning will also delay the implementation of the required

improvements to the Property Local Law.

Revocation of previous Council decisions is governed by regulation 10 of the Local

Government (Administration) Regulations 1996:

10. Revoking or changing decisions (Act s. 5.25(1)(e))

(1) If a decision has been made at a council or a committee meeting then any

motion to revoke or change the decision must be supported —

(a) in the case where an attempt to revoke or change the decision had

been made within the previous 3 months but had failed, by an

absolute majority; or

(b) in any other case, by at least 1/3 of the number of offices (whether

vacant or not) of members of the council or committee,

inclusive of the mover.

(1a) Notice of a motion to revoke or change a decision referred to in

subregulation (1) is to be signed by members of the council or committee

numbering at least 1/3 of the number of offices (whether vacant or not) of

members of the council or committee, inclusive of the mover.

(2) If a decision is made at a council or committee meeting, any decision to

revoke or change the decision must be made by an absolute majority.

(3) This regulation does not apply to the change of a decision unless the effect

of the change would be that the decision would be revoked or would

become substantially different.



The procedural details of this are captured by Standing Order 14.2 of the City’s Standing

Orders Local Law:

14.2 Limitations on Powers to Revoke or Change Decisions

(1) Subject to subclause (2), the Council or a committee is not to consider a motion to

revoke or change a decision –

(a) where, at the time the motion is moved or notice is given, any action has been

taken under clause 16.3 to implement the decision; or

(b) where the decision is procedural in its form or effect.

(2) The Council or a committee may consider a motion to revoke or change a decision

of the kind described in subclause (l)(a) if the motion is accompanied by a written

statement of the legal and financial consequences of carrying the motion.

Standing Order 14.3(1)(b) is relevant as it defines the term “implement” where action has

been taken to give effect to a Council decision:

(b) “implement”, in relation to a decision, includes -

(i) communicate notice of the decision to a person affected by, or with an interest

in, the decision; and

(ii) take any other action to give effect to the decision.

The resolution proposed to be revoked has not been implemented by the City’s

Administration. Work on complying with Council’s resolution of 28 March 2022 was halted

once the error was identified.

Section 3.12(4) of the Act allows the local government to make a local law that is not

significantly different to what was proposed. Correcting the error will not render the

amendment local law different to what was originally proposed.

Contrary to the view presented by the DLGSC, it is considered unlikely that the JSC will take

issue with the proposed course of action because the amendment local law has not been given

effect by publication in the Gazette – the JSC’s oversight role tends to only activate once a

local law has taken effect after gazettal. Nevertheless, the JSC may choose to examine the

process utilised by the City to ensure its actions complied with legislative requirements; in

which case the City would welcome any scrutiny of same.

CONCLUSION

The recommended option presented by the City’s legal service provider has put forward a

sensible means of rectifying what in essence is a relatively low-level grammatical error in the

amendment local law. This option will allow Council to deal with the matter swiftly and

presents a low level of risk to the local government.



ATTACHMENTS

1.⇩ Local Government Property Amendment Local Law 2021

2.⇩ Local Government Property Amendment Local Law 2021 - CORRECTED VERSION

3.⇩ McLeods advice - correcting local law error

RECOMMEND CS31/6/22

That Council:

1. In accordance with regulation 10 of the Local Government (Administration)

Regulations 1996 and Standing Order 14.2 of the City of Armadale Standing

Orders Local Law, revoke its decision of 28 March 2022 “CS9/3/22 - Local

Government Property Amendment Local Law 2021” to make the Local

Government Property Amendment Local Law 2021.

2. Receive the corrected version of the Local Government Property Amendment

Local Law 2021 as set out in Attachment 2.

3. Re-make the Local Government Property Amendment Local Law 2021 in

accordance with section 3.12(4) of the Local Government Act 1995.


a) Pursuant to section 3.12(5) of the Act, give a copy of the Local Government

Property Amendment Local Law 2021 to the Minister, and publish the Local

Government Property Amendment Local Law 2021 in the Government

Gazette;

b) Pursuant to section 3.12(6) of the Act, give local public notice, with the

purpose and the effect of the Local Government Property Amendment Local

Law 2021 summarised in the notice, specifying the date on which the Local

Government Property Amendment Local Law 2021 comes into operation,

and where it may be viewed by the public; and

c) Pursuant to section 3.12(7) of the Act, give a signed Explanatory

Memoranda and Explanatory Memoranda check list, copies of the Local

Government Property Amendment Local Law 2021 and any other materials

required, to the Joint Standing Committee on Delegated Legislation.

ABSOLUTE MAJORITY RESOLUTION REQUIRED

Moved Cr Silver



COMMITTEE – Miscellaneous COUNCIL MEETING 27 JUNE 2022

4.1 - RESOURCES FOR PLANNING AND PERFORMANCE IMPROVEMENT

PROGRAM (REFERRAL ITEM)

At the Council meeting held on 23 May 2022, Cr S Peter referred the following matter to the

Corporate Services Committee.

That the matter of resources requirement for the Planning and Performance

Improvement Program, be referred to the Corporate Services Committee.

Comment from Cr S Peter

Many Government/non-Government organisations make use of planning and performance

improvement plans (PPIPs) to gauge the current performance of their business and analyse

this data to assess how things can be done better. The City of Armadale is one of the fastest

growing councils in Western Australia, requiring resources to handle this crucial task.

The fundamental objective of the PPIP is to create an environment for continuous

improvement through innovations, a clear & robust system of strategies, Failure Modes and

Effects Analysis (FMEA) of projects, Strategic insight and foresight, responsibility and

accountability etc.

The wholesale review of the City's services could lead the council to make an informed

decision about levels of service, service priorities and service delivery. Implementing City's

Corporate Business Plan successfully and improving the City's focus on continual

improvement, innovation, and performance monitoring and reporting, I believe there is a

need for additional investment.

Officer Comment

The Planning and Performance Improvement Program report was considered by the Council

in May 2022. The report provided information on the achievements of the first three years of

the program including improved insight into the City‘s services and a greater understanding

of the impacts of growth, development of enhanced decision making tools to support

Council’s critical choices around opportunities and priorities and proposed improvement

projects for the next phase of the program.

The Council noted the report and that there is a proposal to advance the program pending in

conjunction with other proposals, which will be considered in the next review of the

Four Year Budget.

ATTACHMENTS There are no attachments for this report.

Committee Discussion

Cr Peter moved the following Recommendation:

“That Council give consideration to the proposal in the next review of the Four Year Budget.”

The motion was unopposed.



RECOMMEND CS32/6/22

That Council give consideration to the proposal in the next review of the Four Year Budget.

Moved Cr S Peter




4.2 - COMMUNICATIONS STRATEGY

WARD

: ALL In Brief:

The Communication Strategy 2022 –

2026 is a CEO KPI and has been

prepared to support our commitment to

open, trusted communication between

the City and our community. It sets out

our approach to communicating with

residents, ratepayers, businesses,

visitors, community groups, partners,

staff, Councillors and other members of

our community.

Recommend that Council note the

contents of the Communications

Strategy 2022-2026.

FILE No.

: M/302/22

DATE

: 27 May 2022

REF

: KP

RESPONSIBLE

MANAGER

: Chief Executive Officer

Tabled Items

Nil.

Decision Type





Council.





Nil.




Strategic Community Plan 2020 – 2030

Objective:

4.4: Effective Community Engagement and Communications

Corporate Business Plan 2020 – 2025

Measures

4.4.2 Align the City’s communications and marketing strategies and activities to facilitate the

delivery of the Strategic Community Plan and Corporate Business Plan.

Legal Implications

Nil.


Nil.


Nil.

Consultation

Intra Directorate.

BACKGROUND

The City of Armadale plays an important role in shaping the future of the region. As a local

government organisation we provide a variety of services, programs and support to 96,000+

residents living across an area of 560km2.

Communication is at the core of everything we do.

At the City we believe that good communication will improve our service delivery and help

inform and connect our community. During consultation on the Strategic Community Plan

2020 - 2030 we heard people wanted more communication and deeper engagement with the

City to deliver better community outcomes.



This Communication Strategy has been prepared to support our commitment to open, trusted

communication between the City and our community. It sets out our approach to

communicating with residents, ratepayers, businesses, visitors, community groups, partners,

staff, councillors and other members of our community.

It highlights 10 pillars for improvement and defines how we will continuously refine and

enhance our communication activities over the next four years with a desktop review

completed after two years.

COMMENT

Our community wants more information about what we do, why we do it and how we plan to

do it so they can better measure community outcomes.

We believe that thoughtful communication will improve our service delivery and help inform

and connect our community.

Through this Strategy we aim to:

Create continuous connections with our community that integrates City and Council

activities into the everyday experience of residents, ratepayers, local businesses and

stakeholders

Ensure our community understands our intentions, challenges and decision-making

processes

Build trust and add value to all members of the community.

CONCLUSION

The City will plan and implement a range of strategies to ensure that we have the basics in

place alongside a culture of communications that delivers our principles and objectives.

1. Communication is Everyone's Business

This Strategy makes communication everyone's business across the organisation. It will

ensure the culture shifts from communication as a secondary activity to communication as an

integral part of every task, every project and every opportunity to deliver our principles

within and around the communication ecosystem. Empowerment will be the key to this

transformative objective.

2. Digital Asset Development

The Strategy is supported by ongoing digital asset development including the planned

redevelopment of the City’s website with customer experience central to the organisation of

content. The website should encourage interaction and engagement to deliver our aims,

principles and objectives whilst being agile and ensuring our customers find it easy to do

business. This will involve mapping customer's journeys to ensure all Council information,

services and initiatives are accessible and easy to find.



3. Corporate Branding and Style Guide

To support the Strategy, corporate branding guidelines and style guidelines will be regularly

reviewed to ensure they meet the City’s communication objectives with a focus on consistent

messaging. A range of designed assets and templates will be created to be used by Business

Units in communication asset development.

4. Evaluation of Strategic Approach

A process will be developed to measure and evaluate the success of the strategic approach

with agreed measurement criteria and investment into the tools required to continually

monitor, optimise and inform continual improvement.

ATTACHMENTS

1.⇩ Communication Strategy-2022-2026

RECOMMEND CS33/6/22

That Council note the Communications Strategy 2022- 2026.

Moved Cr S Mosey




COUNCILLORS’ ITEMS

Nil.

CHIEF EXECUTIVE OFFICER’S REPORT

Nil.

EXECUTIVE DIRECTOR’S REPORT

Nil

MEETING DECLARED CLOSED AT 7.38PM



CORPORATE SERVICES COMMITTEE

SUMMARY OF ATTACHMENTS 21 JUNE 2022

ATT

NO. SUBJECT PAGE

1.1 LIST OF ACCOUNTS PAID - APRIL 2022

1.1.1 Monthly Cheque and Credit Card Report - April 2022 45

1.2 STATEMENT OF FINANCIAL ACTIVITY - APRIL 2022

1.2.1 April 2022 - Monthly Financials 46

1.2.2 Small Balance Rates Written Off - April 2022 71

2.1 DRAFT ARTS AND CULTURE STRATEGY 2022-2026

2.1.1 Arts & Culture Strategy 2022- 2026 76

3.1 PUBLIC SECTOR COMMISSION INTEGRITY FRAMEWORK

3.1.1 Integrity Snapshot Tool 99

3.1.2 Draft 2022 Integrity Framework 100

3.2 REVOCATION OF DECISION - LOCAL GOVERNMENT PROPERTY AMENDMENT

LOCAL LAW 2021

3.2.1 Local Government Property Amendment Local Law 2021 113

3.2.2 Local Government Property Amendment Local Law 2021 - CORRECTED VERSION 118

3.2.3 McLeods advice - correcting local law error 123

4.2 COMMUNICATIONS STRATEGY

4.2.1 Communication Strategy-2022-2026 130

Corporate Services Committee Meeting 45 ATTACHMENT 1.1.1 COMMITTEE - 21 June 2022 COUNCIL MEETING 27 JUNE 2022

DIRECT DEBIT 1-Apr-22 Westpac Banking Corporation Bank Charge & Merchant Fee 686.70DIRECT DEBIT 1-Apr-22 Les Mills Asia Pacific Les Mills GF Licencing April 2022 911.02DIRECT DEBIT 4-Apr-22 Westpac Banking Corporation Transfer Fund to CBA 2,500,000.0000000038 6-Apr-22 City of Armdale Reimburse Weighbridge float 136.3000000039 7-Apr-22 City of Armadale-Visitors Centre Petty Cash Recoup 353.0500000040 7-Apr-22 City of Armadale-Aquatic Centre Petty Cash Recoup 132.3000000041 12-Apr-22 Suncentro Pty Ltd Refund-Maintenance Bond 26,938.0000000042 29-Apr-22 City of Armadale Armadale Arts Festival 600.0000000043 29-Apr-22 City of Armadale Council Resignation Gift 210.00DIRECT DEBIT 1-Apr-22 Commonwealth Bank of Australia Corporate Credit Card-P/E 27.02.22 4,706.79DIRECT DEBIT 2-Apr-22 Commonwealth Bank of Australia Centrepay Fees-W/E 25.03.22 18.81DIRECT DEBIT 7-Apr-22 Commonwealth Bank of Australia Merchant Fess-06.04.22 3,289.43DIRECT DEBIT 7-Apr-22 CANCELLED CANCELLED 0.00DIRECT DEBIT 8-Apr-22 Commonwealth Bank of Australia Centerpay Fees-W/E 01.04.22 17.822712.118-01 5-Apr-22 Construction Training Fund CTF Levy-February 2022 14,350.772712.1433-01 5-Apr-22 Serpentine Spring Water Refreshments 88.002712.155-01 5-Apr-22 BP Australia Pty Ltd Fuel & Oils 10,088.772712.161-01 5-Apr-22 Browns Sweeping Street Sweeping 495.002712.1859-01 5-Apr-22 Michael Page International Hire of Temporary Staff 8,568.592712.3332-01 5-Apr-22 ARKS Rugby Union Football Club Inc Multisports Program-Donation/BBQ Reimbursement 1,507.782712.374-01 5-Apr-22 Hays Personnel Services (Aust) Pty Ltd Hire of Temporary Staff 2,112.472712.4093-01 5-Apr-22 LFA First Response First Aid Supplies 464.042712.4319-01 5-Apr-22 Datacom Systems (AU) Pty Ltd - WA Division Computer Equipment 3,747.922712.4378-01 5-Apr-22 Avantgarde Technologies Pty Ltd Software Renewal-Veeam Backup and Replic 25,410.002712.463-01 5-Apr-22 Lo-Go Appointments Hire of Temporary Staff 1,893.052712.4649-01 5-Apr-22 Armadale Gymnastics Club Inc Refund Inflatable Hire-Cancelled 162.002712.5048-01 5-Apr-22 Quality Press Printing-Bin Tags 2,596.002712.5411-01 5-Apr-22 Focus Consulting WA Pty Ltd Consultancy Services 5,500.002712.579-01 5-Apr-22 Railway Avenue Vet Hospital Animal Euthanasia 517.702712.6503-01 5-Apr-22 Astron Evironmental Services Pty Ltd Aerial Vegetation Mapping-Various Reserves 4,741.442712.669-01 5-Apr-22 Telstra Telephone Charges 17,852.542712.6712-01 5-Apr-22 Rotary Club of Armadale INC Quiet Zone Volunteer-Australia Day 2022 500.002712.759-01 5-Apr-22 Synergy Energy Electricity Charges 2,611.312712.7980-01 5-Apr-22 N S Craigs AAF 2022 Grow with the Flow Project 3,192.502712.8189-01 5-Apr-22 Motorola Solutions Australia Pty Ltd Hire of Equipment-Australia Day 2022 2,028.402712.8456-01 5-Apr-22 Payroll Edge Consulting Consultancy Services 4,125.002712.8924-01 5-Apr-22 K May Expenses Reimbursement 1,000.002712.9360-01 5-Apr-22 Equigroup Multi Function Print Device Lease 301121 28,723.352712.9407-01 5-Apr-22 Marjom Pty Ltd Refund-Facility/Reserve/KeyDeposit 500.002712.9666-01 5-Apr-22 Austmag Stationery 132.002712.9705-01 5-Apr-22 Prime Landscaping Pty Ltd Garden Maintenance-Wattledale Park 2,756.602712.9707-01 5-Apr-22 W Doetsch Security Incentive Scheme 250.002712.9775-01 5-Apr-22 GFG Temp Assist Hire of Temporary Staff 36,096.252712.9779-01 5-Apr-22 MGA Town Planners Erade Drive Neighbourhood Centre 1,375.002712.9781-01 5-Apr-22 HVG Graphics Pty Ltd Floor Graphics-ICT 1,746.252712.9789-01 5-Apr-22 J M Wong Refund-Overpayment of Dog Registration 100.002712.9798-01 5-Apr-22 L Millar Donation-Sports Participant 350.002712.9799-01 5-Apr-22 P Cimino-Caminita Donation-Sports Participant 250.002712.9812-01 5-Apr-22 Flashbay Pty Ltd Protective Clothing 2,266.552713.116-01 6-Apr-22 DORMA Australia Pty Ltd Repair Roller Door-Bedfordale Fire Station 1,243.002713.117-01 6-Apr-22 Brooks Hire Service Pty Ltd Hire of Equipment 10,977.472713.127-01 6-Apr-22 Beaver Tree Services Aust Pty Ltd Treelopping 40,726.362713.1275-01 6-Apr-22 Dale Cottages Inc Greendale Centre Mgmt Fees 72,446.00

Accounts Paid and Submitted to Corporate Services Committee Held on 21 June 2022Cheque or EFT No. Date Payee Description Amount


April 2022 Monthly Financial Report

Page 1


Statement of Financial ActivityFor the period 1 July 2021 to 30 April 2022

Contents

Monthly Summary Information 3

Statement of Financial Activity 4

Explanation of Material Variances 7

Budget Amendments 12 Net Current Asset Position 14

Notes to the Net Current Asset Position 15

Investments 19

Reserve Accounts 21

Trust Accounts 24

Note

Page 2


Summary GraphsFor the period 1 July 2021 to 30 April 2022

Monthly Summary Information

Graph on Operating Expenses - Actual 2021-22 figures are year to date. Comparative Actual 2020-21 and Budget 2021-22 are full year figures.

This statement is to be read in conjunction with the accompanying Financial Statements and notes.

0

20

40

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140

Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Amount $ (m

)

Budget Operating Expenses ‐v‐ Actual

Budget 2021‐22

Actual 2020‐21

Actual (YTD) 2021‐22

0

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140


Amount $ (m

)

Budget Operating Revenues ‐v‐ Actual

Budget 2021‐22

Actual 2020‐21


0

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30


Amount $ (m

)

Budget Capital Revenue ‐v‐ Actual

Budget 2021‐22

Actual 2020‐21


0

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90


Amount $ (m

)

Budget Capital Expenses ‐v‐ Actual

Budget 2021‐22

Actual 2020‐21


0

10

20

30

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80

Rates Grants &Contributions

Fees & Charges Interest Earnings Other Revenue

Amount $ (m)

Operating Revenue

Actual 2020‐21 Budget 2021‐22 Actual (YTD) 2021‐22

0

10

20

30

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EmployeeCosts

Materials &Contracts

UtilityCharges

Depreciation InterestExpenses

Insurance OtherExpenses

Amount $ (m

)

Operating Expenses

Actual 2020‐21 Budget 2021‐22 Actual (YTD) 2021‐22

Page 3



Revised YTD YTD YTD YTD Var.

Budget Budget Actual Var. $ Var. %

Notes $ $ $ $ %

Revenue from Operating Activities

Chief Executive's OfficeEconomic Development 80,300 74,000 59,260 (14,740) (20%)Human Resources 3,000 3,000 - (3,000) (100%)Public Relations 40,600 34,000 20,980 (13,020) (38%)

Community ServicesCommunity Development 582,755 614,400 605,290 (9,110) (1%)Recreation Services 1 6,650,400 5,498,800 5,767,750 268,950 5% Libraries and Heritage 56,500 47,000 60,220 13,220 28%Rangers and Emergency 2 739,700 654,700 774,750 120,050 18%

Corporate ServicesProfit on Sale of Assets 3 3,300 3,300 188,950 185,650 5626% Corporate Services 3,524,400 2,812,450 2,792,620 (19,830) (1%)Interest Earning 4 967,700 703,000 434,240 (268,760) (38%) Finance 5 966,500 806,000 1,084,630 278,630 35% Rates 73,865,600 73,590,600 73,601,890 11,290 0%Governance and Administration 600 600 440 (160) (27%)IT Services 12,000 10,000 12,360 2,360 24%

Development ServicesBuilding 6 1,061,400 767,000 1,068,330 301,330 39% Health 132,800 107,130 127,840 20,710 19%Planning 7 310,000 260,000 395,630 135,630 52% Project Co-ordination 2,339,000 471,000 459,810 (11,190) (2%)

Technical ServicesAsset Management 12,200 10,000 6,440 (3,560) (36%)Civil Works 935,800 678,500 699,980 21,480 3%Environment Planning 610,300 515,600 502,380 (13,220) (3%)Parks 172,500 129,700 120,340 (9,360) (7%)Subdivisions 288,900 241,000 275,460 34,460 14%Depot 7,000 - 4,320 4,320 0%Technical Services 79,800 4,000 9,990 5,990 150%Waste 8 20,775,100 19,829,350 19,656,520 (172,830) (1%)

114,301,381 107,948,360 108,730,420 782,060 1%

KEY INFORMATION

The material variance adopted by Council for the 2021-22 year is $100,000.


indicates a discretionary variance between Year to Date (YTD) Actual and YTD Budget data, that have been reported on outside of the materiality threshold adopted by Council. Refer to Note 1 for explanations for the variances.

Indicates a variance between Year to Date (YTD) Actual and YTD Budget data as per the adopted materiality threshold. Refer to Note 1 for explanations for the variances.

Page 4



Revised YTD YTD YTD YTD Var.Budget Budget Actual Var. $ Var. %

Notes $ $ $ $ %

Expenditure from Operating Activities

Chief Executive's OfficeChief Executive Officer 9 (3,068,380) (2,107,750) (1,821,350) 286,400 (14%) Economic Development 10 (1,187,300) (995,700) (876,500) 119,200 (12%) Human Resources (2,168,100) (1,696,800) (1,636,380) 60,420 (4%)Public Relations 11 (1,278,600) (1,064,000) (759,650) 304,350 (29%)

Community ServicesCommunity Development 12 (3,392,655) (2,833,060) (2,504,910) 328,150 (12%) Community Planning 13 (726,800) (647,400) (309,530) 337,870 (52%) Community Services 14 (617,100) (513,800) (321,740) 192,060 (37%) Recreation Services 15 (8,024,200) (6,595,300) (6,884,760) (289,460) 4% Libraries and Heritage 16 (3,894,000) (3,231,900) (2,877,680) 354,220 (11%) Rangers and Emergency 17 (2,384,388) (1,980,810) (2,089,980) (109,170) 6%

Corporate ServicesLoss on Sale of Assets (141,000) (823,000) (847,710) (24,710) 3%Depreciation (21,965,300) (20,201,000) (20,255,820) (54,820) 0%Interest Expense (1,285,600) (892,800) (929,790) (36,990) 4%Corporate Services (2,019,200) (1,354,500) (1,359,790) (5,290) 0%Finance 18 (2,725,700) (2,260,800) (1,885,710) 375,090 (17%) Governance and Administration (2,519,100) (1,894,390) (1,804,800) 89,590 (5%)IT Services 19 (8,045,300) (6,726,150) (5,572,170) 1,153,980 (17%)

Development ServicesBuilding 20 (2,281,600) (1,901,500) (1,530,200) 371,300 (20%) Development Services (774,200) (645,730) (678,260) (32,530) 5%Health 21 (1,490,500) (1,240,330) (1,094,630) 145,700 (12%) Planning 22 (4,034,600) (3,379,770) (2,704,730) 675,040 (20%) Project Co-ordination (2,339,000) (520,400) (459,820) 60,580 (12%)

Technical ServicesAsset Management 23 (1,239,200) (1,034,000) (914,010) 119,990 (12%) Civil Works 24 (4,487,100) (3,762,650) (3,589,340) 173,310 (5%) Engineering Design 25 (1,200,200) (1,000,000) (776,280) 223,720 (22%) Environment Planning 26 (2,745,300) (2,297,890) (1,652,200) 645,690 (28%) Parks 27 (11,555,112) (9,664,370) (7,480,990) 2,183,380 (23%) Property 28 (6,980,300) (5,676,710) (5,200,420) 476,290 (8%) Subdivisions (551,300) (460,000) (384,740) 75,260 (16%)Depot - (152,600) (175,270) (22,670) 15%Technical Services 29 (3,458,900) (2,684,000) (2,483,730) 200,270 (7%) Waste 30 (15,922,800) (13,494,650) (11,517,700) 1,976,950 (15%)

(124,502,835) (103,733,760) (93,380,590) 10,353,170 (10%)

KEY INFORMATION





Page 5



Revised YTD YTD YTD YTD Var.Budget Budget Actual Var. $ Var. %

Notes $ $ $ $ %

Non-Operating RevenueCorporate Services

Proceeds from Borrowings 14,839,600 - - - 0%Transfer from Reserves 29,649,866 567,570 489,830 (77,740) (14%)Proceeds from Sale of Assets 1,104,500 354,500 359,920 5,420 2%

Technical ServicesCivil Works 31 12,517,000 12,487,800 10,235,520 (2,252,280) (18%) Parks 32 6,363,024 4,719,070 (107,090) (4,826,160) (102%) Property 33 6,754,300 5,492,500 601,640 (4,890,860) (89%)

71,228,290 23,621,440 11,579,820 (12,041,620) (51%)

Capital Expense

Community ServicesCommunity Development 34 (100,000) (100,000) - 100,000 (100%) Recreation Services 35 (185,000) (185,000) (42,860) 142,140 (77%) Rangers and Emergency (63,000) (63,000) (8,710) 54,290 (86%)

Corporate ServicesIT Services 36 (217,000) (217,000) - 217,000 (100%)

Development ServicesHealth (15,000) (15,000) (14,970) 30 (0%)

Technical ServicesCivil Works 37 (17,333,800) (12,656,250) (4,102,940) 8,553,310 (68%) Engineering Design (28,100) (10,000) (700) 9,300 (93%)Environment Planning (44,800) (44,800) (44,650) 150 (0%)Parks 38 (13,718,166) (10,489,480) (6,241,840) 4,247,640 (40%) Property 39 (28,043,400) (18,523,410) (6,549,820) 11,973,590 (65%) Depot 40 (6,339,900) (6,339,900) (2,894,510) 3,445,390 (54%) Waste 41 (10,459,400) (7,905,160) (144,770) 7,760,390 (98%)

(76,547,566) (56,549,000) (20,045,770) 36,503,230 (65%)

Non-Operating ExpenseCorporate Services

Transfer to Reserves (15,022,550) (4,634,050) (4,632,560) 1,490 (0%)Repayment of Borrowings (6,125,500) (4,720,100) (4,720,480) (380) 0%

(21,148,050) (9,354,150) (9,353,040) 1,110 (0%)

Total Operating Result (36,668,780) (38,067,110) (2,469,160) 35,597,950 (94%)

AdjustmentsProfit and Loss 3 137,700 (819,700) (658,760) 160,940 (20%) Depreciation 26,122,000 22,456,000 22,533,940 77,940 0%Movement (Non-Current) 333,470 - (22,403) (22,403) 0%Movement in Contract Liability Note 3 474,400 355,800 4,169,510 3,813,710 1072%

27,067,570 21,992,100 26,022,287 4,030,187 18%

Items Yet To Be Applied - - (1,402,652)Opening Surplus / (Deficit) 12,774,983 12,774,983 12,774,983

Closing Surplus / (Deficit) 3,173,773 (3,300,027) 34,925,458

KEY INFORMATION





Page 6


Notes to the Statement of Financial ActivityFor the period 1 July 2021 to 30 April 2022

Explanation of Material Variances

Note:* The marked Business Units below indicate the ones that had Budget amendments made as part of the Annual Budget review adopted by Council on 28/3/22 - CS8/3/22.The amendments relate to the end of year budget and variances may still appear as these financials are based on comparisons to the budget at the end of every month.

TimingBusiness Unit Var. $ Var. % Var. Permanent Explanation of Variance

Revenue from Operating Activities

1 Recreation Services* 268,950 5% Timing

2 Rangers and Emergency 120,050 18% Timing/Perm.

3 Profit on Sale of Assets 185,650 5626% Permanent

4 Interest Earning (268,760) (38%) Permanent

5 Finance* 278,630 35% Timing/Perm.

6 Building* 301,330 39% Timing/Perm.

7 Planning 135,630 52% Timing/Perm.

8 Waste (172,830) (1%) Timing

Expenditure from Operating Activities

9 Chief Executive Officer* 286,400 (14%) Timing

10 Economic Development 119,200 (12%) Timing

11 Public Relations 304,350 (29%) Timing

12 Community Development 328,150 (12%) Timing

13 Community Planning* 337,870 (52%) Timing

14 Community Services 192,060 (37%) Timing

15 Recreation Services* (289,460) 4% Timing

16 Libraries and Heritage 354,220 (11%) Timing

17 Rangers and Emergency (109,170) 6% Timing

18 Finance* 375,090 (17%) Timing

19 IT Services* 1,153,980 (17%) Timing

20 Building 371,300 (20%) Timing

21 Health 145,700 (12%) Timing

22 Planning 675,040 (20%) Timing

Increased fines - approx. $35k permanent increase overall

Employee costs less due to vacancies - savings possible



The material variance adopted by Council for the 2021/22 year is $100,000.

Brookdale site entry fees is lower than the budgeted amount in April but expected to meet budget by eoy

Building revenue is now tracking ahead of adjusted eoy budget - about $8k permanent increase so far




The material variance thresholds are adopted annually by Council as an indicator of whether the actual expenditure or revenue varies from the year to date budget materially.


The actual amounts spent on Functions & Events, Area Promotion, Security Services and Tourism Strategy were lower than YTD budget - purchases made after report date

Bushfire Brigades and Fire Mitigation Activity Fund spend has commenced due to confirmed grants still to be received

Investment revenue remains lower than expected.

Fees and charges relevant to development application has now exceeded the eoy budget - about $85k permanent

Consultancy is lower than budget but expected to be spent

The underspend is mainly due to the OneCouncil project. There is no change to the overall project budget. Some of the unspent funds in ICT will be transferred to the ICT Reserve

Revenue being received in line with adjusted end of year budget at annual review from increased revenue leading to increased costs - see Recreation Services expense

Consultancy services projects full spend yet to occur for the District Scheme,Kelmscott District Structure Plan and Investment Framework but likely to be spent or remaining balances carried forward

Recognition of interest due on instalments - approx. $118k more than eoy budget is permanent

Costs increasing across a number of the service areas from increased revenue - eoy budget will not be exceeded

Book value profit has exceeded budget due to lower written down values as assets are held longer in current market

Expenditure on Armadale Arts Festival, Minnawarra Art Exhibition, and Indigenous Early Years initiative equipment are lower that budgeted - likely to be spent

Page 7



Explanation of Material Variances (continued)

TimingBusiness Unit Var. $ Var. % Var. Permanent Explanation of Variance

Expenditure from Operating Activities (continued)

23 Asset Management 119,990 (12%) Timing

24 Civil Works* 173,310 (5%) Timing

25 Engineering Design 223,720 (22%) Timing

26 Environment Planning* 645,690 (28%) Timing

27 Parks* 2,183,380 (23%) Timing

28 Property 476,290 (8%) Timing

29 Technical Services 200,270 (7%) Timing

30 Waste* 1,976,950 (15%) Timing

Non-Operating Revenue

31 Civil Works* (2,252,280) (18%) Timing

32 Parks* (4,826,160) (102%) Timing

33 Property* (4,890,860) (89%) Timing

Capital Expenses

34 Community Development 100,000 (100%) Timing Scheduled for quarter 4 completion.

35 Recreation Services 142,140 (77%) Timing Scheduled for quarter 4 completion.

36 IT Services 217,000 (100%) Timing Scheduled for quarter 4 completion.

37 Civil Works* 8,553,310 (68%) Timing

38 Parks* 4,247,640 (40%) Timing

39 Property* 11,973,590 (65%) Timing

40 Depot* 3,445,390 (54%) Timing

41 Waste* 7,760,390 (98%) Timing


Delayed programs likely to be spent in the last quarter

Currently showing a saving to budget but likely to be fully spent by end of year


Street lighting utility expense one month behind in billing.

Decrease in commercial tonnages being received.

Data Collection activities scheduled for May and June


Funding for projects delayed in line with expenditure delays.

Funding for projects delayed in line with expenditure delays.

See itemised Capital Listing for project status.





Major projects such as Forrestdale Hub and Morgan Park have been delayed therefore funding sources also delayed .

Page 8


Notes to the Statement of Financial Activity

For the Period 1 July 2021 to 30 April 2022


Capital Expenditure Program Progress ‐ 30 April 2022 Progress % is actual and committed against annual budget

Annual Budget YTD Budget YTD Actual Committed Progress Comments

$ $ $ $ %

Civil Works

Eighth Rd (Wollaston to Gribble) 2,839,800 2,839,800 36,876 1,280,263 46% To be delivered as full road with Armadale Rd i/sect

Eighth Road CFWD 20/21 2,817,500 385,700 ‐ ‐ 0% DWA Land acquisition in process

Railway Ave PSP (Westfield to Lake) 1,500,000 912,400 ‐ ‐ 0% Likely Carry forward due to alignment negotiations

Railway Avenue CFWD 20/21 1,490,000 1,490,000 ‐ ‐ 0% Likely Carry forward due to alignment negotiations

Warton Road 1,507,200 ‐ ‐ 329,192 22% Construction due to commence FY23

Ranford Rd ( Ranford Rd/Lake Rd Roundabout) 323,900 323,900 316,089 ‐ 98% Construction complete ‐ Linemarking to be installed

Ranford Road PSP (Balannup to Tonkin) ‐ Design 101,100 101,100 ‐ ‐ 0% Internal design in progress ‐ completion in May

Skeet Rd to Ranford Rd Intersection Upgrade 1,078,200 1,078,200 ‐ ‐ 0% DPLH to confirm treatment option for intersection

Undetermined Road Locations 874,200 755,000 416,322 309,997 83% Scheduled for Qtr 4 completion

Skeet Road CFWD 20/21 926,400 926,400 529,833 271,710 87% Swale rectification completed in April

Chevin Rd ‐ Shoulder Widening (Federal) 345,700 345,700 218,655 10,553 66% Scheduled for Qtr 4 completion

Chevin Rd ( Heath Road – Springdale Road ) 156,700 156,700 72,963 ‐ 47% Completed

Taylor Road 677,400 677,400 489,840 ‐ 72% Completed

Peet Road 378,800 378,800 292,426 ‐ 77% Completed

Nicholson Road 273,700 273,700 205,993 ‐ 75% Completed

Soldiers Road 333,200 333,200 319,035 ‐ 96% Completed

Paterson Road 150,000 150,000 132,235 17,567 100% Completed ‐ final invoices to be processed

Armadale Road 179,300 179,300 30,478 93,891 69% Scheduled for Qtr 4 completion

Seville Dr & Armadale Road (State) 201,500 201,500 164,082 ‐ 81% Scheduled for Qtr 4 completion

Foster Road 142,500 142,500 22,178 83,721 74% Completed

Wygonda Road 186,100 154,350 179,557 29,156 112% Completed ‐ final invoices to be processed

Projects under $100k ‐ balance 850,600 850,600 676,378 74,441 88% Scheduled for Qtr 4 completion

Civil Works Total 17,333,800 12,656,250 4,102,940 2,500,491 38%

Environment

Roley Pools Heritage Walk Trail 44,800 44,800 44,650 823 102%

The design has determined that the cost estimate has significantly increased.

Additional budget allocation will be as considered as part of Council

deliberations on the FY23 annual budget

Environment Total 44,800 44,800 44,650 823 102%

Parks Services

Westfield Heron Reserve CFWD 20/21 1,500,100 1,500,100 342,217 996,831 89% Scheduled for Qtr 4 completion

Bedbrooke Park 34,200 34,200 14,398 ‐ 42% Completed

Bedbrooke Park CFWD 20/21 797,300 797,300 250,335 550,111 100% Construction completed; project in consolidation

Skeet Road CFWD 20/21 345,100 345,100 24,878 330,142 103% Scheduled for Qtr 4 completion

Skeet Road Median CFWD 20/21 182,600 182,600 151,379 29,842 99% Construction completed; project in consolidation

Skeet Rd Median Landscaping 125,000 125,000 101,154 81% Construction completed; project in consolidation

Corondale Reserve CFWD 20/21 756,700 ‐ 48,365 719,151 101% Scheduled for Qtr 4 completion; potential c/fwd

Ticklie Park CFWD 20/21 678,400 81,900 9,301 585,082 88% Scheduled for Qtr 4 completion; potential c/fwd

William Skeet Oval CFWD 20/21 577,900 577,900 172,987 0 30% Completed ‐ DCP funded project ‐ all funds not required scope change

Harber Drive CFWD 20/21 571,000 571,000 477,900 86,548 99% Completed ‐ final invoices to be processed

Rothery Park 320,000 320,000 2,750 ‐ 1% Likely cfwd due to resourcing

Municipal Reserves 279,400 239,400 11,983 176,136 67% Scheduled for Qtr 4 completion

Gwynne Park CFWD 20/21 1,143,600 1,120,960 954,147 130,383 95% Construction completed; project in consolidation

L801 Corfield St Champion Lakes CFWD 20/21 276,800 243,450 191,310 54,988 89% Stage 1 complete. Stage 2 Qtr 4 Completion

John Dunn Reserve CFWD 20/21 1,047,166 16,500 787,420 135,502 88% Completed ‐ final invoices to be processed

Frye Park CFWD 20/21 178,600 178,600 147,406 11,532 89% Completed

Armadale Road CFWD 20/21 294,400 294,400 125,043 6,515 45% Completed

Broadway Park CFWD 20/21 176,700 176,700 112,178 30,749 81% Completed ‐ final invoices to be processed

McPhail Park CFWD 20/21 451,300 451,300 344,648 108,312 100% Completed ‐ final invoices to be processed

Sheaf Park CFWD 20/21 592,000 592,000 427,059 159,894 99% Completed

Barry Poad Reserve CFWD 20/21 252,000 252,000 109,798 87,407 78% Scheduled for Qtr 4 completion

Fancote Park CFWD 20/21 183,300 183,300 32,945 9,730 23% Project in review ‐ bore works completed

Rosette Park 218,000 198,000 126,444 7,435 61% 2 Projects. Bridges complete. Fitness carry forward to FY23

Reg Williams Reserve 132,500 113,100 9,329 104,404 86% Scheduled for Qtr 4 completion

Novelli Pavilion CFWD 20/21 349,000 92,450 195,323 60,794 73% Scheduled for Qtr 4 completion

Rushton Park 126,900 111,300 17,472 64,826 65% Scheduled for Qtr 4 completion

Yellowwood Reserve 100,000 100,000 5,780 ‐ 6% Project in review ‐ pending state additional funds

Chiltern Estate 100,000 100,000 2,370 88,363 91% Scheduled for Qtr 4 completion

Don Simmons Reserve CFWD 20/21 305,600 305,600 252,317 33,661 94% Completed toilet. Tree project Qtr 4 completion

Bronzewing Reserve 116,900 88,900 34,690 16,181.00 44% Scheduled for Qtr 4 completion

Dawson Reserve CFWD 20/21 100,000 100,000 88,580 1,682 90% Minor works pending. Qtr 4

Bob Blackburn Reserve 106,000 81,200 77,364 13,701 86% Scheduled for Qtr 4 completion

Projects under $100k ‐ balance 1,268,200 915,220 592,570 514,524 87% Scheduled for Qtr 4 completion

Parks Services Total 13,718,166 10,489,480 6,241,840 5,114,426 83%

Page 9





Capital Expenditure Program Progress ‐ 30 April 2022 Progress % is actual and committed against annual budget

Annual Budget YTD Budget Actual Committed Progress Comments

$ $ $ $ %

Property Services

Forrestdale Hub 5,835,000 2,334,000 ‐ ‐ 0% Project in initial stages ‐ design anticipated to start in FY23

Piara Waters Library 4,350,000 1,525,000 40,538 421,365 11% Project in initial stages ‐ construction anticipated to start in FY23

Piara Waters Library Design CFWD 20/21 243,900 243,900 54,040 10,000 26% Design to accommodate State Govt grant

Morgan Park 3,756,500 1,502,600 ‐ ‐ 0% Project in initial stages ‐ design anticipated to start in FY23

Roleystone Theatre 4,028,500 3,778,580 972,524 2,646,281 90% Project finished by year end FY22

Roleystone Karragullen Bush Fire Brigade 1,700,000 1,197,692 299,912 175,088 28% Project to commence construction FY 22/23

John Dunn Hall CFWD 20/21 2,417,100 2,321,080 1,353,594 814,454 90% Completion Jul 22 ‐ water services delayed 4 to 6 wks

Bedfordale Pavilion 450,000 450,000 133,657 28,906 36% Scheduled to be complete during Q1 FY23

Armadale Aquatic Centre CFWD 20/21 735,300 735,300 587,514 58,207 88% To be complete during Q4 FY22

Armadale Arena 350,000 350,000 323,243 ‐ 92% To be complete during Q4 FY22

Springdale Pavilion 157,000 157,000 ‐ ‐ 0% project under review ‐ likely FY23

Bedfordale Mens Shed 345,000 345,000 319,046 25,354 100% Men's shed completed

Bedfordale Fire Station CFWD 20/21 139,900 139,900 135,658 ‐ 97% Complete access road (lighting to be complete in June 2022)

Champion Lakes Bunker 200,000 200,000 7,806 2,964 5% Scheduled for Qtr 4 completion

Gwynne Park Precinct CFWD 20/21 189,800 189,800 11,774 17,538 15% Expect completion Qtr 4 awaiting Western Power

Gwynne Park Football Pavilion 185,000 185,000 24,140 ‐ 13% Phase 1 with Community Planning

Shipwreck Park 170,000 136,000 ‐ ‐ 0% Going back out for RFQ. Likely to commence FY23

Champion Drive Resource Centre 254,700 254,700 211,648 350 83% Solar lighting due for completion Q4

Robot Park 140,000 112,000 ‐ ‐ 0% Scheduled for Qtr 4 completion

Rushton Park Outdoor Centre 120,000 96,000 ‐ ‐ 0% Scheduled for Qtr 4 completion

St Francis Xavier Church 100,000 100,000 3,000 ‐ 3% Investigations in progress

Creyk Park Pavilion 1,306,000 1,306,000 1,311,382 6,412 101% Completed

Armadale Badminton Centre 215,900 215,900 179,650 3,115 85% Completed

Westfield Scout Hall 189,600 183,760 212,796 1,815 113% Completed ‐ compliance costs extra ‐ savings offset to be made

Orchard House CFWD 20/21 202,000 202,000 203,400 1,960 102% Works complete ‐ waiting on Western Power

Projects under $100k ‐ balance 262,200 262,198 164,498 142,508 117% Scheduled for Qtr 4 completion

Property Services Total 28,043,400 18,523,410 6,549,820 4,356,317 39%

Plant & Fleet

Truck (W4) CFWD 20/21 472,000 472,000 ‐ 412,138 87% Delivery expected end of May 2022

Landfill Compactor (W1) 440,000 440,000 ‐ 412,138 94% Delivery expected end of May 2022

Jetting Truck (CW1) CFWD 20/21 327,000 327,000 234,034 ‐ 72% Body work completed. Delivery expected end of May 2022

Truck (P1) CFWD 20/21 250,000 250,000 ‐ 231,995 93% Awaiting likely date of delivery

Flocon Truck (CW1) CFWD 20/21 254,000 254,000 19,318 253,126 107% Delivery expected end of May 2022

Tractor (P1) CFWD 20/21 100,000 100,000 73,688 ‐ 74% Completed

Truck (CW8) CFWD 20/21 287,300 287,300 243,701 ‐ 85% Completed

Utility (R3) 100,100 100,100 61,440 ‐ 61% Completed

Tractor (P2) 100,000 100,000 74,568 ‐ 75% Completed

Wheel Loader (CW1) 283,000 283,000 260,250 ‐ 92% Completed

Wheel Loader (W1) CFWD 20/21 320,000 320,000 317,000 ‐ 99% Completed

Backhoe (CW1) 193,900 193,900 193,456 ‐ 100% Completed

Wheel Loader (W2) CFWD 20/21 317,000 317,000 317,000 ‐ 100% Completed

Roadsweeper (CW2) 347,500 347,500 348,018 ‐ 100% Completed

Items under $100k ‐ balance 2,548,100 2,548,100 752,037 864,065 63%

Plant & Fleet Total 6,339,900 6,339,900 2,894,510 2,173,462 80%

Waste Services

Final Cover and Rehabilitation ‐ Landfill 7,280,800 5,096,560 16,915 80,670 1%Design finalised ‐ DWER Works Approval to be submitted by 1 June 2022 ‐

Construction scheduled in FY23

Waste Collection Vehicles CFWD 20/21 880,000 880,000 ‐ 824,276 94% Awaiting delivery at the end of May 2022

Weighbridge Replacement CFWD 20/21 380,000 380,000 ‐ ‐ 0%

Finalising contractual arrangements with contractor. Scheduled for

completion Dec 2022

Landfill Gas Capture 315,300 195,300 ‐ ‐ 0% Likely delay to FY23 ‐ aligned with Final Cover project

Small Bulldozer 600,000 450,000 ‐ ‐ 0%Procurement process commenced in April 2022. Governance in process to

release RFQ to private sector

Waste Hook Lift Truck 300,000 300,000 2,360 241,055 81% Completed post balance date

Waste Bins and Containers 180,000 180,000 ‐ 36,255 20% Awaiting delivery

Trailer Transfer Area 149,400 149,400 44,014 16,566 41% Procurement of goods underway

Drop n Shop‐Parking and Entrance Road 100,000 ‐ ‐ ‐ 0% RFQ for contractor construction being finalised

Projects under $100k ‐ balance 273,900 273,900 81,481 40,760 45%Some projects aligned with Final Cover project ‐ others proceeding with

procurement processes

Waste Services Total 10,459,400 7,905,160 144,770 1,239,582 13%

Furniture & Equipment

Optic Fibre ‐ Orchard House to Depot 217,000 217,000 ‐ 219,840 101% Scheduled for Qtr 4 completion

Public Art 100,000 100,000 ‐ ‐ 0% Scheduled for Qtr 4 completion

Furniture & Equipment Total 317,000 317,000 ‐ 219,840 69%

Page 10





FY20/21 CFWDS Remaining with Funding Source ‐ 30 April 2022 Progress % is actual and committed against annual budget

Annual Budget ProgressFunding

SourceComments

$ %

Civil Works

Eighth Road 2,817,500 0% Grant To be delivered as full road extent with Armadale Rd i/sect ‐ anticipated FY23

Railway Avenue 1,490,000 0% Grant Alignment negotiations. Will be delivered with Stage 2 (Westfield to Lake)

Skeet Road 926,400 87% DCP Swale rectification completed in April

Civil Works Total 5,233,900

Parks Services

Westfield Heron Reserve 1,500,100 89% Grant Scheduled for Qtr 4 completion

John Dunn Reserve 1,047,166 88% Loan/Grant Completed ‐ final invoices to be processed

Bedbrooke Park 797,300 100% Reserve Construction completed; project in consolidation

Corondale Reserve 756,700 101% POS/Trust Scheduled for Qtr 4 completion; potential c/fwd

Ticklie Park 678,400 88% POS/Trust Scheduled for Qtr 4 completion; potential c/fwd

William Skeet Oval 577,900 30% DCP Completed ‐ DCP funded project ‐ all funds not required scope change

Harber Drive 571,000 99% Grant Completed ‐ final invoices to be processed

McPhail Park 451,300 100% Reserve Completed ‐ final invoices to be processed

Skeet Road 345,100 103% DCP Scheduled for Qtr 4 completion

Barry Poad Reserve 252,000 78% POS/Trust Scheduled for Qtr 4 completion

L801 Corfield St C/Lakes Bushland 276,800 89% POS/Muni Stage 1 complete. Stage 2 Qtr 4 Completion

Skeet Road Median 182,600 99% Reserve Construction completed; project in consolidation

Novelli Pavilion 349,000 73% DCP Scheduled for Qtr 4 completion

Frye Park 178,600 89% Muni Completed

Fancote Park 183,300 23% POS/Trust Project in review ‐ bore works completed

Broadway Park 176,700 81% Reserve Completed ‐ final invoices to be processed

Dawson Reserve 100,000 90% Grant Minor works pending. Qtr 4

Completed Parks CFWD projects 1,996,200

Parks Services Total 10,420,166

Property Services

John Dunn Hall 2,417,100 90% Res/Muni Completion likely Jul 22 ‐ water services delayed 4 to 6 weeks

Armadale Aquatic Centre Solar 735,300 88% Grant To be complete during Q4 FY22

Bedfordale Fire Station 139,900 97% Muni Complete access road (lighting to be complete in June 2022)

Piara Waters Library Design 243,900 26% Muni Design to accommodate State Govt grant

Orchard House Solar 202,000 102% Grant Works complete ‐ waiting on Western Power

Gwynne Park Reserve Electrical Supply 189,800 15% Muni Expect completion Qtr 4 awaiting Western Power

Property Services Total 3,928,000

Plant & Fleet

Truck (W4) 440,000 Reserve Delivery expected end of May 2022

Jetting Truck (CW1) 327,000 Reserve Body work completed. Delivery expected end of May 2022

Flocon Truck (CW1) 254,000 Reserve Delivery expected end of May 2022

Truck (P1) 250,000 Reserve Awaiting likely date of delivery

Plant & Fleet CFWD Items delivered 960,988

Plant & Fleet Total 2,231,988

Waste Services

Waste Collection Vehicles 880,000 Reserve Awaiting delivery at the end of May 2022

Weighbridge Replacement 380,000 Reserve Finalising contractual arrangements with contractor. Scheduled for completion Dec 2022

Waste Services Total 1,260,000

Page 11



Budget Amendments

Amendments to original budget since budget adoption. Surplus / (Deficit)

Amended Increase in Decrease in Budget

Council Non Cash Available Available RunningDirectorate Account Nature Resolution Adjustment Cash Cash Balance

$ $ $ $

12,774,983 Carry Forwards adopted by Council (8,787,700)Restricted Funds (763,610)Remaining Surplus Funds 3,223,673

Community Services Capital Expenses Yes 40,000 3,263,673 CS53/8/21 Community Services Mobile CCTV

Technical Services Capital Expenses Yes 100,000 3,363,673 CS53/8/21 Parks Services Yellowwood Reserve skateable elements

Technical Services Capital Expenses Yes 28,600 3,392,273 CS53/8/21 Property Services Frye Park Pavilion Lighting & Signs

Technical Services Capital Expenses Yes 42,000 3,434,273 CS53/8/21 Property Services Alfred Skeet Oval Pavilion Kitchen

Community Services Capital Grant Yes 40,000 3,394,273 CS53/8/21 Other Law & Safety Grant

Technical Services Capital Grant Yes 100,000 3,294,273 CS53/8/21Parks Capital Funding

Technical Services Capital Grant Yes 70,600 3,223,673 CS53/8/21 Property Capital Funding

Technical Services Capital Expenses No 38,788 3,262,461 Increase in Parks Services - From Fire Mitigation to Parks due to change of work responsibility

Community Services Capital Expenses No 38,788 3,223,673 Decrease in Fire Prevention Services - From Fire Mitigation to Parks due to change of work responsibility

Development Services Operating Expenses Yes 77,818 3,301,491 Council Approved D33/9/21 - BV for a FTE Swimming Pool Safety Barrier Inspector from Consultancy

Development Services Operating Expenses Yes 77,818 3,223,673 Council Approved D33/9/21 - BV for a FTE Swimming Pool Safety Barrier Inspector from Consultancy

Community Services Operating Expenses Yes 80,000 3,303,673 Council Approved CS59/9/21 - BV for a FTE an additional Events Officer for Events projects from Events Reserve

Corporate Services Non-Operating Revenue Yes 80,000 3,223,673 Council Approved CS59/9/21 - BV for a FTE an additional Events Officer for Events projects from Events Reserve

Corporate Services Non-Operating Expenses Yes 83,226 3,306,899 Council Approved D37/9/21 - BV for Established for Development WA Public Art Contribution Reserve

Development Services Operating Revenue Yes 83,226 3,223,673 Council Approved D37/9/21 - BV for Established for Development WA Public Art Contribution Reserve

Development Services Operating Expenses Yes 225,000 3,448,673 Council Approved T58/10/21 Wungong River Foreshore Development of Detailed Design

Corporate Services Non-Operating Revenue Yes 225,000 3,223,673 Council Approved T58/10/21 Wungong River Foreshore Development of Detailed Design from Wungong Reserve

Corporate Services Operating Expenses Yes 113,000 3,336,673 Council Approved CS/65/10/21 Funds from Business Recovery for Governance Short Term Contract

Technical Services Operating Expenses Yes 140,000 3,476,673 Council Approved CS/65/10/21 Funds from Business Recovery for Parks Short Term Contract

Corporate Services Operating Expenses Yes 253,000 3,223,673 Council Approved CS/65/10/21 Funds from Business Recovery for Parks & Governance Short Term Contract

Opening Position (Audited) 1 July 2021

Page 12



Budget Amendments (continued)

Amendments to original budget since budget adoption. Surplus / (Deficit)

Amended Increase in Decrease in Budget

Council Non Cash Available Available RunningDirectorate Account Nature Resolution Adjustment Cash Cash Balance

$ $ $ $

Development Services Non-Operating Revenue Yes 704,824 2,518,849 Council Approved D46/11/21 - BV for Future Footpath and Landscaping from Development Contribution Plan Reserve

Corporate Services Non-Operating Revenue Yes 704,824 3,223,673 Council Approved D46/11/21 - BV for Future Footpath and Landscaping from Development Contribution Plan to Reserve

Technical Services Capital Expenses Yes 1,700,000 4,923,673 Council Approved 11/10/2021 - BV for Roleystone Karragullen Bushfire Brigade from Future Projects Reserve

Corporate Services Non-Operating Revenue Yes 1,700,000 3,223,673 Council Approved 11/10/2021 - BV for Roleystone Karragullen Bushfire Brigade from Future Projects Reserve

Technical Services Capital Expenses Yes 71,766 3,295,439 Council Approved - BV for John Dunn Challenge Park from Future Rec Facilities Reserve

Corporate Services Non-Operating Revenue Yes 71,766 3,223,673 Council Approved - BV for John Dunn Challenge Park from Future Rec Facilities Reserve

Development Services Operating Expenses Yes 350,000 2,873,673 Corporate Greenhouse Action Plan - Carbon Sale - One sided entry funded from the opening balance

2021/22 Annual Budget Review Various 990,100 3,863,773 Various transactions as approved by Council CS8/3/22 Yes

Community Services Operating Expenses Yes 250,000 3,613,773 Annual Budget (Mid-Year Budget) Resolution Council Approved BV - Viaduct Public Landscape Concept Plan

Corporate Services Non-Operating Revenue Yes 280,000 3,333,773 Annual Budget (Mid-Year Budget) Resolution Council Approved BV - Transfer to Asset Renewal Reserve

Corporate Services Non-Operating Revenue Yes 300,000 3,033,773 Annual Budget (Mid-Year Budget) Resolution Council Approved BV - Transfer to Future Projects Reserve

Corporate Services Non-Operating Revenue Yes 140,000 3,173,773 Annual Budget (Mid-Year Budget) Resolution Council Approved BV - Transfer From Future Projects Reserve

Closing Position 3,173,773

Page 13



Note Brought 2021/22 This Time 30 AprilNet Current Assets Position Forward Revised Last Year 2022

1 July Budget 30-Apr-21 YTD Actual$ $ $ $

Current Assets

Cash & Cash Equivalents and Financial Assets - Unrestricted 4 30,567,616 23,956,131 40,467,770 41,824,050 Cash & Cash Equivalents and Financial Assets - Restricted 5 100,949,315 91,177,055 96,236,000 101,219,310 Trade and Other Receivables 6 9,759,257 9,089,600 10,126,389 12,955,425 Inventories 7 578,381 578,400 633,800 577,040

141,854,569 124,801,186 147,463,959 156,575,825

Current Liabilities

Trade and Other Payables 10 (34,829,095) (36,551,011) (20,650,970) (27,030,740)Borrowings 11 (3,579,691) (3,594,500) (3,532,271) (3,579,020)Lease Liabilities 8 (1,287,948) (1,907,300) (190,856) (1,381,860)Employee Related Provisions 9 (8,444,332) (8,391,300) (8,300,530) (8,303,020)

(48,141,065) (50,444,111) (32,674,627) (40,294,640)

Net Current Asset Position (Prior to Adjustment) 93,713,504 74,357,075 114,789,332 116,281,185

Adjustments

LESS:

Reserves - Restricted Cash 13 (100,949,315) (91,177,055) (96,236,000) (101,219,310)Land Held for Sale 7 (460,000) (460,000) (460,000) (460,000)Unspent Loan Funds 6(b) (707,246) (707,246) (707,246) (353,623)Expected Credit Loss: Decrease in Provision (84,221) - - (86,194)

Add:

Borrowings 11 3,579,691 3,594,500 3,532,271 3,579,020 Employee Related Provisions - Cash Backed Reserve 9 8,444,332 8,391,300 8,300,530 8,303,020 Contract Liability 10(b) 7,950,291 7,267,900 4,939,710 7,499,500 Lease Liability 8 1,287,948 1,907,300 190,856 1,381,860

Net Position 12,774,983 3,173,773 34,349,453 34,925,458

Page 14



Notes to the Net Current Asset PositionBrought 2021/22 This Time 30 April

Forward Revised Last Year 2022


3 Movement in Contract Liability

DCP Operating / Capital ExpenditureAnstey Keane (147,924) (1,192,100) (122,959) (376,988)North Forrestdale (2,083,743) (1,976,900) (3,475,630) (91,838)

(2,231,667) (3,169,000) (3,598,589) (468,826)DCP Contributions Received from Developers

Anstey Keane 3,852,729 1,755,200 3,266,451 2,159,010 North Forrestdale 3,764,509 1,888,200 3,755,032 2,473,547

7,617,238 3,643,400 7,021,483 4,632,557

Net Surplus / (Deficit) in DCP Operations 5,385,572 474,400 3,422,894 4,163,731

4 Cash & Cash Equivalents & Financial Assets - UnrestrictedCash at Bank 7,554,056 10,733,864 7,154,510 3,810,840 Term Deposits 23,000,000 13,222,267 33,300,000 38,000,000 Cash on Hand 13,560 - 13,260 13,210

30,567,616 23,956,131 40,467,770 41,824,050

5 Cash & Cash Equivalents and Financial Assets - RestrictedCash at Bank 35,994,915 26,222,655 - - Term Deposits 64,954,400 64,954,400 96,236,000 101,219,310

100,949,315 91,177,055 96,236,000 101,219,310

6 Trade and Other Receivables

6(a) Rates ReceivableDebtors - Rates 3,975,153 4,650,004 5,160,660 6,306,590 Debtors - Sanitation (Rates) 500,445 540,300 584,700 738,790 Debtors - ESL (Rates) 279,892 301,000 330,770 405,900 Debtors - ESL Interest 20,573 20,000 19,380 27,240 Debtors - Rebate Generated (Rates) - 6,910,200 6,792,430 3,650,690 Debtors - Rebate Claimed (Rates) - (6,640,770) (6,030,440) (3,215,090)

4,776,063 5,780,734 6,857,500 7,914,120

Page 15



Notes to the Net Current Asset Position

6 Trade and Other Receivables (continued)

6(a) Rates Receivable (continued)

Total Rates Receivable Debtors as at 30 April 202230 April

2022

YTD Actual

$

Current Year Due 4,602,686

Outstanding Debtors 1,579,165

Direct Debit remaining 201,692

Instalments 70,869

Special Arrangements 68,454

Deferred 527,458

Pensioners 284,314

Debt Recovery 579,482

7,914,120

Outstanding Debtors Summary (greater than $250)

Brought 2021/22 This Time 30 April



6(b) Other Receivables and AccrualsPrepayments 859,610 820,500 813,920 422,810 Accrued Revenue 1,385,602 728,750 159,960 156,680 Debtors - Rebate Generated (ESL) - 1,180,000 1,150,310 579,890 Debtors - Rebate Claimed (ESL) - (1,250,000) (1,127,830) (553,380)Debtors - Swimming Pool Inspection Levy 5,559 3,200 6,450 8,700 Debtors - Instalment Fees and Charges 1,613 2,300 1,900 3,610 Debtors - Goods and Services Tax 357,886 310,000 726,670 535,730 Debtors - GST Refund 288,118 242,500 - 260 Doubtful Debts Provision (301,924) (383,500) (382,630) (215,730)

2,596,463 1,653,750 1,348,750 938,570 6(c) General Receivables

Debtors - General 1,667,033 920,500 1,209,770 3,128,850 Debtors - Rangers (Legacy) 172,934 180,250 165,630 180,567 Debtors - Recreation 28,998 34,250 33,670 250,340 Debtors - Libraries - - - 20 Debtors - Fire 22,037 23,000 23,670 30,091 Debtors - Animals 199,707 200,500 196,470 188,973 Debtors - Parking 78,130 77,800 76,370 88,814 Debtors - Litter 116,275 116,250 114,190 112,610 Debtors - Off Road Vehicles 216 216 220 216 Debtors - Health 5,061 5,100 4,690 5,710 Debtors - Thoroughfares 7,192 7,150 7,470 6,370 Debtors - Unauthorised Signs 3,933 4,000 3,930 4,430 Debtors - Cats 8,162 7,500 6,860 7,041 Debtors - Planning & Building 77,053 78,600 77,200 98,703

2,386,730 1,655,116 1,920,140 4,102,735

Total Trade and Other Receivables 9,759,257 9,089,600 10,126,390 12,955,425

A review of all outstanding debtors will be undertaken regularly and where debts are deemed uncollectable may be written off.

Page 16



Notes to the Net Current Asset Position

6 Trade and Other Receivables (continued)

6(c) General Receivables - Aging Current 30 Days 60 Days 90 Days 120 + Days TotalSundry Receivable General 1,155,559 1,088,579 118,770 407,700 358,242 3,128,850Libraries 20 0 - - - 20Rangers (60) 380 (241) (605) 181,093 180,567Recreation 69,086 9,701 (11,838) 146,552 36,836 250,337Infringements (2,071) (3,901) (1,218) - 451,450 444,260Planning & Building - - - - 98,703 98,703

Total Receivables General 1,222,534 1,094,759 105,473 553,647 1,126,324 4,102,735 % 30% 26% 3.0% 14.2% 27% 100%

Sundry Debtors Outstanding Over 120 Days Exceeding $1,000Debtor # Description Status $

Various Infringements Referred to Fines Enforcement Registry 451,450Various Rangers Referred to Fines Enforcement Registry 181,093

4637 Noble Hodge Pty Ltd Legal agreement in place regarding repayment requirements. 87,7914826 Perth Bin Hire Under investigation by Finance. 72,5824705 D T Redfern & R A Redfern Debt lodged with Collection Agency. 27,088

2928 J P Cavanagh Debt lodged with FER payment plan in progress 26,283

89 Under investigation by Finance. 25,0004942 Debt lodged with Collection Agency. 24,068

998 Under investigation by Finance. 22,0254704 M Lenz Debt lodged with Collection Agency. 19,188

57 Debt lodged with Collection Agency. 45,166

149 Under investigate by Finance 12,298

Debtor General Outstanding over 120 days and not exceeding $1,000 19,4514789 Under investigation by Recreation Services. 10,712159 Municipal Workcare Under investigation by Finance. 10,326228 Wallangarra Riding Under investigation by Recreation Services. 10,8533208 Under investigation by Finance. 2,755

3716 Under investigation by Recreation Services. 5,794

4938 Under investigation by Finance. 4,626832 Under investigation by Finance. 4,306

Debtor Recreation Outstanding over 120 days and not exceeding $1,000 4,0793336 Under investigate by Rates Services 3,0403208 Under investigation by Recreation Services. 6,918209 Under investigation by Finance. 2,5894412 Under investigation by Recreation Services. 2,30049 A repayment plan is in progress. 5,249

4707 Under investigation by Finance. 1,78135 Under investigation by Recreation Services. 3,205

4555 Under investigation by Recreation Services. 1,6003814 Under investigation by Finance. 1,5502934 S B Newmann Debt lodged with FER payment plan in progress. 1,539

4926 Under investigation by Finance. 1,4004018 Under investigation by Recreation Services. 1,7524747 Bahati Kimonge Under investigation by Finance. 1,3303109 R A Klimczak Debt lodged with Collection Agency and a repayment plan to be finalised. 1,3091638 Under investigation by Finance. 1,7764365 Under investigation by Recreation Services. 1,008

Debtor Planning & Building Outstanding over 120 days and not exceeding $1,000 538212 Under investigation by Finance. 2,4062191 Under investigation by Finance. 1,1963965 Under investigation by Finance. 1,1134561 Under investigation by Finance. 1,9524647 Under investigation by Finance. 1,0774950 Under investigation by Finance. 1,0521913 Under investigation by Recreation Services. 1,439919 Under investigation by Finance. 1,2732586 Under investigation by Finance. 1,1143804 Under investigation by Finance. 1,6514979 Under investigation by Finance. 5,0004920 Under investigation by Recreation Services. 1,234

1,126,324Total Debtors 120+ Days >$1,000

Current30%

30 Days26%

60 Days3%

90 Days14%

120 + Days27%

Accounts Receivable (Non‐Rates)

Current

30 Days

60 Days

90 Days

120 + Days

Page 17



Notes to the Net Current Asset Position Brought 2021/22 This Time 30 April


1 July Budget 30-Apr-21 YTD Actual

$ $ $ $

7 InventoriesLand Held for Resale 460,000 460,000 460,000 460,000 Depot Stock 118,381 578,400 173,800 117,040

578,381 1,038,400 633,800 577,0408 Lease Liabilities

Current Lease Liabilities (1,287,948) (1,907,300) (190,856) (1,381,860)(1,287,948) (1,907,300) (190,856) (1,381,860)

9 Employee Related ProvisionsAnnual Leave (4,653,350) (4,700,350) (4,549,700) (4,464,910)Long Service Leave (3,790,982) (3,690,950) (3,750,830) (3,838,110)

(8,444,332) (8,391,300) (8,300,530) (8,303,020)10 Trade and Other Payables 10(a) Trade and Other Payables

Trade Creditors (9,383,392) (11,318,924) (2,555,220) (6,492,220)Cheque Reversal - - - (1,360)

Purchase Order Commitment 2,668 - (24,520) (31,830)GST Commitment (9,273) (10,000) (6,800) (6,140)Salaries and Wages (161,956) (1,801,030) - - Loan Interest (24,387) (185,000) (353,330) (487,110)Accrued Expenses (378,775) (800,000) (278,600) (350,000)Revenue in Advance (2,368,628) (1,360,157) (563,830) (515,910)Rates in Advance (7,358,797) (7,800,000) (3,935,370) (3,167,410)Contractor Deposits (3,256,340) (3,355,000) (3,266,840) (3,118,710)Hall Deposits (138,015) (91,000) (126,760) (159,020)Kerb Deposits (2,214,398) (1,757,000) (2,165,200) (2,380,600)Rates in Suspense (84,230) (75,000) (75,210) (81,660)Town Planning Bonds (75,473) (55,000) (51,360) (75,470)Environmental Bond Urban SP South-Piara (427,053) (435,000) (427,050) (400,040)Restricted Municipal Funds (42,099) - (70,390) - Cash in Lieu of Footpaths (552,111) - (552,110) (558,860)T66 - CIL POS Kelmscott (2,394) - - (2,390)T67 - CIL POS Mount Nasura (3,921) - - (3,920)T68 - CIL POS Mount Richon (71,332) - - (71,330)T72 - CIL POS Roleystone (18,118) - - (18,120)Reserve - CIL POS Camillo - - - (249,000)ESL Raised (42,153) (10,800,000) (9,474,790) (10,093,820)ESL Remitted - 10,800,000 8,497,520 9,009,810 Payroll Equalisation (36,903) (50,000) (44,450) (43,150)Deferred Salary Arrangements (36,900) - (33,470) (37,590)Payroll Deductions (194,824) (190,000) (202,480) (195,390)

(26,878,804) (29,283,111) (15,710,260) (19,531,240) 10(b) Capital Grants Liabilities (Current)*

Developer Contribution - Anstey Keane (4,377,786) (354,400) (366,840) (4,000,800)Developer Contribution - North Forrestdale (3,572,505) (6,913,500) (4,572,870) (3,498,700)* Cash Backed by Reserves (7,950,291) (7,267,900) (4,939,710) (7,499,500)

Total Trade and Other Payables (34,829,095) (36,551,011) (20,649,970) (27,030,740)

10(c) Capital Grants Liabilities (Non-Current)*Developer Contribution - Anstey Keane (4,377,786) (5,124,100) (3,449,630) (2,159,010)Developer Contribution - North Forrestdale (15,009,119) (9,284,100) (16,223,540) (21,397,405)* Cash Backed by Reserves (19,386,905) (14,408,200) (19,673,170) (23,556,415)

11 BorrowingsLoan 291 - Aquatic Works 2008 (29,527) (29,500) (27,495) (29,530)Loan 292 - Loan Borrowings 2008 (52,684) (52,700) (49,044) (52,680)Loan 296 - Loan Borrowings 2009 (48,130) (48,100) (45,030) (48,130)Loan 299 - Aquatic Centre Upgrade 2010 (79,599) (79,700) (74,892) (79,600)Loan 302 - Aquatic Centre Upgrade 2011 (69,404) (69,500) (65,407) (69,400)Loan 303 - Civil Works - Roads 2011 - - (43,691) - Loan 304 - Frye Park Redevelopment 2011 (51,786) (51,900) (48,804) (51,790)Loan 305 - Piara Waters (North) 2011 (89,073) (89,200) (84,049) (89,070)Loan 306 - Loan Borrowings 2011 - - (85,605) - Loan 311 - Aquatic Centre Upgrade 2012 (75,751) (75,800) (72,468) (75,750)Loan 314 - Oval Lighting Renewal (94,305) (94,300) (91,116) (94,310)Loan 315 - Armadale Gold Course (34,667) (34,700) (33,670) (34,670)Loan 316 - Landmark Building 2014 (149,885) (149,900) (142,969) (149,880)Loan 317 - Abbey Road Project 2014 (329,301) (329,200) (316,421) (329,300)Loan 318 - Orchard House 2015 (486,976) (487,000) (470,231) (486,980)Loan 321 - Armadale Arena Roofing 2015 (84,875) (84,900) (82,004) (84,870)Loan 322 - Kelmscott Library (71,440) (71,400) (69,557) (71,440)Loan 327 - Lighting Renewal (58,157) (58,200) (56,640) (58,160)Loan 329 - Infrastructure Loan - 2018 (83,894) (83,900) (81,900) (83,890)Loan 330 - Greendale Centre (90,293) (90,300) (87,939) (90,290)

Loan 331 - Infrastructure - Parks 2018 (61,564) (60,600) (59,958) (61,560)

Loan 336 - Lighting Renewal 2019 (9,998) (10,000) (9,855) (10,000)Loan 334 - Armadale Library Creative Space (53,989) (54,000) (53,214) (53,990)Loan 326 - Armadale District Hall Upgrade (370,205) (370,200) (363,630) (370,210)Loan 324 - Indoor Aquatic Centre (474,994) (495,000) (466,170) (474,990)Loan 332 - Champion Centre Upgrade (69,468) (69,500) (68,943) (69,470)Loan 323 - Core Software Update 2018 (334,224) (334,200) (328,300) (334,220)Loan 337 - AFAC Carpark (21,096) (21,100) (20,694) (21,100)Loan 342 - Core System Review (134,173) (134,200) (132,575) (134,170)Loan 343 - Bedfordale Fire Service (70,234) (65,500) - (70,230)

(3,579,691) (3,594,500) (3,532,271) (3,579,020)

Page 18



12 Investments

Investments Maturing April 2022

Investment Identification Form Institution Original Interest Maturity InterestDate Investment Rate Date Earnings

$ % $Municipal Fund

13 Oct 21 675 NGTD CBA 2,000,000 0.36 11 Apr 22 3,551 2,000,000 3,551

Reserve Account04 Oct 21 672 GTD ME BANK 5,000,000 0.40 04 Apr 22 9,973 05 Oct 21 673 NGTD CBA 5,000,000 0.33 04 Apr 22 8,182 06 Oct 21 674 GTD SUNCORP 5,000,000 0.30 04 Apr 22 7,397 18 Oct 21 677 GTD ME BANK 2,617,224 0.40 19 Apr 22 5,249 19 Oct 21 678 NGTD BENDIGO BANK 2,000,000 0.30 19 Apr 22 2,992 19 Oct 21 679 GTD SUNCORP 2,000,000 0.32 19 Apr 22 3,191 19 Oct 21 680 NGTD CBA 2,000,000 0.38 19 Apr 22 3,790 19 Oct 21 681 GTD ME BANK 2,000,000 0.40 19 Apr 22 3,989 19 Oct 21 682 NGTD BENDIGO BANK 2,000,000 0.30 19 Apr 22 2,992 19 Oct 21 676 NGTD CBA 5,000,000 0.38 20 Apr 22 9,526 28 Sep 21 668 NGTD NAB 3,000,000 0.30 26 Apr 22 5,178

35,617,224 62,458

Total 37,617,224 Total Period Earnings 66,009

Annual YTDBudget Budget Actuals

Total Interest Earned YTD (Municipal Funds) 350,000 222,000 112,380 Total Interest Earned YTD (Reserve Funds) 617,700 481,000 306,820

Total Interest Earned YTD 967,700 703,000 419,200

Form LegendG 11 am Green On-call Bank Account GTD Green Term Deposit

NG 11 am Non Green On-call Bank Account NGTD Non Green Term Deposit

Interest Earnings on Investments

Current Investment Portfolio Spread

Green Bank 61,537,324 41% Muni Fund 41,824,050 28%Non-Green Bank 88,962,091 59% Reserve Fund 101,219,310 67%

Trust Fund 7,456,055 5%

Total Current Investments 150,499,415 100% 150,499,415 100%

Less - Trust Funds 7,456,055 Net Current Investments 143,043,360

Council's objective is to maximise the return on cash and investments whilst maintaining an adequate level of liquidity and preserving capital. Council has aninvestment policy and this policy is subject to review. The Finance team manages the cash and investments portfolio with the assistance of relevant external bodies(when and where applicable).

$.00 m

$.20 m

$.40 m

$.60 m

$.80 m

$1.00 m

$1.20 m


Actual 2022

Budget 2022

Page 19



12 Investments - Continued

Investments Commenced April 2022

Investment Identification Form Institution Original Interest Maturity ProjectedDate Investment Rate Date Earnings

$ % $

Municipal Fund

11-Apr-22 723 NGTD CBA 2,000,000 1.06 10-Oct-22 10,571 Total 2,000,000 10,571

Reserve Fund04-Apr-22 720 NGTD ME BANK 5,000,000 1.05 03 Oct 22 26,178 04-Apr-22 721 GTD CBA 5,000,000 0.88 03-Oct-22 21,940 04-Apr-22 722 SUNCORP 5,000,000 1.06 03-Oct-22 26,427 19-Apr-22 724 GTD BENDIGO BANK 2,000,000 1.10 17-Oct-22 10,910 19-Apr-22 725 GTD BENDIGO BANK 2,000,000 1.10 17-Oct-22 10,910

19-Apr-22 726 GTD ME BANK 2,617,224 1.25 17 Oct 22 16,223

19-Apr-22 727 GTD ME BANK 2,000,000 1.25 17 Oct 22 12,397 19-Apr-22 728 NGTD SUNCORP 2,000,000 1.17 17 Oct 22 11,604 19-Apr-22 729 GTD CBA 2,000,000 1.39 17 Oct 22 13,786 20-Apr-22 730 NGTD CBA 5,000,000 1.44 17-Oct-22 35,507

26-Apr-22 731 NGTD NAB 3,000,000 1.45 23 Oct 22 21,452 35,617,224 207,333

Total 37,617,224 Total Projected Period Earnings 217,904

Indicative Benchmark 30 Days 90 Days 180 Days 365 DaysBBSW Bank Bill Swap Rate 0.21% 0.71% 1.45% 2.11%

Total Cash / Investment Holdings (Municipal Funds) Total Cash / Investment Holdings (Reserve Funds)

All investments have been made in accordance with legislative requirements and Council's policies and strategies.

$.00 m

$10.00 m

$20.00 m

$30.00 m

$40.00 m

$50.00 m

$60.00 m


Actual 2022 Actual 2021

$.00 m

$20.00 m

$40.00 m

$60.00 m

$80.00 m

$100.00 m

$120.00 m


Actual 2022 Actual 2021

0

0.5

1

1.5

2

2.5

3

Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1 Qtr2 Qtr3 Qtr4 Qtr1

2017 2017 2017 2017 2018 2018 2018 2018 2019 2019 2019 2019 2020 2020 2020 2020 2021 2021 2021 2021 2022

Rate %

Years/Qtr

Quarterly Weighted Average Investment Performance (%)

Avg Rate %

Cash Rate %

BBSW Rate %

Page 20



13 Reserve Accounts

Reserve Accounts Definitions

Land AcquisitionTo be used to assist in future acquisitions of land for Council investment or works requirement.

Mobile Bin ProgramTo be used to assist in the purchase and replacement of the City's mobile garbage bins.

Future Community FacilitiesTo be used to assist in the research, planning and construction of future Community Facilities.

Future Recreation FacilitiesTo be used to assist in the research, planning and construction of future recreation facilities.

Freehold Sales Capital WorksTo be used to assist in funding capital works and to be funded from the proceeds (30% of net sale proceeds) of selling Freehold land parcels.

ICTTo be used for Information, Communication and Technology Projects.

Emergency WasteTo be used to assist with the costs associated with storm damage clean-up, collections and disposal.

In relation to each Reserve account, the purpose for which funds are set aside and supported by money held in financial institutions, are -

Employee ProvisionsTo be used to cash-back the employees' sick, annual and long-service leave entitlements liability.

City Centre ActivationTo be used to assist in City Centre Activation Projects.

Community ArtTo be used to assist in providing for timing differences in Community Art contributions and project development.

COVID-19 Response and RecoveryTo be used to assist in responding to COVID-19 Pandemic Emergency and Recovery actions and initiatives.

Infrastructure Project ContributionsTo be used to assist in completion of infrastructure projects funded externally.

Events Reserve FundTo be used to assist with the costs associated with City Events.

Asset RenewalTo be used to assist in funding capital works thereby extending the useful economic life of such assets.

Civic PrecinctTo be used to assist in funding design and construction of new Civic Precinct.

North Forrestdale SAR Asset RenewalTo be used to assist in the renewal of assets associated with North Forrestdale Estates covered by Specified Area Rating.

Crossover ContributionsTo be used to assist in funding the construction of Crossovers as a condition of approved building licences.

Future Project FundingTo be used to fund future capital works and projects considered in excess of Council's normal funding capacity.

History of the DistrictTo be used to assist in the future rewrite and publication of the History of the District.

Champion Lakes Asset RenewalTo be used to assist in the renewal of assets associated with the Champion Lakes Estate.

Anstey Keane - DCPTo be used to fund common infrastructure works as identified in the Development Contribution Plan #4.

North Forrestdale DCP 3To be used to fund common infrastructure works as identified in the Development Contribution Plan #3.

Page 21



13 Reserve Accounts - Continued

Reserve Accounts Definitions

Workers CompensationTo be used to assist in covering any workers' compensation liability claims in excess of Council's normal funding capacity.

Perth Hills Tourism AllianceTo be used to assist in providing for timing differences in Alliance activities.

Wungong River ProjectTo be used to fund works relating to Wungong River Projects.

Works ContributionsTo be used to fund works utilising contributions received from developers, generally pursuant to conditions of development approval.

Waste ManagementTo be used to assist in the management and future provisioning of Council's Waste Management Sites.

Plant and MachineryTo be used to assist in the replacement of Council's Plant and Machinery requirements.

Revolving EnergyTo be used to assist in establishing energy efficient management techniques and practices.

Strategic Asset InvestmentsTo be used to fund the acquisition of strategic investments from the proceeds (70% of net sale proceeds) of selling Freehold land parcels.

Specified Area A - Armadale Town CentreTo be used to enhance the general amenity of the area by way of increased service levels in ways like litter control, verge and streetscape maintenance, vergemowing etc.

Specified Area B - Kelmscott Town CentreTo be used to enhance the general amenity of the area by way of increased service levels in ways like litter control, verge and streetscape maintenance, vergemowing etc.

Specified Area C - Kelmscott Industrial AreaTo be used to enhance the general amenity of the area by way of increased service levels in ways like litter control, verge and streetscape maintenance, vergemowing etc.

Specified Area D - South Armadale Industrial AreaTo be used to enhance the general amenity of the area by way of increased service levels in ways like litter control, verge and streetscape maintenance, vergemowing etc.

Specified Area F - Harrisdale/Piara WatersTo be used to enhance the general amenity of the area by way of increased service levels in ways like litter control, verge and streetscape maintenance, vergemowing etc.

Specified Area G - Champion LakesTo be used to enhance the general amenity of the area by way of increased service levels in ways like litter control, verge and streetscape maintenance, vergemowing etc.

Page 22



13 Reserve Accounts - Continued

Reserve Accounts Transactions1 July 2021 Transfer Transfer 2021/22

Opening to from YTD YTD Revised

Balance Reserve Reserve Actual Budget Budget

$ '000's $ '000's $ '000's $ '000's $ '000's $ '000's

Anstey Keane - DCP (4,382) (2,159) 377 (6,164) - (5,479)

Asset Renewal (7,837) - - (7,837) - (8,761)

Champion Lakes Asset Renewal (167) - - (167) - (170)

City Centre Activation (208) - - (208) (102)

ICT (751) - - (751) - (3)

Community Art (48) - - (48) - (48)

Civic Precinct (1,800) - - (1,800) - (2,997)

COVID-19 Response and Recovery (1,713) - - (1,713) - (1,540)

Crossover Contributions (62) - - (62) - (63)

Emergency Waste (229) - - (229) - (232)

Employee Provisions (9,261) - - (9,261) - (8,631)

Events Reserve Fund (124) - - (124) (128)

Freehold Sales Capital Works (186) - - (186) - (258)

Future Community Facilities (1,875) - - (1,875) - (19)

Future Project Funding (15,612) - - (15,612) - (13,448)

Future Recreation Facilities (972) - - (972) - (985)

History of the District (37) - - (37) - (38)

Public Art Contributions - (21) - (21) - -

Infrastructure Project Contributions (3,047) - - (3,047) - (1,386)

Land Acquisition (475) - - (475) - (481)

Mobile Bin Program (2,020) - - (2,020) - (2,047)

North Forrestdale DCP 3 (18,716) (2,474) 4,006 (17,184) - (16,198)

North Forrestdale SAR Asset Renewal (3,692) - - (3,692) - (3,487)

Perth Hills Tourism Alliance (46) - - (46) - (47)

Plant and Machinery (4,810) - - (4,810) - (5,192)

Revolving Energy (300) - - (300) - (144)

Specified Area A - Armadale Town Centre - - - - - (12)

Specified Area B - Kelmscott Town Centre (21) - - (21) - (2)

Specified Area C - Kelmscott Industrial Area (1) - - (1) - (2)

Specified Area D - South Armadale Industrial Area (2) - - (2) - (3)

Specified Area F - Harrisdale/Piara Waters - - - - - (29)

Specified Area G - Champion Lakes - - - - - (1)

Strategic Asset Investments (712) - - (712) - (725)

Waste Management (20,033) - - (20,033) - (16,372)

Workers Compensation (589) - - (589) - (574)

Works Contributions (653) - - (653) - (662)

Wungong River Project (570) - - (570) - (629)

(100,951) (4,654) 4,383 (101,219) - (90,895)

30 April 2022

Page 23



14 Trust Accounts

Trust Fund Account Definitions

Cash in Lieu - POS - Suburb - CamilloTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Cash in Lieu - POS - Ward - MinnawarraAll funds committed to Public Open Space capital works upgrades within Armadale as part of Precinct B - Council Decision on 25 September 2018 (D45/8/17).

Cash in Lieu - POS - Suburb - Piara WatersTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and to

Funds held at balance date over which the City has no control and that are not included in the financial statements, are as follows -

Cash in Lieu - POS - A14 PlanTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the A14 Structure Plan and to befunded by contributions received from developers pursuant to conditions of development approval.

Public Open Space - Precinct A - WestfieldTo be used to fund capital works associated with the development and redevelopment of public open space areas within the Westfield precinct. Funds placed intothis Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Public Open Space - Precinct B - Seville GroveTo be used to fund capital works associated with the development and redevelopment of public open space areas within the Seville Grove precinct. Funds placedinto this Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Public Open Space - Precinct C - West ArmadaleTo be used to fund capital works associated with the development and redevelopment of public open space areas within the West Armadale precinct. Funds placedinto this Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Cash in Lieu - ParkingTo be used to develop parking within the area of a subdivision that are not carried out as part of the initial subdivision works and are as per subdivision conditions.

Public Open Space - Regional Recreation InfrastructureTo be used to fund capital works of a Regional Recreation Infrastructure nature and to be funded from the proceeds (30% of net sale proceeds) of selling PublicOpen Space land parcels identified as surplus to future requirements.

Cash in Lieu - POS - Ward - RiverAll funds committed to Public Open Space capital works upgrades within Kelmscott as part of Precinct F - Council Decision on 28 August 2017 (D45/8/17).

Public Open Space - Precinct N - ForrestdaleTo be used to fund capital works associated with the development and redevelopment of public open space areas within the Forrestdale precinct. Funds placed intothis Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Public Open Space - Precinct O - PalominoTo be used to fund capital works associated with the development and redevelopment of public open space areas within the Palomino precinct. Funds placed intothis Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Public Open Space - Precinct H - Mount NasuraTo be used to fund capital works associated with the development and redevelopment of public open space areas within the Mount Nasura precinct. Funds placedinto this Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Public Open Space - Precinct F - Clifton HillsTo be used to fund capital works associated with the development and redevelopment of public open space areas within the Clifton Hills precinct. Funds placed intothis Trust account are generated via the sale of unrequired parcels of public open space land within the precinct.

Page 24



14 Trust Accounts - Continued

Trust Fund Account Definitions (continued)

Trust Fund Account Transactions

1 July 2021 Net Current

Opening Movement Balance

$ '000's $ '000's $ '000's

POS - Precinct A - Westfield 81 0.1 81

POS - Precinct B - Seville Grove 39 0.0 39

POS - Precinct C - West Armadale 239 0.2 239

POS - Precinct F - Clifton Hills 749 0.6 750

POS - Precinct H - Mount Nasura 1,211 1.0 1,212

POS - Precinct N - Forrestdale 235 0.2 235

POS - Precinct O - Palomino 75 0.1 75

POS - Regional Recreation Infrastructure 457 0.4 457

Cash in Lieu Parking 229 0.2 229

Cash in Lieu - POS - A14 Plan 1,715 1.4 1,717

Cash in Lieu - POS - Ward - Minnawarra 9 0.0 9

Cash in Lieu - POS - Ward - River 2 0.0 2

Cash in Lieu - POS - Agreements 29 0.0 29

Cash in Lieu - POS - Suburb - Piara Waters 678 0.5 678

Cash in Lieu - POS - Suburb - Camillo 117 0.1 118

Cash in Lieu - POS - Suburb - Kelmscott 92 0.1 92

Cash in Lieu - POS - Suburb - Mount Richon 114 0.1 114

Cash in Lieu - POS - Suburb - Armadale 288 0.2 288

Cash in Lieu - POS - Suburb - Bedfordale 227 0.2 227

Cash in Lieu - POS - Suburb - Roleystone 83 0.1 83

Wungong Road Contribution Account 560 0.4 561

7,450 6 7,456

30 April 2022

Cash in Lieu - POS - Suburb - Mount RichonTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Cash in Lieu - POS - Suburb - RoleystoneTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Cash in Lieu - POS - Suburb - ArmadaleTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Cash in Lieu - POS - Suburb - KelmscottTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Cash in Lieu - POS - Suburb - BedfordaleTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Wungong Road Contribution AccountTo be used to fund capital works associated with the development and redevelopment of Public Open Space areas in the vicinity of the subdivision approval and tobe funded by contributions received from developers pursuant to conditions of subdivision approval.

Page 25


Rates Written Off1/04/2022 to 29/04/2022

12:04:57 pm

29-Apr-22

Assess# Property Address Amount

-$0.361066 0 Rowley Rd, Forrestdale

-$0.301070 0 Rowley Rd, Forrestdale

-$0.086034 5 Allawah Ct, Armadale

-$0.647577 45 Angorra Rd, Mount Nasura

-$3.757595 37 Angorra Rd, Mount Nasura

-$0.098416 5 Avonlee Rd, Armadale

-$0.269161 21 Barellan Ct, Armadale

-$0.369503 11 Baryna St, Armadale

-$3.5110467 5 Binburra Way, Mount Nasura

-$0.7711180 8 Brackley Rd, Armadale

-$3.7114370 44 Carradine Rd, Mount Nasura

-$0.2416441 3B Cobar St, Armadale

-$0.4816914 3 Fisher St, Forrestdale

-$2.1521713 103 Doorigo Rd, Armadale

-$0.6822044 55 Doorigo Rd, Armadale

-$0.9822701 22 Dumsday Dr, Forrestdale

-$0.1424228 21 Tait St, Armadale

-$1.1324903 21 Eighth Rd, Armadale

-$0.8225018 77 Eighth Rd, Armadale

-$0.2127125 105 Fifth Rd, Armadale

-$1.6027436 2 Flemming Ct, Forrestdale

-$4.1328406 837 Armadale Rd, Forrestdale

-$0.4132942 11A Haslemere Dr, Mount Nasura

-$1.2837398 4 Leumeah St, Armadale

-$4.9738403 4 Lofties St, Forrestdale

-$0.0740585 21 Binburra Way, Mount Nasura

-$0.7742953 21 Numulgi St, Armadale

-$0.3443284 14 Offord St, Armadale

-$1.1747129 1/88 Church Av, Armadale

-$4.1054233 1 Stepney Rd, Armadale

-$4.2456629 4 Tomah Rd, Armadale

-$0.1061810 24 William St, Armadale

-$4.2464785 3 Adelina Ct, Camillo

-$1.7068189 20 Ashley Dr, Kelmscott

-$0.3269294 8 Belaire Tce, Kelmscott

-$0.3369389 26 Belaire Tce, Kelmscott

-$0.8671114 40 Brookton Hwy, Kelmscott

-$1.3571510 21 Billabong Way, Mount Nasura

-$0.0271704 71 Brookton Hwy, Mount Nasura

-$0.7372346 36 Buckingham Rd, Kelmscott

-$3.9873154 4 Bunney Rd, Kelmscott

-$1.2575239 28 Clifton St, Kelmscott

-$0.4476178 5 Community Dr, Camillo

-$0.3379782 3 Felgate Ct, Camillo

-$3.9882884 24 Grasmere Pl, Kelmscott

-$0.5483773 26 Grovelands Dr, Camillo

-$0.1188363 92 Clifton St, Kelmscott

-$1.1290201 14 Millen St, Mount Nasura

-$2.1490607 74 Millen St, Mount Nasura

-$1.7092831 1 Olmar Pl, Kelmscott

-$2.6393059 28 O'Sullivan Dr, Camillo

-$0.2193063 26 O'Sullivan Dr, Camillo

-$0.1193392 43 Owen Rd, Kelmscott

-$1.3893554 16 Page Rd, Kelmscott

-$2.1494588 45 Paterson Rd, Mount Nasura

-$4.9796681 9 Reeves Ct, Kelmscott

-$2.72101472 22 Sonego Av, Kelmscott

-$1.93102636 120 Streich Av, Kelmscott

-$1.57106418 24 Tranquil Rd, Kelmscott

-$0.23109068 2 Ward Cr, Kelmscott

Page 1 of 5LIVE\\ab-file-01\AuthReports\Crystal\SmallDebts.rpt


Rates Written Off

1/04/2022 to 29/04/202212:05:26 pm

29-Apr-22


-$0.26112287 60 Westfield Rd, Kelmscott

-$0.26117322 547 Brookton Hwy, Roleystone

-$1.18119097 44 Butcher Rd, Roleystone

-$1.12123187 17 Heath Rd, Roleystone

-$0.06125163 26 Kurrajong St, Roleystone

-$0.56126999 4 Norman Rd, Roleystone

-$4.86129747 40 Robinson Rd, Roleystone

-$0.71136126 1 Arbour Pl, Kelmscott



-$0.31147418 17 Guinivere Way, Camillo

-$0.08150425 4/103 Seventh Rd, Armadale

-$0.83153110 5 Rushton Tce, Mount Nasura

-$0.84154081 3/8 Arnott Ct, Kelmscott

-$3.95156891 Slab Gully Rd, Roleystone

-$4.31158728 74 Excalibur Cir, Camillo

-$3.14160553 19 Mandarin Way, Seville Grove

-$4.60161505 2 Ellendale Ct, Seville Grove

-$0.91161735 9 Tangelo Ct, Seville Grove

-$0.32169335 7 Higgins Pl, Mount Nasura

-$0.08169448 23 San Jacinta Rd, Seville Grove

-$0.26170712 22/68 Owtram Rd, Armadale

-$4.72178835 31 Chadwick Pde, Brookdale

-$0.82179724 6 Bobtail Cl, Brookdale

-$1.75181450 16 Snook Pl, Seville Grove

-$0.36188044 21 Bodicoat Dr, Brookdale

-$0.09188143 61 Tijuana Rd, Brookdale

-$0.57188850 10 Hansen Rd, Seville Grove

-$0.29189569 5 Kingfisher View, Brookdale

-$1.20190310 26 McGrath Pl, Seville Grove

-$0.28192841 34 Candish Gr, Seville Grove

-$0.34193352 3/50 Gillam Dr, Kelmscott

-$0.65196259 58 Brown Cr, Seville Grove

-$4.68198019 8 Skye Cl, Camillo

-$0.22198825 25 Pomelo Way, Seville Grove

-$4.86199435 2/25 Page Rd, Kelmscott

-$0.61202155 33A Panorama Dr, Kelmscott

-$1.06207141 213 Seville Dr, Seville Grove

-$1.02208927 89 Seminole Gdns, Seville Grove

-$1.68210437 280 Peet Rd, Roleystone

-$4.30210928 71 San Jacinta Rd, Seville Grove

-$2.52214156 26 Forestedge Rtt, Roleystone

-$0.11216015 22 Reveley Cl, Seville Grove

-$4.07218055 81 Chiltern Av, Brookdale

-$0.55220777 8 Bedfordale Hill Rd, Mount Richon

-$1.65221080 9/91 Champion Dr, Kelmscott

-$0.24222393 18 Richon Hts, Mount Richon

-$1.05225600 10 Solva Pl, Seville Grove

-$2.85226260 6 Kruseana Gr, Roleystone

-$1.33226797 6 Butler Pass, Kelmscott

-$0.20227929 6 Brown Cr, Seville Grove

-$0.26228705 1 Labyrinth Cl, Kelmscott

-$0.16229284 8 Kobus Hts, Roleystone

-$0.10230792 6 Rason Ct, Seville Grove

-$2.59234524 21/2 Benjamin St, Armadale

-$4.64237417 0 Peet Rd, Roleystone

-$1.05237863 3/2684 Albany Hwy, Kelmscott

-$1.14239754 7 Kimber Rise, Bedfordale

-$2.56241476 7 Cartland Ct, Bedfordale

-$0.09242838 2/36 Streich Av, Kelmscott

-$0.86246836 45 Teal Brook Cir, Seville Grove



Rates Written Off

1/04/2022 to 29/04/202212:05:26 pm

29-Apr-22


-$2.98248434 1299 Rowley Rd, Hilbert

-$0.32251522 43 Poad St, Seville Grove

-$2.12252754 13 Kerrison Pde, Seville Grove

-$0.54254889 7 Soho Lane, Harrisdale

-$1.32258297 18 Kaliman Bend, Harrisdale

-$0.14260545 9 Willoughby Rmbl, Harrisdale

-$2.11261957 12 Stills Av, Harrisdale

-$1.07262779 11 Canterbury Trl, Harrisdale

-$0.10264507 3 Rufous Lane, Harrisdale

-$0.01266092 15 Ninth Rd, Brookdale

-$4.14268604 6/85 Owtram Rd, Armadale

-$0.44269511 9 Peartree Tce, Seville Grove

-$0.19270209 2/104 Westfield Rd, Kelmscott

-$2.25270637 9 Counihan Bend, Harrisdale

-$0.16271693 16 Falkner Rd, Harrisdale

-$1.08278485 10 Highland Rise, Piara Waters

-$1.19286280 14 Greenshank Rd, Harrisdale

-$0.27287719 5/17-21 Third Av, Kelmscott

-$0.45287769 10/17-21 Third Av, Kelmscott

-$0.61289349 48/191 Railway Av, Kelmscott

-$0.82289416 55/191 Railway Av, Kelmscott

-$0.03289943 17 Barton Loop, Piara Waters

-$0.09291633 6/309 Railway Av, Armadale

-$0.17291697 12/309 Railway Av, Armadale

-$0.09292360 14/19 Serls St, Armadale

-$3.80293015 24/70 Forrest Rd, Armadale

-$0.46293457 11 Keates Rd, Armadale

-$1.26294819 31 Cornforth Way, Piara Waters

-$1.44296700 20 Da Vinci Way, Forrestdale

-$0.52296714 18 Da Vinci Way, Forrestdale

-$1.17298100 43 Ralphs St, Seville Grove

-$0.15299233 25 Cologne Pwy, Piara Waters

-$0.12302642 8 Pallid St, Harrisdale

-$0.86302791 17 Goldfinch Bend, Harrisdale

-$0.86303103 37/135 Challis Rd, Seville Grove

-$0.03303347 70 South Western Hwy, Mount Richon

-$3.09305517 8 Minton Bend, Harrisdale

-$2.17306884 2/12 Davis Rd, Kelmscott

-$2.12309678 11 Benalla Dr, Harrisdale

-$0.27310695 2/42 Sixth Rd, Armadale

-$1.82311976 27 Aviemore Dr, Bedfordale

-$0.01313182 32 Benbecula Cir, Bedfordale

-$0.23314067 6 Letterkenny Way, Hilbert

-$1.79314611 9 Paterson Rd, Mount Nasura

-$0.12316629 50 Erade Dr, Piara Waters

-$0.14316845 9 Adenine Bend, Piara Waters

-$3.37319508 Albany Hwy, Kelmscott

-$0.27320589 138 Mason Rd, Piara Waters

-$1.63321757 16 Flametree Bvd, Harrisdale

-$0.13321793 4 Sandpiper St, Harrisdale

-$0.26322236 13/9 Gladstone Rd, Armadale

-$0.12323044 23 Chatham Way, Harrisdale

-$4.11325507 36 Pershing Link, Harrisdale

-$0.45325890 133 Keane Rd, Harrisdale

-$0.35326414 39 Victory St, Harrisdale

-$1.94326725 17 St Tropez Gdns, Piara Waters

-$0.62327290 25 Flematti Cir, Brookdale

-$3.95330027 82C Fifth Rd, Armadale

-$0.05330243 19 Cowes St, Harrisdale

-$3.72332643 2/18 Bluestone Loop, Piara Waters



Rates Written Off

1/04/2022 to 29/04/202212:05:26 pm

29-Apr-22


-$0.84333235 32 Wellman Av, Piara Waters

-$0.56333429 9 Begbroke Way, Piara Waters

-$0.12335360 30 Fernhill Prom, Harrisdale

-$2.72335540 8 Collared St, Harrisdale

-$0.39338168 14 Basalt Rd, Harrisdale

-$0.52338190 8 Basalt Rd, Harrisdale

-$0.94341206 13 Kilkenny Loop, Brookdale

-$0.11341698 7 Nambi Way, Harrisdale

-$4.28347307 97 Exchange Av, Harrisdale

-$0.24348363 220 Ninth Rd, Hilbert

-$1.69349711 22 Karinga Way, Harrisdale

-$0.92349955 9 Karinga Way, Harrisdale

-$1.12351320 124 Aspiri Prom, Piara Waters

-$0.02352566 6 Petrona Cr, Piara Waters

-$4.49352697 95 Monticello Pwy, Piara Waters

-$0.49353289 30 Harding St, Hilbert

-$4.50353306 27 Lannam Rd, Hilbert

-$4.59353734 57 Lannam Rd, Hilbert

-$4.56354736 10A Kidbroke Pl, Kelmscott

-$0.12356235 36 Rothery Loop, Piara Waters

-$0.78356398 14 Grieve Way, Bedfordale

-$4.21357421 9 Tenhave Pl, Roleystone

-$0.12358356 48 Ernest Way, Hilbert

-$4.91358473 10 Maddox St, Hilbert

-$0.67361115 21 Homebush Way, Harrisdale

-$0.82361953 39 Nicklup St, Harrisdale

-$0.72363989 119 Monticello Pwy, Piara Waters

-$0.64364828 17A Banyard Av, Kelmscott

-$0.04367789 7 Rhone Way, Piara Waters

-$1.22368204 35 Nicklup St, Harrisdale

-$0.09369107 2 Sidgwick Av, Piara Waters

-$3.18370192 9 Jordan St, Haynes

-$0.45374956 4 Bright St, Haynes

-$0.75376720 5 Pyramid Rd, Harrisdale

-$0.95377358 9 Jalna Way, Harrisdale

-$3.04383046 2 Haydock St, Forrestdale

-$1.40383587 22 St Catharines Prom, Champion Lakes

-$2.41383654 8 St Catharines Prom, Champion Lakes

-$0.39384115 5/21 Browder Dr, Seville Grove

-$0.26388933 9 Kyabram Rd, Armadale

-$0.23392550 18 Telopea Way, Piara Waters

-$0.69394293 2 Lewis Ct, Armadale

-$2.62395768 10 Kyogle Pl, Armadale

-$0.09396328 10/24 Gladstone Rd, Armadale

-$0.01397906 3 Cornhill Ent, Hilbert

-$1.04400315 48 Siltstone Rd, Haynes

-$0.63404133 9 Brighstone Av, Hilbert

-$0.54407977 22 Cypress Av, Hilbert

-$0.45409359 9A Salter Rd, Mount Nasura

-$0.38411409 57 Doryanthes Av, Piara Waters

-$0.89416283 12 Calella Loop, Piara Waters

-$0.36419833 11 Torquata St, Piara Waters

-$4.03425814 22 Sidcup Way, Kelmscott

-$1.88429290 11A Westminster Ct, Armadale

-$1.88429303 11B Westminster Ct, Armadale

-$0.11429682 5 Golden Way, Piara Waters

-$0.36429781 25 Golden Way, Piara Waters

-$2.51433394 23 Vivacity St, Hilbert

-$0.70433736 3A Bluegum Cl, Armadale

-$0.69433740 3C Bluegum Cl, Armadale

-$0.40433835 50 Hickman Dr, Piara Waters



Rates Written Off1/04/2022 to 29/04/2022

12:05:26 pm

29-Apr-22


-$3.70434990 18 Minette Rd, Piara Waters

-$0.76435348 65 Macadamia Loop, Piara Waters

-$0.20436895 1250 Armadale Rd, Armadale

-$3.28439710 16 Oldenburg Way, Forrestdale

-$0.42440525 5 Korong Way, Harrisdale

-$2.65441464 39 Pierrepoint Loop, Champion Lakes

-$0.84441612 10 Ripplemead Av, Haynes

-$0.38443553 26 Dartmoor St, Forrestdale

-$0.99444767 15 Summer Rd, Piara Waters

-$0.56446090 18 Petersham St, Harrisdale

-$0.11446694 82 Greenpoint Way, Hilbert

-$1.04450112 7/18 Fifth Rd, Armadale

-$0.87452675 2 Coburg Way, Haynes

-$1.27453285 6 Drafthorse App, Forrestdale

-$1.27453401 10 Noriker Way, Forrestdale




-$1.28453613 5 Percheron Cct, Forrestdale

-$0.12453659 13 Percheron Cct, Forrestdale

-$1.90453681 14 Orlov Lane, Forrestdale

-$1.56453708 10 Orlov Lane, Forrestdale

-$3.22453758 Percheron Cct, Forrestdale

-$351.31Total Written Off

Primary Delegation CORPS 1.0 and Secondary Delegation CORPS 1.1 specifically refer - the above

small debts have, following investigation, been written-off.

Michael HnatojkoExecutive Manager Corporate Services

Date:____________________________ Primary Delegation CORPS no. 1.0 and Secondary Delegation CORPS no. 1.1


2/5/22


Arts & Culture Strategy

2022 - 2026


2

Table of Contents Arts & Culture Strategy .................................................................................................................. 1

Table of Contents .................................................................................................................................... 2

Acknowledgement to Country ................................................................................................................. 3

Introduction to Armadale ......................................................................................................................... 3

Message from the Mayor ........................................................................................................................ 4

What is the meaning of Art and Culture? ................................................................................................ 5

Why are the arts and a healthy culture important for Armadale? ............................................................ 6

What works well in Armadale? ................................................................................................................ 7

Taking a community development approach ....................................................................................... 7

Celebrating local community assets .................................................................................................... 8

Inviting local businesses to participate ................................................................................................ 9

Focusing on access and inclusion ....................................................................................................... 9

Arts Programing .................................................................................................................................... 10

Community driven initiatives .............................................................................................................. 10

Community arts programing .............................................................................................................. 11

Aspirational programing .................................................................................................................... 11

Responsive programing .................................................................................................................... 11

Public Art Assets ................................................................................................................................... 12

Public Art ........................................................................................................................................... 12

The City of Armadale Art Collection .................................................................................................. 16

Contributing to culture ........................................................................................................................... 17

Annual schedule for the arts ................................................................................................................. 19

Building on the success of the existing arts assets and programing ..................................................... 20

Measuring success ............................................................................................................................... 21

References ............................................................................................................................................ 22

Photo Credits ........................................................................................................................................ 22


3

Acknowledgement to Country We acknowledge the Traditional Owners and Custodians of the land upon which we stand, work and play. We acknowledge the Aboriginal People as the First Nation People and their connection to the land and waters, as the land and waters are a part of them; spiritually and culturally. We acknowledge their ancestors, the Elders past and present, who have led the way for us to follow in their footsteps.

Introduction to Armadale The City of Armadale is 30km from the Perth city centre and has a population of over 100,000 spanning 19 suburbs. It is a rapidly growing locality with an expected population of 151,000 by 2041. Armadale has been described as a place where the city meets the country with residents identifying the hills, green spaces and friendly people as major assets. Less physically obvious but with no less impact is the sense of pride and ownership within our diverse community. Many people who live here are committed to participating in community life, demonstrated by the presence of over 160 local groups including those focused on environment, the arts, community safety, sports, residents’ associations, Aboriginal Elders and community members, universal access, events and multicultural interests. In addition, many individual volunteers contribute to local organisations in a range of roles. The City also attracts many visitors with recorded numbers exceeding 35,000 people each year who come to Armadale to enjoy the natural attractions of the area. Retaining Armadale’s unique identity and positive culture as a cohesive and diverse community is important as we welcome visitors and new residents to the City.


4

Message from the Mayor “Art should comfort the disturbed and disturb the comfortable” - Banksy Art in all its forms, can be used to tell the story of a time, a place and its people. It can be used as a tool to engage and inspire people, to transform spaces and to contribute to the social and economic wellbeing of a community. The arts can generate a feeling of pride in the community and can therefore contribute to positive opinions, attitudes and behaviour. The City of Armadale has a key role in promoting the arts and a healthy local cultural scene, via a range of arts projects and other inclusive initiatives that contribute to a strong sense of community. A number of well-respected artists reside within our City and we are proud to work alongside these community members to create the City’s annual Arts Festival, the Minnawarra Art Award and at other arts and cultural activities held throughout the year. This four year Arts and Culture Strategy provides a vision for the City of Armadale, with a balanced calendar of arts and cultural activities, programs and commissions across the City which are designed to attract increased visitation, bolster the local economy and celebrate our community and cultural assets. Mayor Ruth Butterfield


5

What is the meaning of Art and Culture? Art: a definition According to the Cambridge Dictionary1: The making of objects, images, music, etc. that are beautiful or that express feelings. According to the Australia Council for the Arts2: Creativity is innate to humanity and is the wellspring of culture. We are all connected through arts and creativity. Our arts are vital expressions of human experience. They embody individual and collective stories, histories, identities and help us understand what it means to be human. They connect us to our past and imagine our future. According to Art Radar3: The act of creating art is essentially a form of communication, used to share stories, images and sounds between people from different cultures and times. It is often through art that social change is brought about. According to Lumen Learning4: Art is a highly diverse range of human activities engaged in creating visual, auditory, or performed artifacts— artworks—that express the author's imaginative or technical skill, and are intended to be appreciated for their beauty or emotional power.

Culture: a definition According to the Cambridge Dictionary5: The way of life, especially the general customs and beliefs, of a particular group of people at a particular time The attitudes, behaviour, opinions, etc. of a particular group of people within society This Strategy outlines the City’s approach to arts and culture. This comprises why arts and culture are important for Armadale and what works well at the City. It also explores the following categories:

Arts Programing Public Art Assets The City of Armadale Art Collection Contributing to Culture

The annual schedule at the end of the Strategy translates the City’s approach into action with a range of arts initiatives.


6

Why are the arts and a healthy culture important for Armadale? In a general societal sense, the arts play an important role in a community’s social and economic fabric. It is a vehicle to bring people together transcending cultural backgrounds and diverse walks of life. The arts contribute to community connectedness, generate pride amongst residents, offer educational benefits, increase income and employment opportunities for local people and provide positive stories that reach well beyond the local government borders. The arts can bring substantial new dollars into the local economy, contributing to various sectors including education, tourism, hospitality, service and professional sectors. The arts and local culture are two positive and prominent social assets of the local community across the City of Armadale. Armadale is home to many renowned artists and a number of proactive and engaged community arts organisations. This, along with strategic recruitment of renowned artists and experts from the industry has translated into Armadale gaining a positive reputation across the wider arts industry for high calibre arts programs. Iconic public art projects and the City of Armadale Art Collection are well placed assets to document and celebrate the local culture and artists. Community pride and friendly faces adds to the existing identity of Armadale being ‘where city meets country’. It has been noted that this defines the culture of Armadale as being a close-knit, connected community with similarities to a country town. This is the epitome of the term ‘culture’ referred to in this Strategy – the community spirit or the social environment reflected in the attitude and actions of our residents, with the arts being a positive contributing factor.

Strategic context The City recognises the importance of strengthening the connection, pride and culture of the community as reflected by this key outcome and objective in the City’s Strategic Community Plan: 1.1 Foster and strengthen community spirit

1.1.1: Facilitate a dynamic calendar of events, festivals and cultural activities that activate suburbs, foster community connections, celebrate the diversity of the community, encourage a sense of place for residents as being part of the City of Armadale and to attract "first-time" visitors to the City in order to contribute to changing the narrative regarding Armadale

Other key outcomes in the Plan are also linked to how the arts and culture play a key role in the social and economic vibrancy of the City:

1.2 Improve community wellbeing 1.4 An inclusive and engaged community 2.2 Attractive, inclusive and functional public places 3.1 Increased economic growth, job creation and retention, as well as educational

opportunities 3.2 Positive image and identity for the City 3.4 Thriving tourism industry


7

What works well in Armadale? Taking a community development approach The arts are not only about artists. In Armadale, art projects are aimed at all local residents by offering a variety of niche and accessible projects and activities for different groups to engage in. Taking a community development approach means that art is a tool used for a deeper community benefit with a primary focus on positive, long term outcomes through creating an inclusive environment for all people to explore, learn and enjoy. This approach has resulted in the development of the ReDiscover Mural Arts Trail, the Armadale Hills Open Studio Arts Trail, Music in the Mall, and the establishment of the Armadale Arts Festival and further development of the Minnawarra Art Awards. A community development approach is also used to encourage community connections and discussion, to educate and upskill, to promote City services or to explore ideas and assist in creating a sense of place. Examples of this include supporting local community groups with their projects, the Armadale Youth Jazz Orchestra project with Armadale Senior High School, the inclusion of the Champion Centre in the Armadale Hills Open Studio Arts Trail to showcase Aboriginal artists, and the public space activations presented as part of the annual Armadale Arts Festival. This approach also means involving local residents in the design, planning and delivery stages of the project wherever possible. In some cases this means a working group of volunteers who liaise regularly with City staff to advise on and deliver aspects of the project. One example is the Armadale Hills Open Studio Arts Trail, where participating artists have an active role in developing and implementing the project. This maintains local relevance and commitment to the program and adds significant value to the trail and its promotion.

“The true purpose of arts education is not necessarily to create more professional dancers or artists. It’s to create more complete human beings who are critical thinkers, who have curious minds, who can lead productive lives.”

Kelly Pollock


8

Celebrating local community assets Armadale has incredible community assets including highly talented artists, community arts organisations, beautiful bushlands, proactive schools and strong sense of culture. These are showcased at every opportunity through the annual arts program. This includes the fact that an estimated 95% of contracted artists are local residents; of the works by the State’s top visual artists exhibited at the Minnawarra Art Awards each year, an estimated 20% are by local artists; a Festival Artist is nominated by the community each year; the installation of the spectacular mural in the main hall of the Champion Centre and the development of innovative programs such as the Armadale Artists Bush Trail. During the COVID-19 lockdowns in 2020 Artists of Armadale and Creative Isolation were developed as online projects to provide an opportunity for the community to access and celebrate the local arts culture and to assist with much needed employment for the local arts sector. Iconic public art can also reflect the City’s assets. A public art work installed in 2019 Link represents the constant movement and flow of people and traffic through Armadale’s major intersection and entry point. For many, this location represents heading down south on holidays or visiting Perth for supplies, acting as an important link between the country and city. Other aspects of the art work are representative of Armadale’s dual identity – one representing the rural landscape and the other the urban environment.


9

Inviting local businesses to participate The City actively seeks to contract local businesses for aspects of the arts programs. This includes professional artists, local arts organisations and service providers such as performer management, stage and audio. Beyond this, local businesses are also invited to participate in various ways to promote their brand where appropriate such promotional opportunities, collaborative programing and sponsorship. Examples of this is the Armadale Reptile Centre being highlighted as part of Armadale Augmented Reality, the Seven Sins restaurant featured as part of the Journey Through Jazz event, sponsorships for Minnawarra Art Awards and the Armadale Hills Open Studio Arts Trail and Katherine John Entertainment and Organic Productions contracted for Music in the Mall.

Focusing on access and inclusion According to the Australian Bureau of Statistics, 17.7% of Australians live with disability and the National Disability Insurance Scheme (NDIS) predicts that by 2023, 1,786 people will be accessing the NDIS in Armadale6. Therefore strategies have been implemented to ensure arts projects and the events at which they are often showcased continue to work towards being accessible and inclusive to everyone. The City’s Access and Inclusion Reference Group continue to be key advisors in this field. Examples include the upskilling of local groups and organisations to be more inclusive, accessibility noted on the Armadale Hills Open Arts Studio Trail, offering a range of options for people with disability to enjoy the performances at Carols by Candlelight, Tactile Tours being offered through the Minnawarra Art Awards, presenting Sensorium Theatre content during the Armadale Arts Festival and the Yarning Group Unsung Stories of Connection exhibition showcased alongside the Minnawarra Art Awards.


10

Arts Programing Arts Programing is a broad term encompassing many different art forms and processes. One definition states it is ‘programing on culture and the arts, including, but not limited to the performing arts, visual arts, literature, fine arts, craft arts, creative writing, architecture and music7.

Community driven initiatives Community driven initiatives are where community groups or individual community members instigate an arts project or arts event that they want to present to the public. This happens naturally across the community with groups such as Roleystone Theatre and the Armadale Society of Artists, as this is part of business as usual for these organisations. With some support however, many other groups or individuals are also able to present art projects to the wider community as well. Support offered varies between projects and may include practical guidance, inclusion in a larger marketing campaign, or financial assistance through a grant or City program, such as the community driven initiatives run through the Armadale Arts Festival. Examples of these include the Armadale Hills Open Arts Studio Trail, the Armadale Writers Group Anthology Launch and the Yarning Group Exhibition. These projects are important to ensure community members are engaged with the City and empowered in their passions and skills. Having such a prevalent, skilled and dedicated cohort of groups and individuals that are willing and excited to bring these programs to the local community is a valuable community asset which leads directly to community connection, local pride and social wellbeing – and a healthy community culture.


11

Community arts programing Community arts programing is led by the City, with a primary focus on short, medium and long term benefits for the community through the process and underlying outcomes beyond any actual resulting artwork. It uses art to connect people and organisations, to educate residents on a variety of topics for example waste, environment cultural diversity, health and to help develop general life skills. Social benefits are maximised in these projects with the inclusion of various City of Armadale departments and/or external community organisations. For example the collaboration between the Armadale Jazz Youth Orchestra (based at Armadale Senior High School) and the West Australian Youth Jazz Orchestra (WAYJO) resulted in increased confidence of participating students, up to 40% increased school attendance and selected students awarded WAYJO Club scholarships which also contributes to the future of the local arts industry. This project culminated in the presentation of a public concert at the Armadale District Hall. Community arts programing usually results in a collective celebration of the project achievements which is conducive to building a proud, active, more connected and stronger community.

Aspirational programing It is important to produce programs that appeal to different audiences within their arts journey. Aspirational programing brings arts and cultural activities into the City from further afield to inspire residents, attract tourism, contribute to the local economy, invest in the continued development of the local arts industry, and connect Armadale to the wider arts industry. This will often include inviting and attracting renowned industry individuals and/or groups to Armadale for a program or event. Examples of this include the Il Coro event featuring the Giovanni Consort, the ReDiscover Arts Trail, Minnawarra Art Awards, Public Art and the City of Armadale Art Collection. These

projects all featured highly acclaimed artists and arts professionals.

Responsive programing Responsive programing means to respond to community needs as well as unique opportunities that arise, further contributing to the City’s strategic objectives. Responsive programing only accounts for a small proportion of the City’s arts programing and isn’t usually included in the annual arts program due to the impromptu nature of the projects. These projects are also usually relatively low in cost or attract external funding from Government grants or sponsorship. Some examples of this are the Artists of Armadale and Creative Isolation Projects during the 2021 COVID-19 lockdowns, Cultural Appropriation information sessions and a number of community murals.


12

Public Art Assets Public art assets encompass the public art located across the City, and the City of Armadale Art Collection. Both assets provide an important role of preserving and celebrating the local history, culture and talent of the area. These assets require ongoing investment to maintain and expand, providing a tangible demonstration of the City’s commitment to the arts and showcasing Armadale as a vibrant place to live and visit.

Public Art Definition Public Art is defined as artworks in public places or areas of private property that are open or visible to the public and designed and created by an artist. This includes any visual or multi-disciplinary art form including a range of media, from tangible sculpture to intangible/ephemeral works, painting, crafts, film and video, sound, light, or performance. It is not limited to specific sites, and can include any location where the public can access an artwork either indoors or outdoors. This can include parks, pavements, building facades and interiors, bridges, bodies of water, natural environment and other locations.

Types of Public Art The Australian Centre for Contemporary Art8 cites a range of types of public art, including:

Permanent: Permanent public artworks are intended stay in position for long periods – sometimes centuries. Two common examples are statues and sculptures. Because they are intended to last, artists create these works from highly durable materials like bronze, marble, granite, steel and basalt (bluestone).

Temporary: Temporary public artwork has a predetermined lifetime that can range anywhere between a few hours to several years. Examples can include installations, projections and performances created for public space. The materials and techniques artists use are diverse and can include plants, paper, chalk, video, sound and performance.

Integrated: An integrated artwork is one that is incorporated into another structure – such as a building, streetscape or landscape design. Typical examples of integrated public artworks include street paving, sculptural seating, and artist-designed glazing (windows).


13

Applied: An applied public artwork is one that is applied directly to the surface, indoors or outdoors,

of another structure, and is almost always two-dimensional. Common examples of applied artwork include murals on buildings, chalk drawing on footpaths, legal ‘street art’, and illegal graffiti.

Large or small scale: Most public artworks, new and old, tend to be large scale. This is because in most public contexts artists must account for the expansive scale of the space – open parks, tall buildings and large trees can all visually dwarf artworks placed in their vicinity. By making a work large-scale this effect can be counteracted. A useful synonym for large-scale is monumental. However, many contemporary artists are interested in exploring small-scale artwork in public space. One reason for this is that the encounter with a small-scale artwork can be an intimate experience for the viewer. By contrast, an encounter with a monumental artwork can be an overwhelming or alienating experience.

Other types of public art include:

Ephemeral: art that is transitory in nature, usually designed to naturally deteriorate over time or as an experience or event and lasting for only a short period, such as performance art, music, dance or exhibitions.

Heritage/Memorial: Artwork designed to recognise the history or cultural heritage of a place, or to commemorate a person or past event.

Community Art: Artwork that is created with the involvement of community members or groups, such as local residents or school students. Community art is usually produced through a collaboration project between a qualified artist and the community group.

Indigenous Art: Cultural, heritage or contemporary artworks which are specifically commissioned to be created by indigenous artists and/or to have involvement of locally indigenous people.


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Public art recent examples Link Along with representing the flow of people through Armadale and the dual city and country identity of Armadale, this public art work installed in 2019 incorporates finer details echoing the overall themes - a farm truck carrying goods, a dog in the ute, cars passing holiday makers towing a caravan, and a kangaroo.

The Guardian The Guardian stands proudly at the entrance to the Armadale City Centre. Its form is suggestive of wings, with the pillars standing as Gate Keepers or Guardian Angels, to embrace and welcome travelers from the train station into the Jull St Mall. At night lights blaze from the tips of the wings, projecting into the City Centre, lighting a path forward and emphasizing the ongoing potential of the City. The Guardian embraces residents old and new, welcomes visitors to the City, and celebrates the potential of our community. ReDiscover Armadale Urban Art Trail Multiple artists with international, national and/or local acclaim were contracted to provide murals for a walking trail in the City Centre. Artworks are high quality and diverse in topic and style, each being created specifically for the designated location. This is aspirational programing with the trail being featured on the artist’s social media and national media and the Streets of Perth website. They are also a regular feature in community photographs as is demonstrated through the photographic competitions coordinated by the City’s Libraries or Visitor Centre.


15

The City’s Public Art Policy The purpose of the City of Armadale’s Public Art Policy is to enact the contribution of public art in creating vibrant and attractive places and the commitment to the incorporation of stimulating and relevant public art in the City of Armadale that enriches the character and identity of local communities. The Policy provides a framework for administering the commissioning, installation, management, maintenance and decommissioning of all permanent or temporary public art and mural art in the City of Armadale.

The City’s Percent for Public Art Policy – a Local Planning Policy The purpose of City’s Percent for Public Art Policy (a Local Planning Policy) is to require eligible developments within the City of Armadale to contribute towards the provision of public art. The objectives comprise:

To provide new public art within the City through City funded projects and private development To promote excellence, creativity and innovation in the delivery of public art, which enhances the

public amenity of public spaces

To provide opportunities for a wide variety of artistic outcomes, including permanent, temporary and mural artworks, that engage and interact with the community

To enhance the local community identity and cultural tourism The Policy has been prepared in accordance with Schedule 2, Part 2, Clause 4 of the Planning and Development (Local Planning Schemes) Regulation 2015.

The Policy details how eligible developers, dependent on the development cost, will make a monetary contribution to the City of Armadale Public Art Reserve Account or provide public art work to the same value. Any proposed public art works need to comply with the requirements cited in the Policy.


16

The City of Armadale Art Collection The City of Armadale Art Collection is a professionally maintained public collection that documents and celebrates the local area, local artists and prominent West Australian artists. The Collection is exhibited across the various City administration office buildings, with public exhibition opportunities continuing to be explored. Artworks are contributed annually to this collection through the acquisition awards of the Minnawarra Art Awards exhibition and/or acquisitions approved by the Art Acquisition Panel. The artworks are acquired, maintained, restored and decommissioned as required, aligning with the Art Collection Policy and Management Practice, to retain the financial and cultural value of the Collection.


17

Contributing to culture The City has a strong local culture and sense of community. When residents were asked in 2019 and 2021 as part of two community engagement campaigns what they love about their suburb, a total of 1640 residents from 17 of the City’s 19 suburbs stated a ‘sense of community’ in the top three reasons. Other highly rated categories included the natural environment, facilities, services and location. These beliefs and expressed opinions about the social and physical environment form the basis of the culture of a community. Building on what people consider to be the community’s strengths further defines the City’s identity and can contribute to a positive culture. Taking a strengths based approach to building a strong community culture has focused on regularly establishing what the community aspires to and what they need, then working to address these in the context of the City’s role as a local government. The arts comprise one strategy to contribute to a healthy community culture. Therefore the actions associated with contributing to culture in this context are defined as positive initiatives, services and practices that build on the characteristics residents have identified as being key strengths of the community. A sample of these activities include:

Celebrating and showcasing the talents of our local residents at events, including: - Inclusion of community driven arts projects at the Armadale Arts Festival - Participation by the choirs from local schools at the Carols by Candlelight event - Facilitation of public access to the studios of local artists at the Armadale Hills Open Arts Studio

Trail - Exhibition of the work of Aboriginal artists at the Champion Centre as part of the Armadale

Hills Open Arts Studio Trail - Participation by local niche groups at the Armadale Highland Gathering and the Perth Kilt Run - Inclusion of local schools in the LochMess Monster Upcycle Challenge presented at the

Armadale Highland Gathering and the Perth Kilt Run - Delivery of two annual functions with a focus on thanking volunteers and celebrating the

contribution they make to the community Delivering an annual program of events. The consistent feedback from community members is

about the quality of the events and the pride they feel by being part of the Armadale community. The City’s events include: - Australia Day - Movies in the Park - Armadale Arts Festival - Minnawarra Art Awards - NAIDOC - Outside the Frame - Highland Gathering and Perth Kilt Run - Carols by Candlelight

Supporting residents via: - Delivery of key services for example parks, libraries, community facilities, environment

services and community development projects including community safety activities - Provide a mechanism via the City’s Multicultural Advisory Group for members of the Culturally

and Linguistically Diverse Communities to share perspectives on issues with the City


18

- Provision of donations to support residents representing their community in sport or other

endeavours Supporting local groups via:

- Coordination of a Volunteer Service to attract and provide volunteers for local organisations - Provision of community grants to build capacity for local community projects

Working alongside local businesses including: - Work to improve the City’s economic environment - Contract local businesses (including performers) where possible


Annual schedule for the arts Month Category Project 2022/23 2023/24 2024/25 2025/26

Feb-Apr CA Music in the Mall X X X X

May AA Minnawarra Art Awards X X X X

May CA/AA Armadale Arts Festival X X X X

May CD Armadale Arts Festival - Community Driven Initiatives X X X X

May CA/AA Festival Artist X X X X

August CA Outside the Frame X X X X

Sep CD Armadale Hills Open Studio Arts Trail X X X X

Oct CA LochMess Monster Upcycle Challenge X X X X

All year CD/CA/RP Community Group Support X X X X

All year PA/AA City of Armadale Art Collection X X X X

As required PA/AA Public Art Applications ie Percent for Art X X X X

As required PA/AA Project-based Public Art ie Viaduct Public Realm project, key developments across the City

X X X X

Every four years PA/AA Public Art Commissions X

Table Key CD: Community Driven Initiatives, CA: Community Arts Programing, AA: Aspirational Arts Programing, RP: Responsive Programing, PA: Public Assets


20 Events Strategy 2021 – 2026

Building on the success of the existing arts assets and programing Given there is ‘always room for improvement’, the City will continue to build on the strengths of the current community assets and annual arts programing with a diverse and inclusive arts program. The City will continue to deliver responsive programing to support local artists and groups with their community art projects and seek new opportunities to further develop the range and value of the arts programs offered where possible and appropriate. The next three years will focus on further strengthening the local arts industry and supporting niche groups through City-lead and community driven programing. Aspirational programing will be a key focus through continuing to establish and maintain relationships with arts industry contacts to complement the annual arts schedule. It is anticipated that this will establish a solid foundation for a new phase of development beyond this Strategy and in line with the overall direction of the organisation.

Using the arts to transform the public realm The arts can be a powerful tool to transform places and spaces, beyond a static public art piece to be a pivotal and intrinsic element of infrastructure in the public realm. This may include digital projections tailored to the architectural features of a building, regular activations of a space by performances and the temporary installation of kinetic art pieces. The ultimate aim of integrating art into the urban environment is to change the narrative of Armadale in a positive way. This adds to the vibrancy of key locations in the City of Armadale and contributes to a healthy social and economic environment by bringing people together transcending cultural backgrounds and diverse walks of life.


21 Arts & Culture Strategy 2022 – 2025

Measuring success In the context of the delivery of a community activity, program or event, success relates to many aspects. It is common for key project objectives to differ, so the methods of measuring success may also differ. Key community development principles will also be measured across the program where appropriate, including community connection, community pride, satisfaction, skills learnt and attendance numbers. However, it is recognised that in the arts, high participation numbers is not always in indicator of the success of a project. Upon review of community driven projects, success will be demonstrated by the level of satisfaction of external organisers with the City’s support and the number of community driven projects presented across each year. Measuring the success of the City’s contribution to a positive local culture means gauging the residents’ beliefs and opinions about their community. Engaging with the community about this helps inform the City if it’s on the right track and what else can be put in place. To capture these qualitative and quantitative data sets, the City uses the following tools:

Culture Counts surveys Media monitoring Recording event attendance Ongoing consultation with local community groups, organisations and schools Ongoing engagement with artists and arts organisations Engaging with the community at a suburb level via the Growing our Community campaign

Therefore the City may be confident of the success of each project if these data sets reveal: Consistently positive survey results and social media feedback received A sustained or increased reach of media campaign and number of positive news stories A sustained or increased number of local community groups, schools and businesses involved in

the annual arts program An increase in the number of participants (where appropriate) A sustained or increased number of community driven programs An improvement in the opinions and beliefs of residents about the wider community


22 Events Strategy 2021 – 2026

References 1. Cambridge Dictionary 2022, art, accessed 25 March 2022

https://dictionary.cambridge.org/dictionary/english/art 2. Australia Council for the Arts 2021, Corporate Plan 2021 – 2025, accessed 31 March 2022,

https://australiacouncil.gov.au/about-us/corporate-plan-2021-2025/ 3. Art Radar, How Does Art Create Communicate and Evaluate Information? 2021, accessed 8

April 2022, https://artradarjournal.com/2021/11/19/how-does-art-create-communicate-and-evaluate-information/

4 Lumen Learning, What is Art?, accessed 8 April 2022, https://courses.lumenlearning.com/boundless-arthistory/chapter/what-is-art/#:~:text=Art%20is%20a%20highly%20diverse,their%20beauty%20or%20emotional%20power.

5. Cambridge Dictionary 2022, culture, accessed 25 March 2022 https://dictionary.cambridge.org/dictionary/english/culture

6 Australian Bureau of Statistics. 2018 Survey of Disability, Ageing and Carers (ABS), accessed 25 March 2022, https://www.abs.gov.au/websitedbs/d3310114.nsf/home

7. Law Insider 2022, Arts Programming definition, accessed 28 March 2022 https://www.lawinsider.com/dictionary/arts-programming

8. Australian Centre for Contemporary Art, What is Public Art?, accessed 28 March 2022 https://acca.melbourne/education/resources/public-art/what-is-public-art/

Photo Credits Cover Armadale Arts Bush Trail with Elaine Clocherty, Kandice Hansen, Elise Marshall, Helena and Trudi

Pollard. Photo: 7 to 1 Photography.

P3 Artists Rohin Kickett, Matt Adnate and Bradley Kickett. Artwork: Untitled. Photo: Bewley Shaylor.

P4 Mayor Ruth Butterfield. Photo: 7 to 1 Photography.

P8 Armadale Youth Jazz Orchestra. Photo: 7 to 1 Photography.

P9 Armadale Arts Bush Trail and Elaine Clocherty. Photo: 7 to 1 Photography.

P10 Minnawarra Art Awards Tactile Tours with participants and Christen Bell. Photo: 7 to 1 Photography.

P12 Armadale Hills Open Arts Studio Website.

P13 Rediscover Armadale. Artwork: Rone. Photo: Bewley Shaylor.

P14 Untitled Sculpture by Greg White and Linton Reynolds. Photo: Unknown. Untitled Sculpture by Andrew Kay. Photo: Matt Devlin.

P15 Link by Si Hummerston. Photo: 7 to 1 Photography.

P16 Augmented Reality. Artwork: Sharyn Egan. Photo: Unknown.

P17 Minnawarra Art Awards including Judith Gauntlett, Christophe Canato and Tony Buti. Artwork: Fanrandole. Photo: 7 to 1 Photography.

P20 Il Coro. Photo: 7 to 1 Photography.

P21 LochMess Monster Upcycle Challenge. Photo: 7 to 1 Photography. Minnawarra Art Awards. Photo: 7 to 1 Photography. Armadale Writers Group Anthology Launch. Photo: 7 to 1 Photography.


23 Arts & Culture Strategy 2022 – 2025


Integrity Snapshot Tool

FOR WA PUBLIC AUTHORITIES


COVER PAGE


Table of Contents PART 1: INTEGRITY IN LOCAL GOVERNMENT .......................................................................................... 3

1.1 Purpose ........................................................................................................................ 3

1.2 Objective and Scope ...................................................................................................... 3

1.3 The City of Armadale Values .......................................................................................... 3

1.4 Our Vision for the future ............................................................................................... 4

1.5 Commitment to Integrity ............................................................................................... 4

1.6 Why do we need an Integrity Framework? ..................................................................... 4

1.7 Our Integrity Model....................................................................................................... 4

1.8 Why is integrity important to the City? .......................................................................... 5

Part 2: INTEGRITY STATEMENT ................................................................................................................ 6

2.1Plan and Act to Improve Integrity ......................................................................................... 6

2.2Model and Embody a culture of Integrity ............................................................................. 7

2.3Accountability for Integrity .................................................................................................. 7

Part 3 MEASURES OF SUCCESS ..............................................................................................................10

3.1 Stakeholders ............................................................................................................... 10

3.2 Dealing with Misconduct ............................................................................................. 11

3.3 Self-analysis and review .............................................................................................. 12

...............................................................................................................................................................13


PART 1: INTEGRITY IN LOCAL GOVERNMENT

1.1 Purpose This Integrity Framework has been developed to outline the City of Armadale’s mechanisms, structures and responsibilities that guide how we practice, manage and account for integrity. The framework supports the City of Armadale to deliver on our Strategic Community Plan 2020-2030 through our organisational values. This Integrity Framework has been developed using resources provided by the Public Sector Commission and the Corruption and Crime Commission.

1.2 Objective and Scope The Integrity Framework applies to all elected members, employees and volunteers of the City.

By instilling the City’s values in our day to day work, the Integrity Framework seeks to embody a culture across the organisation that is committed to the principles of integrity and continually learning, improving and educating the organisation on the importance of integrity and misconduct resistance in our organisation.

Other important documents that underpin the Integrity Framework are:

• The Code of Conduct for Elected Members.

• The Public Interest Disclosure Act 2003.

• The Code of Conduct for Employees and Volunteers.

• Fraud and Corruption Prevention Guidelines.

• Behaviour in the Workplace – Procedures.

• The City’s Customer Service Charter.

• Audit Plan 2021-2022, as amended from time to time.

1.3 The City of Armadale Values The City of Armadale’s core values are: Safety We demonstrate personal responsibility for the safety and wellbeing of

everyone around us. Everything we do relies upon the safety of our workforce and the community. We care about the safe management of the environment.

Honesty We are honest, consistent, open and transparent in our dealings with our

stakeholders and are committed to building mutual trust and respect. Accountability We set high performance expectations and hold ourselves accountable for

the quality of our work and the results we achieve as individuals, as team members and as an organisation.

Respect We are sincere, fair and forthright, treating others with dignity and respecting

their individual differences, feelings and contributions. Professionalism We show pride, enthusiasm and dedication in everything that we do. We are

committed to delivering high quality service and advice.


These values complement our Integrity Framework.

1.4 Our Vision for the future A place of natural beauty, rich in heritage and respectful of culture, with diverse landscapes and

lifestyles, and a wealth of business and investment opportunities.

1.5 Commitment to Integrity As an organisation, the City of Armadale is committed to performing its functions with utmost integrity. Earning and maintaining the trust and respect of the community by acting with integrity in everything we do is important for the City and crucial for providing good government. The City of Armadale has a zero tolerance mindset towards misconduct, fraud, or corruption. This is underscored by the City’s Codes of Conduct for elected members and employees, the City’s audit plan, and our corporate values.

1.6 Why do we need an Integrity Framework? A high performing public authority has measures in place to not only examine its own performance, but to curtail or prevent inappropriate influence or corruption.

An Integrity Framework will help minimise opportunities for misconduct, fraud or corruption – either internally or externally against the City and prevent the misuse of public funds, information, property or the rights of individuals or the organisation. The Integrity Framework will also assist in maintaining the effectiveness of the City’s operations.

1.7 Our Integrity Model

The Public Sector Commission has developed an Integrity Model for public authorities, including

local governments. The City has adopted this Integrity Model.


1.8 Why is integrity important to the City? Having an organisational culture built on integrity is the best safeguard of the City’s values. Our values are understood and demonstrated by all officers and encouraged through leadership by ongoing education, support and leaders modelling and reinforcing the desired behaviours. Our integrity and culture shapes the behaviours and expectations of all employees and volunteers of the City. A culture built on integrity and demonstrated by leaders, gains the trust of the workforce. This supports a strong ethical working environment built on trust and accountability. A safe, ethical and professional workplace culture will help reduce the risks to integrity, including

improper conduct, misconduct and corruption.


Part 2: INTEGRITY STATEMENT The City of Armadale strives to be a leading local government with respect to good governance and

mitigating risk. The City is undertaking the necessary steps to monitor and improve its governance

and risk mitigation processes as follows:

2.1 Plan and Act to Improve Integrity

Ethical Responsibility

Good governance is characterised by honesty and integrity. Council Members, Employees and

volunteers must behave in a way that generates community trust and confidence in them as

individuals. Council members and employees are expected to adhere to the Codes of Conduct and

the City’s values.

Code of Conduct

The Local Government Act 1995 (Act) and the Local Government (Model Code of Conduct)

Regulations 2021 prescribe a mandatory Code of Conduct to be observed by council members,

committee members and candidates. It provides principles to guide behaviour and a disciplinary

framework to deal with individual misconduct.

The City of Armadale has two Codes of Conduct. One Code of Conduct for Council Members,

Committee Members and Candidates and another Code of Conduct for Employees and Volunteers.

Each Code of Conduct is regularly reviewed and is available to all staff. Both Codes of Conduct

promote the City’s organisational values and provides expected standards of behaviour.

Public Registers

The City is required to maintain and publish certain registers to the City’s website for public

inspection in accordance with section 5.89A of the Act. These include a Gifts Register, a

Contribution to Travel Register, a Minor Breaches Register, Declaration of Interest Register and an

Electoral Gifts Register.

Freedom of Information

The laws of Western Australia gives members of the public the right to apply for access to

documents held by the City of Armadale.

Under the Freedom of Information Act 1992 the City is required to help people make an application,

to obtain access to documents at the lowest possible cost and ensure that personal information is

accurate.

Public Interest Disclosures

The Public Interest Disclosure Act 2003 facilitates the disclosure of public interest information and

provides protection for those making such disclosures and those who are the subject of disclosures.

This Act applies to public authorities such as the City of Armadale and provides a system for the

matters disclosed to be investigated and for appropriate action to be taken.

Every public authority is required to have a Public Interests Disclosure Officer to receive disclosures

of public interest information.


Authorised powers and functions

The City has many functions and duties that are prescribed by legislation. Various legislation may

assign specified powers and duties to authorised persons. The City keeps an updated register of

these Authorisations which is regularly reviewed.

Delegations of authority

Council may delegate the exercise of some of its powers and functions to the CEO in accordance

with the provisions in the LG Act. The use of delegated authority means that routine matters can be

acted on promptly and this facilitates efficient service delivery to the community. These delegations

must be approved by an absolute majority of Council. Under the Act these delegations must be

reviewed every 12 months.

2.2 Model and Embody a culture of Integrity People in leadership positions set the tone for an organisation and are key to building organisational

integrity. It is essential that persons in leadership positions communicate expected standards of

behaviour and values for staff and lead by example. The City has a strong leadership that sends a

clear message of the importance and value of an ethical culture and persons in leadership positions

are also tasked with acting on suspected corrupt conduct.

Decision Making

The Local Government Act 1995 and regulations require all elected members to have completed

training, which includes the collective role of an elected Council in making quasi-judicial and

executive decisions.

Effective decision-making processes increase the likelihood that the decisions are made in the best

interests of the entire Community. Understanding and adhering to the Code of Conduct guides

ethical decision-making.

Recruitment Framework

The City mitigates risks associated with recruitment by conducting pre-employment screening

checks on candidates including police checks and reference checks. The City also has controls in

place to promote merit-based recruitment.

Complaint Management

The City is required to maintain a register of complaints under section 5.121 of the Act with respect

to complaints made against council members. The City publishes a copy of the register to its official

website.

2.3 Accountability for Integrity

Three Lines of Defence Model

The City undertakes a strategy called the three lines of defence in relation to managing risks in

relation to effective and efficient governance, risk management and control.


The first line of defence is the responsibility of management and staff who are responsible for

identifying and managing risk and collectively have the knowledge, skills, information and authority

to enact the policies and procedures of risk control. The second line of defence provides the

policies, frameworks and tools to enable risk mitigation by management and staff and conducts

monitoring to measure how effective risk management practices are. The third line of defence is an

internal audit by the City’s auditors which operates as an independent check on the City’s risk

management processes and is in addition to the statutory audit conducted by the Office of the

Auditor General.

Shared Responsibility

A cultural norm of the City recognises that identifying and reporting actual or suspected fraud and

corruption is everyone’s responsibility.

The City is strongly committed to protecting the welfare of a person who reports any suspected or

actual fraudulent or corrupt activities. The compact between the organisation to want to expose

fraudulent and corrupt activities and employees who are prepared to do so is the hallmark of an

ethical organisation.

Enable reporting

The City encourages reporting by:

• Its clear and unequivocal commitment to being an ethical organisation

• The development of this integrity framework

• Placing the onus on managers and employees to notify the CEO or Mayor of actual or

suspected fraud and corruption.

• Having clear processes for the disclosure of fraud and corruption.

• Committing to provide support and welfare to persons who disclose fraud and corruption.

Managing Conflicts of Interest

In other jurisdictions in Australia there is in an increasing focus on conflict of interest arising in a

local government setting. Local governments need to be alert to the risks associated with failing to

properly manage conflicts of interest. The City of Armadale will facilitate training to staff in

recognising and dealing with conflict of interest. The City of Armadale has also instituted policies,

procedures and guidelines regarding conflict of interest. Staff also have the Code of Conduct to

guide them in respect of managing conflicts of interest.


Misuse of Information and Material

Unauthorised information access and disclosure has been identified as a risk across the public sector

and has been identified as an area of focus in the Victorian IBAC review. The City of Armadale has

instituted system controls to limit the potential for the misuse of information and material.

Implementing system controls includes access controls over passwords and usernames to protect

audit trails. The City is also ensuring that confidentiality clauses are included in all third-party

agreements.

Audits and risk assessments

Risk management helps identify internal weaknesses that may facilitate corruption or poor

organisational outcomes. The City engages Auditors to conduct audits to ensure that the

organisation is complying with its obligations under the law and Council policies and that procedures

in relation to risk management areas are being adhered to. The Office of the Auditor General also

conducts audits to ensure the City’s processes are consistent with the law and good practice.

The City has a risk management framework to assess risks in the workplace and a risk register to

identify and prioritise potential risks and implement ways to minimise or prevent risks from

eventuating. Finally, the Audit and Risk Committee provides oversight of the City’s audit functions,

emerging issues and audit reports, with regular reporting to Council.


Part 3 MEASURES OF SUCCESS Every employee, volunteer and elected member are responsible for integrity. The specific responsibilities of each person is detailed below.

3.1 Stakeholders

Employees and Volunteers

• Forthcoming and honest in all their interactions (eg acknowledges and reports any mistakes and deals with them in a timely manner).

• Uses any discretionary powers appropriately and proactively identifies, declares and manages any actual, potential or perceived conflicts of interest.

• Completes all organisational training relevant to their role and responsibilities to build awareness of policies and procedures (eg recruitment, procurement, integrity reporting).

• Always follows organisational policies and procedures (eg in relation to gifts, benefits and hospitality, secondary employment, financial management, social media and privacy) and communicates any gaps, risks or issues to supervisors or appropriate members of staff.

Managers and Coordinators

• Understand their responsibilities to support, educate and supervise staff, and their delegation

responsibilities within the workplace (eg pre-employment vetting, financial approvals, good

governance.)

• Ensure staff complete training relevant to their role.

• Are proactive in oversighting work and holding staff accountable for their actions, including

compliance with policies and procedures (eg active oversight during recruitment and

procurement processes).

• Openly and regularly talk about integrity and ethics and contextualise this for staff based on

the type of work undertaken (eg discussing examples of ‘integrity moments’ in practice and

lessons learnt).

• Build a culture where staff are encouraged to be forthcoming and honest and feel safe to own

up to mistakes made (rather than covering up mistakes).

• Educate and encourage staff about how and why to report wrongdoing and model ethical

behaviour themselves, including reporting suspicious behaviour.

• Ensure any staff who do speak up about suspected misconduct or corruption are protected

and aware of supports available to them under the Public Interest Disclosure Act 2003 (PID

Act).

• Encourage staff to identify opportunities to improve policies, systems and practices and take

action to implement these improvements to prevent misconduct or corruption.

CEO and Executive Directors

• Maintain and promote a fraud and corruption control system to proactively manage fraud and corruption risk.

• This includes ensuring policies, systems and practices are regularly reviewed by the agency to identify and implement strengthened controls and build capacity to prevent misconduct and corruption.


• Work collectively to build corruption-resistance across the organisation by supporting the delivery of ongoing corruption prevention training for staff, and by openly and regularly talking about integrity and ethics and contextualising this for staff based on the type of work undertaken.

• Act in the public interest and lead by example, modelling behaviours expected of all staff.

• Ensure all staff are aware of the PID Act and use opportunities to encourage and publicly support staff/community to speak up about wrongdoing. Ensure compliance with the organisation’s obligations under the PID Act.

• Notify the CCC of all instances of suspected corrupt conduct, as required of relevant principal officers.

• Acknowledge identified instances of wrongdoing and use these instances as an opportunity for staff and the organisation to learn from complaints and investigations and improve (rather than sweeping incidents under the carpet.)

• Consistently apply an ethical lens to decision-making to ensure governance activities include genuine consideration of the impact and outcomes of decisions, beyond KPI’s (eg via risk assessments, active monitoring of internal intelligence/data and regular audits).

• Ensure internal integrity and governance teams and systems are well resourced and supported (eg funding for audits, data monitoring, investigations).

Elected members

• Participate in collective oversight of the implementation and use of the Integrity Strategy

through regular reporting to the Audit & Risk Committee.

• Uphold the values of collegial decision making and act with fidelity and trust for the best

interests of the City and the community.

• Adhere to the Local Government Act 1995 and its regulations as it relates to the roles of

individuals and being prepared to highlight non-compliance and improper conduct through

the appropriate mechanisms.

• Embody, in practice and in spirit, community leadership despite what difficulties the issue may

bring.

• Promptly disclose actual and perceived conflicts of interest and visibly comply with legislative

requirements relating to gifts and donations.

• Bring an independent mind to council or committee deliberations, free from bias.

• Comply with the Code of Conduct for Council Members, Committee Members and Candidates

with respect to meeting with developers.

• Promote and support good governance, open and transparent government and respectful

appropriate and effective relationships with their peers.

3.2 Dealing with Misconduct In a general sense, misconduct occurs when a public officer takes advantage of his or her position to obtain a benefit, or cause a detriment to someone. However misconduct can take many forms:

• It could involve obtaining a benefit (or causing a detriment) on behalf of someone else;

• It could involve deliberately acting, or failing to act, in the course of their duties;

• It could involve influencing a decision maker to make an inappropriate or illegal decision;

• It could involve improper conduct towards a co-worker or a customer;

• It could involve the misuse of information or a resource.


All employees have a responsibility to abide by the Code of Conduct and report instances of misconduct. Employees of the City have the benefit of the Code of Conduct to guide them, which sets out the expected behaviours. The City takes allegations of misconduct very seriously. Allegations of misconduct, where they involve an employee of the City or a volunteer of an organisation that is managed or overseen by the City, will be investigated in accordance with the City’s Behaviour in the Workplace – Procedures. In some circumstances the allegation may involve serious misconduct. This means that the CEO is required, in accordance with the Corruption, Crime and Misconduct Act 2003, to notify the Corruption and Crime Commission of the matter, who may give direction to the CEO as to how the allegation is to be managed.

3.3 Self-analysis and review The Public Sector Commission has provided the following signs of success for public authorities:

• Public authority has implemented or exceeded the requirements of the integrity framework.

• Commission evaluation and benchmarking tools indicate the public authority is well positioned in regards to governance, culture, education and accountability.

• Survey data shows high staff perception of integrity in the public authority. • Survey data shows staff have a good understanding of policies, procedures and ethical

codes. • Training and information sessions related to integrity are well attended. • Time taken to resolve integrity matters is reasonable and results in improvements where

necessary. • Evaluations of reports to integrity bodies indicates reports are timely. • Responses to integrity matters and results of reviews and audits are considered and

implemented.

For the City’s Integrity Framework to be successful, the following corporate objectives should be embedded within our normal business processes:

1. Integrity matters are incorporated into all aspects of the business as a standing item.

2. Integrity risks are incorporated into the City’s Risk Register and are constantly monitored and reviewed.

3. Integrity risks are presented to the Audit and Risk Committee.

4. Integrity checks are conducted as a normal recruitment process.

5. Regular networking opportunities with other local governments and public organisations on integrity matters.

6. The City continues the use of formal notification processes such as newsletters, emails and meetings.

7. Integrity reporting processes are advertised and encouraged.

8. The roles and responsibilities of the leadership team is to include a focus on integrity management.


9. The City is committed to learn from internal and external reports on integrity management. These corporate objectives will be embedded within the maturity model.

3.4 Progression of Integrity Framework The integrity framework will be reviewed annually in association with the Public Sector Commission's self-assessment checklist to measure the organisation's progress toward improving integrity outcomes, particularly in respect of the objectives outlined from 1-9 above.


LOCAL GOVERNMENT ACT 1995

City of Armadale

LOCAL GOVERNMENT PROPERTY AMENDMENT LOCAL LAW 2021

Under the powers conferred by the Local Government Act 1995, and under all other powers

enabling it, the City of Armadale resolved on [DATE] to make the following local law.

1. Citation

This local law may be cited as the City of Armadale Local Government Property Amendment

Local Law 2021.

2. Commencement

This local law comes into operation 14 days after the date of publication in the Government

Gazette.

3. Principal local law

This local law amends the City of Armadale Local Government Property Local Law 2002

published in the Government Gazette on 3 April 2002 and as amended by the City of Armadale

Local Government Property Amendment Local Law 2009, published in the Government

Gazette on 11 December 2009.

4. Clause 1.2 amended

Clause 1.2 is inserted as follows –

“1.2 Purpose and Effect

(1) The purpose of this local law is to provide for the regulation, control and management of

activities and facilities on all local government property, with the exception of

thoroughfares, within the district.

(2) The effect of this local law is to establish the requirements with which any person using or

being on local government property within the district, must comply.”

Items following be renumbered accordingly.


Clause 1.3 is amended as follows - (a) insert the following definition in alphabetical order –

election sign means a sign, poster or other device which advertises any aspect of a

forthcoming Federal, State or local government election;


Clause 4.2 is amended as follows – (a) After “a plant or a” delete “seat provided for the use of any person” and replace

with “earth or a fixture, fitting or materials placed by or for the local

government;”


Clause 4.6 inserted as follows –

“4.6 No smoking

(1) A person must not smoke on local government property.


(2) Electronic cigarettes (e-cigarettes) and other personal vaporisers for delivery of nicotine

or other substances are not permitted to be used in any area on the local government

property where smoking is restricted.”




“4.7 Removing or damaging flora

(1) A person shall not remove or damage any flora which is on or above any local

government property, unless that person is authorised to do so under a written law or

with the written consent of the local government.

(2) In this clause -

flora means all vascular plants other than plants recognised as weeds.”



Clause 4.8 be deleted and replaced as follows –

“4.8 Signs placed by the local government

(1) A local government may erect a sign on local government property specifying any

conditions of use which apply to that property.

(2) A person shall comply with a sign erected under subclause (1).

(3) A condition of use specified on a sign erected under subclause (1) is –

(a) not to be inconsistent with any provision of this local law or any determination;

and

(b) to be for the purpose of giving notice of the effect of a provision of this local

law.”

10. Clause 4.9 inserted

Clause 4.9 be inserted as follows –

“4.9 Signs placed by other parties

(1) A person shall not place a sign on local government property unless –

(a) the sign is authorised by the local government and is temporary in direct connection

with a sporting or other event authorised by the local government for a particular period

of time; or

(b) the sign is in association with the conditions of a lawful agreement between the local

government and the party who placed the sign.

(2) A person shall not place, or cause to be placed, an election sign on local government

property, or on a fence that is enclosing or demarcating local government property.”


Clause 5.1 be deleted and replaced as follows – “5.1 When entry must be refused


(1) A Manager or authorised person shall refuse admission to, or may direct to leave or cause

to be removed from a pool area any person who, in the opinion of the Manager or

authorised person –

(a) is a person under the age of 11 years who is unaccompanied by a parent or guardian

over the age of 17 years;

(b) is under the age of 6 years unaccompanied in the water, within arm’s reach, by a

parent or guardian over the age of 17 years;

(c) is using swimwear or a pool toy or other device that is unable to comply with safety

requirements when in or around a pool area, or is being used in an unsafe manner;

(d) is suffering from a contagious, infectious or cutaneous disease or complaint or is in an

unclean condition;

(e) is under the apparent influence of liquor or a prohibited drug;

(f) is in possession of liquor or a prohibited drug on the local government property;

(g) is smoking on the premises;

(h) indecently exposes themself, or commits an indecent act in view of patrons for the

purpose of offending, threatening or harassing patrons or a local government employee

who is on duty at the premises;

(i) is using a camera or other form of recording device in a toilet or change room;

(j) is using a camera or other form of recording device to capture still or video imagery of

patrons without the consent of those patrons; or

(k) is behaving in a manner that is harassing, offensive, threatening, violent, abusive, or

unsafe towards a patron or a local government employee who is on duty at the

premises.

(2) In effecting the removal of a person from a pool area, a Manager or authorised person may

engage any such assistance as necessary to lawfully effect the removal of that person.

(3) Nothing in subclause (1) prevents a Manager, an authorised person or a decision of the

local government from refusing entry to a pool area to a person, for a breach of any other

written law or the conditions of entry that are displayed at the entrance to the local

government property.”


Clause 5.3 be amended as follows –

Insert “(1)” before “where” and

Insert “(2) Subclause (1) does not apply in circumstances where –

(a) the person is a child under the age of 8 and requires supervision or assistance from a

parent or guardian; or

(b) the toilet block or change room is sign posted to provide for universal access.”


Clause 8.3 be deleted and amended as follows –

“8.3 Refusal of entry to local government property

(1) If an authorised person reasonably suspects a person has acted contrary to this local law

whilst on specific local government property, the authorised person may refuse that person

entry to the specific local government property.

(2) A refusal of entry to specific local government property may be for any period of time up

to 12 months, if decided by an authorised person.”

Items following this being renumbered accordingly.



(a) Insert “(1)” before “An article”

(b) After “thinks fit.” insert as follows –

“(2) Where an item of property is of a type that is of minor clothing,

undergarments, consumable personal effects or other item of nominal financial

value, the local government may dispose of such an item in any manner it

thinks fit.”

15. Schedule 1 amended

Table in Schedule 1 is deleted and inserted as follows –

“ CLAUSE DESCRIPTION MODIFIED

PENALTY

$

2.4 Failure to comply with determination 150

3.6 Failure to comply with conditions of permit 150

3.13(1) Failure to obtain a permit 150

3.14(3) Failure to obtain permit to camp outside a facility 150

3.15(1) Failure to obtain permit for liquor 200

3.16 Failure of permit holder to comply with responsibilities 150

4.2(1) Behaviour detrimental to property 350

4.3 Feeding, taking or injuring any fauna 150

4.4 Under influence of liquor or prohibited drug 150

4.7 Removing or damaging flora 150

4.8(2) Failure to comply with sign on local government property 150

5.2 Unauthorised entry to fenced or closed local government

property 150

5.3(1)(a) Male using entry of toilet block and change room specified

for female gender 150

5.3(1)(b) Female using entry of toilet block and change room

specified for male gender 150

6.1(1) Unauthorised entry to function on local government

property 200

9.1 Failure to comply with notice 250

“

16. Amendment throughout the Local Government Property Local Law 2002

Replace “authorized” with “authorised” throughout the Local Government Property Local Law

2002.

Dated:

The common seal of the City of Armadale was affixed by the authority of a resolution of the

Council in the presence of –


RUTH BUTTERFIELD, Mayor

JOANNE ABBISS, Chief Executive Officer.


LOCAL GOVERNMENT ACT 1995

City of Armadale

LOCAL GOVERNMENT PROPERTY AMENDMENT LOCAL LAW 2021

Under the powers conferred by the Local Government Act 1995, and under all other powers

enabling it, the City of Armadale resolved on [DATE] to make the following local law.

1. Citation

This local law may be cited as the City of Armadale Local Government Property Amendment

Local Law 2021.

2. Commencement

This local law comes into operation 14 days after the date of publication in the Government

Gazette.

3. Principal local law

This local law amends the City of Armadale Local Government Property Local Law 2002

published in the Government Gazette on 3 April 2002 and as amended by the City of Armadale

Local Government Property Amendment Local Law 2009, published in the Government

Gazette on 11 December 2009.


Clause 1.2 is inserted as follows –

“1.2 Purpose and Effect

(1) The purpose of this local law is to provide for the regulation, control and management of

activities and facilities on all local government property, with the exception of

thoroughfares, within the district.

(2) The effect of this local law is to establish the requirements with which any person using or

being on local government property within the district, must comply.”



Clause 1.3 is amended as follows - (a) insert the following definition in alphabetical order –

election sign means a sign, poster or other device which advertises any aspect of a

forthcoming Federal, State or local government election;


Clause 4.2 is amended as follows – (a) After “a plant or” delete “a seat provided for the use of any person” and replace

with “earth or a fixture, fitting or materials placed by or for the local

government;”



“4.6 No smoking

(1) A person must not smoke on local government property.


(2) Electronic cigarettes (e-cigarettes) and other personal vaporisers for delivery of nicotine

or other substances are not permitted to be used in any area on the local government

property where smoking is restricted.”




“4.7 Removing or damaging flora

(1) A person shall not remove or damage any flora which is on or above any local

government property, unless that person is authorised to do so under a written law or

with the written consent of the local government.

(2) In this clause -

flora means all vascular plants other than plants recognised as weeds.”



Clause 4.8 be deleted and replaced as follows –

“4.8 Signs placed by the local government

(1) A local government may erect a sign on local government property specifying any

conditions of use which apply to that property.

(2) A person shall comply with a sign erected under subclause (1).

(3) A condition of use specified on a sign erected under subclause (1) is –

(a) not to be inconsistent with any provision of this local law or any determination;

and

(b) to be for the purpose of giving notice of the effect of a provision of this local

law.”

10. Clause 4.9 inserted

Clause 4.9 be inserted as follows –

“4.9 Signs placed by other parties

(1) A person shall not place a sign on local government property unless –

(a) the sign is authorised by the local government and is temporary in direct connection

with a sporting or other event authorised by the local government for a particular period

of time; or

(b) the sign is in association with the conditions of a lawful agreement between the local

government and the party who placed the sign.

(2) A person shall not place, or cause to be placed, an election sign on local government

property, or on a fence that is enclosing or demarcating local government property.”


Clause 5.1 be deleted and replaced as follows – “5.1 When entry must be refused


(1) A Manager or authorised person shall refuse admission to, or may direct to leave or cause

to be removed from a pool area any person who, in the opinion of the Manager or

authorised person –

(a) is a person under the age of 11 years who is unaccompanied by a parent or guardian

over the age of 17 years;

(b) is under the age of 6 years unaccompanied in the water, within arm’s reach, by a

parent or guardian over the age of 17 years;

(c) is using swimwear or a pool toy or other device that is unable to comply with safety

requirements when in or around a pool area, or is being used in an unsafe manner;

(d) is suffering from a contagious, infectious or cutaneous disease or complaint or is in an

unclean condition;

(e) is under the apparent influence of liquor or a prohibited drug;

(f) is in possession of liquor or a prohibited drug on the local government property;

(g) is smoking on the premises;

(h) indecently exposes themself, or commits an indecent act in view of patrons for the

purpose of offending, threatening or harassing patrons or a local government employee

who is on duty at the premises;

(i) is using a camera or other form of recording device in a toilet or change room;

(j) is using a camera or other form of recording device to capture still or video imagery of

patrons without the consent of those patrons; or

(k) is behaving in a manner that is harassing, offensive, threatening, violent, abusive, or

unsafe towards a patron or a local government employee who is on duty at the

premises.

(2) In effecting the removal of a person from a pool area, a Manager or authorised person may

engage any such assistance as necessary to lawfully effect the removal of that person.

(3) Nothing in subclause (1) prevents a Manager, an authorised person or a decision of the

local government from refusing entry to a pool area to a person, for a breach of any other

written law or the conditions of entry that are displayed at the entrance to the local

government property.”


Clause 5.3 be amended as follows –

Insert “(1)” before “where” and

Insert “(2) Subclause (1) does not apply in circumstances where –

(a) the person is a child under the age of 8 and requires supervision or assistance from a

parent or guardian; or

(b) the toilet block or change room is sign posted to provide for universal access.”


Clause 8.3 be deleted and amended as follows –

“8.3 Refusal of entry to local government property

(1) If an authorised person reasonably suspects a person has acted contrary to this local law

whilst on specific local government property, the authorised person may refuse that person

entry to the specific local government property.

(2) A refusal of entry to specific local government property may be for any period of time up

to 12 months, if decided by an authorised person.”

Items following this being renumbered accordingly.



(a) Insert “(1)” before “An article”

(b) After “thinks fit.” insert as follows –

“(2) Where an item of property is of a type that is of minor clothing,

undergarments, consumable personal effects or other item of nominal financial

value, the local government may dispose of such an item in any manner it

thinks fit.”

15. Schedule 1 amended

Table in Schedule 1 is deleted and inserted as follows –

“ CLAUSE DESCRIPTION MODIFIED

PENALTY

$

2.4 Failure to comply with determination 150

3.6 Failure to comply with conditions of permit 150

3.13(1) Failure to obtain a permit 150

3.14(3) Failure to obtain permit to camp outside a facility 150

3.15(1) Failure to obtain permit for liquor 200

3.16 Failure of permit holder to comply with responsibilities 150

4.2(1) Behaviour detrimental to property 350

4.3 Feeding, taking or injuring any fauna 150

4.4 Under influence of liquor or prohibited drug 150

4.7 Removing or damaging flora 150

4.8(2) Failure to comply with sign on local government property 150

5.2 Unauthorised entry to fenced or closed local government

property 150

5.3(1)(a) Male using entry of toilet block and change room specified

for female gender 150

5.3(1)(b) Female using entry of toilet block and change room

specified for male gender 150

6.1(1) Unauthorised entry to function on local government

property 200

9.1 Failure to comply with notice 250

“

16. Amendment throughout the Local Government Property Local Law 2002

Replace “authorized” with “authorised” throughout the Local Government Property Local Law

2002.

Dated:

The common seal of the City of Armadale was affixed by the authority of a resolution of the

Council in the presence of –


RUTH BUTTERFIELD, Mayor

JOANNE ABBISS, Chief Executive Officer.


Stirling Law Chambers 220 Stirling Highway Claremont WA 6010 Tel (08) 9383 3133 Fax (08) 9383 4935 Email: [email protected]

Our Ref

Your Ref

Liability limited by a scheme approved under Professional Standards Legislation

208_49280_001.docx

DFN:ARMA:49280

17 May 2022

Mr David Baker

Governance and Administration Officer

City of Armadale

Locked Bag 2

ARMADALE WA 6992

By email: [email protected]

Dear David

Correction of error in ungazetted local law

Thank you for your email and instructions dated 29 April 2022.

1. Background

At its meeting on 28 March 2022 Council of the City resolved to make the Local Government

Property Amendment Local Law 2021 (Amendment Local Law), which seeks to amend the

City’s Local Government Property Local Law (Principal Local Law), in the following terms:

That Council:

1. Pursuant to Section 3.12(4) of the Local Government Act 1995 (“the Act”), Council

make the Local Government Property Amendment Local Law 2021;

2. Authorise the affixing of the City’s common seal to the amendment local law, to be

witnessed, signed and dated by the Mayor and the CEO;


a) Pursuant to section 3.12(5) of the Act, give a copy of the adopted amendment

local laws to the Minister, and publish the adopted amendment local laws in the

Government Gazette;

b) Pursuant to section 3.12(6) of the Act, give local public notice, with the purpose

and the effect of the amendment local law summarised in the notice, specifying

the date on which the amendment local law comes into operation, and where

the local law may be viewed by the public; and


17 May 2022 McLeods

City of Armadale Page 2


208_49280_001.docx

c) Pursuant to section 3.12(7) of the Act, give a signed Explanatory Memoranda

and Explanatory Memoranda check list, copies of the amendment local law and

any other materials required, to the Joint Standing Committee on Delegated

Legislation.

MOTION DECLARED CARRIED BY AN ABSOLUTE MAJORITY

RESOLUTION OF COUNCIL (11/0)

Subsequent to Council’s resolution, the City has identified a minor error in clause 6 of the

Amendment Local Law, which states:


Clause 4.2 is amended as follows –

(a) After “a plant of a” delete “seat provided for the use of any person” and

replace with “earth or a fixture, fitting or materials placed by or for the local

government;”

I understand that the words “a plant of a” should actually have read “a plant or”, and the text

to be deleted should have been “a seat provided for the use of any person” so that clause 4.2

would then have been amended in the following manner:

(2) In subclause (1) –

'detrimental to the property' includes –

(a) removing any thing from the local government property such as a

rock, a plant or a seat provided for the use of any person earth or a

fixture, fitting or materials placed by or for the local government;

The local law has not yet been published in the Gazette as the City is presently considering

how the identified error may be rectified prior to doing so. The City has sought advice from

the Department of Local Government, Sport and Cultural Industries (Department), which

has suggested three options are available to rectify the error. You have requested our comment

on the options suggested by the Department.

You have additionally requested advice in relation to the following questions:

1) Does the typo alter the intent or interpretation of the clause and hence, needs to be

changed?

2) What avenues are open to the City to rectify this?

My advice is set out below.


17 May 2022 McLeods



208_49280_001.docx

2. Advice

2.1 Does the typo alter the intent or interpretation of the clause and hence, needs to be

changed?

If the typographical error was not rectified, an initial issue would be how clause 6 of the

Principal Amendment Local Law would be interpreted given that the words “a plant of a” do

not appear in clause 4.2.

If it is obvious that a simple mistake in the form of a printing or a drafting error has been made

in the text of legislation, the courts will read the legislation in its correct form. For example

in Winkley v Paton (1943) 60 WN (NSW) 162, Street J was prepared to read the phrase

“sample or fertilizer” as if it said “sample or fertilizer”. It was obvious that this was what

should have appeared in the text having regard to the intended operation of the section and to

other provisions in the Act. In such circumstances, courts will apply what is referred to as the

‘golden rule’ of statutory interpretation, which contemplates the modification of the literal

meaning of the words used to overcome an error or defect perceived in the text: Grey v

Pearson (1857) 6 HLC 61 at 106.

In the present case, the error in the wording of clause 6 does give rise to some statutory

ambiguity as the clause does not expressly state the particular subclause to be amended (i.e.

clause 4.2(2)(a)), but rather refers generally to clause 4.2. This gives rise to two possible

interpretations of the intent of clause 6:

(a) in paragraph (a) of cl. 4.2(2) after “a plant or a” delete “seat provided for the use of any

person” and replace with “earth or a fixture, fitting or materials placed by or for the

local government”; or

(b) in paragraph (b) of cl. 4.2(2) after “a plant, a” delete “seat provided for the use of any

person” and replace with “earth or a fixture, fitting or materials placed by or for the

local government”.

In my view, a court would be likely to adopt the first (correct) interpretation as the inclusion

of the word “earth” particularly in paragraph (a) (so as to refer to the removing of earth) makes

more sense than its inclusion in paragraph (b) (so as to refer to the destroying, defacing or

damaging of earth).

On that basis I consider that, notwithstanding the typographical error, clause 4.2 would be

likely be applied by a court in a manner consistent with its intent. However, given that the

error does result in a degree of statutory ambiguity as to whether paragraph (a) or (b) of clause

4.2(2) is amended I consider it preferable that the City correct the error if possible, rather than

potentially have to argue before a court for the correct interpretation of the clause.


17 May 2022 McLeods



208_49280_001.docx

2.2 What avenues are open to the City to rectify the error?

In considering the options available to the City to rectify the error it is useful to first refer to

section 3.12 of the Local Government Act 1995, which regulates the making of local laws in

the following terms:

(1) In making a local law a local government is to follow the procedure described in

this section, in the sequence in which it is described.

(2A) Despite subsection (1), a failure to follow the procedure described in this section

does not invalidate a local law if there has been substantial compliance with the

procedure.

(2) At a council meeting the person presiding is to give notice to the meeting of the

purpose and effect of the proposed local law in the prescribed manner.

(3) The local government is to —

(a) give local public notice stating that —

(i) the local government proposes to make a local law the purpose

and effect of which is summarized in the notice; and

(ii) a copy of the proposed local law may be inspected or obtained

at any place specified in the notice; and

(iii) submissions about the proposed local law may be made to the

local government before a day to be specified in the notice,

being a day that is not less than 6 weeks after the notice is

given;

and

(b) as soon as the notice is given, give a copy of the proposed local law and

a copy of the notice to the Minister and, if another Minister administers

the Act under which the local law is proposed to be made, to that other

Minister; and

(c) provide a copy of the proposed local law, in accordance with the notice,

to any person requesting it.

(4) After the last day for submissions, the local government is to consider any

submissions made and may make the local law* as proposed or make a local

law* that is not significantly different from what was proposed.


(5) After making the local law, the local government is to publish it in the Gazette

and give a copy of it to the Minister and, if another Minister administers the Act

under which the local law is proposed to be made, to that other Minister.

(6) After the local law has been published in the Gazette the local government is to

give local public notice —


17 May 2022 McLeods



208_49280_001.docx

(a) stating the title of the local law; and

(b) summarizing the purpose and effect of the local law (specifying the day

on which it comes into operation); and

(c) advising that the local law is published on the local government’s official

website and that copies of the local law may be inspected at or obtained

from the local government’s office.

…

As noted above, the City has already resolved to “make the local law” under section 3.12(4).

Under section 3.12(5) the City would then be required to publish the Amendment Local Law

in the Gazette and then give a copy of it to the Minister, which it has not yet done (although

a copy of the Amendment Local Law was previously provided to the Minister upon giving

local public notice under section 3.12(3)(b)).

It would not be open to the City’s administration to itself correct the error prior to publication

of the Amendment Local Law, as the local law as published in the Gazette would then differ

from the local law as made by the City and would therefore be liable for disallowance on that

basis upon recommendation of the Joint Standing Committee on Delegated Legislation.

Accordingly, other than leaving the error in the Amendment Local Law (which for the reasons

discussed above in relation to the preceding question I do not on balance recommend) the

options available to the City would be:

(a) to not make the Amendment Local Law and restart the process under section 3.12 from

the beginning;

(b) to make the Amendment Local Law, but then subsequently make a further amendment

local law to rectify the error; or

(c) to revoke Council’s resolution to make the Amendment Local Law and resolve to make

the Amendment Local Law with the error corrected.

In relation to option (a), this presumably would not be preferred given the additional work

involved in readvertising the Amendment Local Law. I additionally consider this option to be

legally problematic as, given Council’s resolution to make the Local Law on 28 March 2022

the City is presently under an obligation to proceed to publish the Local Law in the Gazette

and forward a copy to the Minister under section 3.12(5). The City would not be complying

with that obligation if it were to not do so whilst the resolution remains in place.

In relation to option (b), I assume this option would similarly be unattractive as it would

require the City to prepare a new amendment local law (following gazettal of the current

Amendment Local Law) to rectify what is a relatively minor error.

In relation to option (c), a threshold question is whether it would be open to Council to revoke

its resolution to make the Amendment Local Law. The revocation of Council decisions is


17 May 2022 McLeods



208_49280_001.docx

regulated by reg. 10 of the Local Government (Administration) Regulations 1996 (LGA

Regulations) and Part 14 of the City’s Standing Orders.

Regulation 10 of the LGA Regulations would not preclude revocation of the decision,

provided that the procedural requirements contained therein were met (notice of motion to

revoke signed by and motion to revoke supported by at least 1/3 of number of offices of

members of council inclusive of mover).

Clause 14.2 of the Standing Orders limits the power of Council to revoke or change a decision

in the following terms:

(1) Subject to subclause (2), the Council or a committee is not to consider a motion to

revoke or change a decision -

(a) where, at the time the motion is moved or notice is given, any action has

been taken under clause 16.3 to implement the decision; or

(b) where the decision is procedural in its form or effect.

(2) The Council or a committee may consider a motion to revoke or change a decision

of the kind described in subclause (l)(a) if the motion is accompanied by a written

statement of the legal and financial consequences of carrying the motion.

Consequently, Council is not to consider a motion to revoke or change a decision where at

the time the motion is moved or notice is given, any action has been taken under clause 14.3

(the reference to clause 16.3 is in error) to implement the decision, although Council may

consider a motion to revoke or change a decision where action has been taken to implement

the decision if the motion is accompanied by a written statement of the legal and financial

consequences of carrying the motion.

In the present case, your instructions indicate that the decision of Council to make the

Amendment Local Law has not yet been implemented as the Local Law had not yet been

published in the Gazette nor sent to the Minister under section 3.12(5). In those circumstances

I consider that it would be open to Council to revoke its decision of 28 March 2022 as:

(a) Council has the statutory power to revoke a prior decision under the LG Act and LGA

Regulations;

(b) neither reg. 10 nor clause 14.3 of the Standing Orders would preclude the Council from

the exercise of that power to revoke its decision in the present circumstances; and

(c) there is no judicial authority to indicate that a decision to make a local law under section

3.12 is a type of decision that cannot be revoked (unlike say the grant of a planning

approval, which judicial authority states cannot be revoked in the absence of an express

legislative power under a local planning scheme to do so, or other approval that has

been communicated to an applicant: Shanahan v Strathfield Municipal Council [1973]

2 NSWLR 740 at 742); and


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(d) the Amendment Local Law only takes effect as a written law 14 days after its

publication in the Gazette and does not have any effect simply by virtue of a resolution

being passed under section 3.12(4).

Once the decision was revoked, Council then could proceed to resolve to make the local law

again, with the minor amendment necessary to rectify the error. It would be open to the

Council to make the Amendment Local Law in this manner as the local law would not then

be significantly different from what was proposed for the purposes of section 3.12(4).

I do not consider that the City should consult the staff of the Joint Standing Committee on

Delegated Legislation (as suggested by the Department) as the Committee has no statutory

role prior to the gazettal of a local law and the Committee does not give prospective advice in

relation to local laws that have not yet been gazetted.

In summary, I consider the most preferable available option for the City to rectify the error in

the Amendment Local Law is for the Council to resolve to revoke its decision of 28 March

2022, subject to compliance with applicable procedural requirements under the LGA

Regulations and Standing Orders, and to then proceed to resolve to make the local law with a

minor amendment to rectify the error.

I trust this advice satisfies your requirements. Please contact me if you have any further

queries in respect of this matter.

Yours sincerely

David Nicholson

Partner

Contact: David Nicholson

Direct line: 08 9424 6221

Email: [email protected]


Communication Strategy

2022–2026


ACKNOWLEDGEMENT OF COUNTRY

We acknowledge the Traditional Owners and Custodians of the land upon which we stand, work and play.

We acknowledge the Aboriginal People as the First Nations

People and their connection to the land and waters, as the land and waters are a part of them; spiritually and culturally.

We acknowledge their ancestors, the Elders past and present, who have led the way for us to follow in their footsteps.

This Communication Strategy has been prepared to support our commitment to open, trusted relationships and two-way communication between the City and our community. It sets out our approach to communicating with residents, ratepayers, businesses, visitors, community groups, partners, staff, councillors and other members of our community.

ii City of Armadale


Contents

Mayor's Foreword 1

Our Integrated Planning Framework 4

Our Communication Aims 5

Why Community Matters 6

Introduction 7

Ten strategies to improvement 14

Actioning Key Strategies 18

Evaluation and Review 19

Communication Strategy 2022–2026 iii


iv City of Armadale


Mayor's Foreword

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Cr Ruth Butterfield Mayor

Communication Strategy 2022–2026 1

Content for this page will be inserted in consultation with Mayor


Our Values

SAFETYWe demonstrate personal responsibility for the safety and wellbeing of everyone around us. Everything we do relies upon the safety of our workforce and the community. We care about the safe management of the environment.

HONESTYWe are honest, consistent, open and transparent in our dealings with our stakeholders and are committed to building mutual trust and respect.

ACCOUNTABILITYWe set high performance expectations and hold ourselves accountable for the quality of our work and the results we achieve as individuals, as team members and as an organisation.

RESPECTWe are sincere, fair and forthright, treating others with dignity and respecting their individual differences, feelings and contributions.

PROFESSIONALISMWe show pride, enthusiasm and dedication in everything that we do. We are committed to delivering high quality service and advice.

2 City of Armadale


Our Vision:

A place of natural beauty, rich

in heritage and respectful of

culture, with diverse landscapes

and lifestyles, and a wealth

of business and investment

opportunities.

Introduction

The City of Armadale plays an important role in shaping our community’s future.

Our community wants more information about what we do, why we do it and how we plan to do it so they can better measure community outcomes.

We believe that thoughtful communication will improve our service delivery and help inform and connect our community.

This Communications Strategy (Strategy) has been prepared to support our commitment to open and clear messaging from the City to the intended audience which includes, but is not limited to, residents, ratepayers, businesses, visitors, community groups, partners, staff, Councillors and other members of our community.

The Strategy delivers a vision for the City and responds to the following Outcome and Objective as listed in the Strategic Corporate Business Plan 2020 – 2030:

Outcome 4.4: Effective Community Engagement and Communications

— 4.4.2 Align the City’s communications and marketing strategies and activities to facilitate the delivery of the Strategic Community Plan and Corporate Business Plan.

While it is linked to a number of organisational plans and strategies, it is closely aligned with our Customer Service Charter and Community Engagement Strategy 2018 - 2023 which sets out the City’s objectives and strategies for two-way engagement with our community, stakeholders and staff.

All of our guidance documents set the framework to ensure clear communication, connection and collaboration of people and place in our community.

Our Communication Checklist

Our communication is open and clear

Our information is timely and up-to-date

Our approach is planned and proactive

Our language is easy-to-understand

Our messages are consistent

Our content is accessible

Our delivery is targeted and cost effective

Our processes are clear and followed



Our Integrated Planning Framework

Informing and Resource Plans• Long Term Financial

Plan (LTFP)

• Organisational Development Plan (ODP)

• Asset Management Plans (AMPs)

Annual BudgetBusiness Area Plans

Council Vision

Outcomes

Five Year Priorities

Strategies

CBP Actions

Detailed Actions & Services

10 YearStrategic

Community Plan

5 YearCorporate

Business Plan (CBP)

1 Year Plans

Quarterly Reports

Annual Report

Quarterly Reports

Community Aspirations

Integrated planning and reporting provides local governments with a framework for translating community priorities and aspirations into operational objectives, and tracking progress in delivering on these objectives.

Recognizing the importance of integrating community and organisational planning, the Local Government (Administration) Regulations 1996 require local governments to adopt a ten-year Strategic Community Plan (SCP), a five-year Corporate Business Plan and supporting resource plans.

The City utilises this Integrated Planning and Reporting Framework mandated by the State Government to ensure its activities are informed by the community, focused on key priorities and are sustainable.

The diagram below illustrates the legislated and City of Armadale’s Integrated Planning Framework.

Informing Documents

— Community Engagement Strategy 2018 - 2023

— Communications Strategy 2022-2026

— Customer Service Charter

— Brand Style Guide

— Signage Strategy & Style Guide (currently in draft)

4 City of Armadale


1. To create continuous connections with our community that integrates City and Council activities into the everyday experience of residents, ratepayers, local businesses and stakeholders.

2. To ensure our community understands our intentions, challenges and decision-making processes.

3. To build trust and add value to all members of the community.

Our Communication Aims



— deliver vital programs and assistance including health, waste management, ranger and emergency services

— build and maintain local roads, footpaths, parks, sporting fields, open spaces and beautify our places and spaces.

— develop community connections and support our ageing, youth and Aboriginal communities as well as people living with disability.

— plan for a strong and connected community and the sustainable use of our land, whilst protecting our heritage and environment.

— strive for the prosperous future of our community through economic development programs and planning priorities that renew our economy, creating a vibrant and thriving community to be envied.

— support local community groups and events and create reasons for people to visit, live and invest in our place.

— encourage true community ownership. Elected Members use their links with the community to seek out and amplify voices that aren’t usually heard and encourage people and groups to proactively share their ideas.

— share information. Elected Members provide a vital link in communication between the City and the community. Information flows both ways, with Councillors sharing information about current and future priorities while listening to the community about their needs, wants and concerns to create a response / approach to assist with decision-making regarding complex and important matters.

We do this for our community, because we are part of our community. Our community should know what we do, how we do it and why we do it.

Why Community Matters

The City and Council are part of the local community. Our people:

6 City of Armadale


— strengthening relationships internally and externally

— generating trust, support and participation

— improving community awareness of the City’s programs, activities, processes, facilities and services

— enabling and strengthening community capacity

— creating a connected and collaborative community

— strengthening relationships with the business community; championing investment opportunities while driving advocacy projects and

— building the City’s reputation for service delivery as a well-managed organisation

We are mindful of the complexity and diversity of our community with almost 98,000 (2018 Census) living in the City of Armadale.

It is therefore important that our communication seeks to:

— be flexible in our approach in consideration of the changing nature of the communications mix

— be mindful of how the community interacts, participates and seeks knowledge and leverage those opportunities to connect

— be agile and contextual in our delivery of information to ensure engagement with different audiences and

— build a connected and collaborative community aligned to our values which assures our community that we are here for them.

We are committed to demonstrate our support and understanding of our community and their needs by:

— providing information to our community on what we do, how we do it and why we do it

— showing empathy and humanity in how we communicate to demonstrate our commitment to people in our place

— being present, accessible and available to build collaborative relationships, to encourage open relationships and build trust and lead mutual respect

— supporting the local media which provides an important community voice, enabling community capacity and recognising the local culture and

— being creative and innovative whilst having a continuity of voice.

Introduction

We believe that strong and effective communication can deliver a range of benefits, including:



The Communication Environment

The City exists in a complex, dynamic, crowded and often competitive communication environment.

We will be flexible in our approach to communication to benefit from the fluidity and dynamic character of modern communication and to respond to the diverse communication needs of the community and various stakeholders.

We value direct and participatory communication with our community, media representatives and our people.

8 City of Armadale


FoundationalThe Strategy is a foundational "umbrella" document which will help guide communication actions and outcomes.

Over-archingThe Strategy supports the City’s objectives as expressed through the Vision and its overarching strategic instruments such as the Community Strategic Plan (CSP) and Corporate Business Plan (CBP).

IntegratedThe Strategy applies to both internal and external communication, although it should be noted an Internal Communication Strategy is currently in development, and supports our commitment to be professional, honest, respectful, useful, timely, factual, proactive, customer focused, consistent, responsive, and to listen and be receptive to continuous improvement.

Builder and DriverBy such commitment we will build rapport and relationships, we will align our communication with our core values and core business, we will drive performance and reputation, and positively contribute to all facets of City-driven activity.

TransitionIt will take time to be implemented - a process of cultural and procedural transition is to be expected and supported.

Direction

By aligning our communication and organisational objectives there will be a clear direction for staff. The Strategy provides the framework of intent which is implemented through the annual Communication Business Area Plan which details how the Strategy will be delivered.

Implementation of this Strategy will deliver a range of benefits including:

— strengthening relationships, internally and externally

— generating trust, understanding, support and participation

— improving community awareness of City programs, activities, processes, facilities and services through the delivery of information

— enabling and strengthening community capacity and engagement opportunities and

— building a reputation for service delivery as a well-managed organisation.

CorrectHonest communication comes from ensuring information is true and accurate to mitigate any misinformation confusing our communication

TimelyDelivering information to the right people at the right time through an agile approach to communication delivery - one that is both proactive and responsive to our community.

RelevantThere is purpose to our communication that is relevant to each audience. We are relevant, contributory and mindful of what is topical.

ConsistentAppropriate and uniform in tone across all channels and audiences whilst remaining contextually appropriate across different brands, formats and subjects.

AccessibleRecognising the need for multi-channel approaches and delivery formats to ensure reach across our diverse community.

CollaborativeUnderpinning all communication with a reinforcement of connection, collaboration and cooperation across the organisation.

The Communication Principles



IdentifyTo build and reinforce the City's identity as an organisation in line with our Vision and Strategic Priorities, ensuring that how we communicate is in line with these principles.

RoleTo increase community awareness and understanding of the City's role within the Local Government Area (LGA).

CapacityTo proactively deliver accessible, useful, comprehensive and comprehensible information in ways that best meet the interests, preferences and needs of the community and which improves the capacity of the community.

EngagementTo strengthen supportive and honest relationships with the community through improved community engagement, which enhances trust in the City as a well run and managed organisation. It should be noted, a separate Community Engagement Framework and Strategy exists.

OpportunitiesTo identify opportunities for communicating with the community in the delivery of projects and activities, as well as keeping the community informed throughout the duration of projects and activities.

UnderstandingTo improve the community's understanding of City decision making processes and challenges.

CultureTo create a positive and valuable communication culture within all areas of the City by improving communication awareness and skills.

Best PracticeTo develop and maintain best practice communication of internal and external communication, recognising that quality communication is informative, inclusive, supportive, co-operative, consistent, clear, timely, accessible, appropriate, purposeful, transparent, honest, respectful and positive.

AwarenessTo ensure staff have awareness of City and Council activities, services, strategic planning and decision- making processes so that they approach communication from an informed and constructive baseline.

Communication Objectives

A key driver of this Strategy is to positively influence the narrative around the City of Armadale by sharing key messaging, real stories and future plans for the City via the following objectives:

10 City of Armadale


Communication Framework

This Strategy provides the framework for all City communication and guides the use of the communication framework.

Our audience and therefore the scope of communication is multi-layered, diverse and broad.

The framework for Council's communication is multi-faceted with various types and platforms of communication which contribute to informing and engaging the community in a manner that suits collective and individual needs and preferences.

The communication framework includes multiple channels/platforms/forums which can be broadly categorised as:

— General communication which is informative and managed; such as the City’s website, newsletters, promotional and informational literature, reports and surveys.

— Traditional communication such as media and advertising generated through Media Releases, Media Statements, display advertising, regular media features, special media features, radio sessions and audio files, and products such as signage, logos and displays/exhibits.

— Social media such as Facebook, which can be participatory, interactive, visual and informal.

— Customer service including face-to-face, by telephone, emails/letters, messenger posts, databases and notices.

The Strategy supports the existing communication framework and does not detract from either developing or re-imagining how we communicate. Changes to the communication framework may be developed through the annual Communication Business Area Plan.

Intranet

Microsoft Teams

Shared Documents/Files

Email

Phone

Meetings

Training

Social Events

Yammer

Traditional Advertising

Online Advertising

Exhibition Advertising

Media Releases

Community Consultations

Public Engagements

Community Meetings

External Meetings/Calls

Newsletters

Conferences

Website

Social Media

Events

Public Notices

Interviews

Search Content

Mobile Apps

Surveys

Meeting Minutes

INT

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NA

L

EX

TE

RN

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The Communication Framework is multi-dimensional with opportunities to customise and integrate communication.



COMMUNICATION FRAMEWORK

Communication "Ecosystem"

WHO ARE WE TALKING TO?

HOW DO WE TALK?

WHAT ARE WE TALKING

ABOUT?

WHY ARE WE TALKING?

WHEN DO WE TALK?

12 City of Armadale


The Who, What, When, Why and How of our communication is a simple framework which guides us to ensure we deliver our communication according to the needs of the City and the Community.

Our audiences are varied, diverse and intrinsically linked through their relationships, their choices and their personal needs expressed in their sphere of influence.

Who Are We Talking To?From community to consultants to colleagues, the diversity of our audience requires being mindful of inherent complexity. All audiences are important, but not all information is relevant to all groups, all of the time or in the same format.

1. Community and Councillors

Our community includes residents, ratepayers, visitors, community organisations, businesses and organisations, local agencies, social groups, service users, sporting groups and ourselves. It includes local groups and committees that represent parts of our community either through interest or activity. Our community is represented by our Councillors.

2. Government

State and Federal representatives, other Local Government representatives, as well as stakeholders across a broad range of departments, authorities and levels of Government.

3. Media

This includes all levels of media - local, regional and national.

4. Partners/Stakeholders

Providers of shared knowledge, resources and networks, offering collaborative and connective opportunities to assist us in delivering ideas, initiatives and programs.

5. Suppliers/Consultants

Goods and services providers whom assist the City to deliver according to our strategic priorities as set by our Integrated Planning Framework and guided by our community.

6. Colleagues

City staff and those that work at other Councils and agencies who provide support, knowledge, skills, labour and opportunities for collaboration.

What are we talking about?Projects, services, activities, decision-making, campaigns, programs, opportunities and information that benefit and engage our community.

We, as part of our community, demonstrate that we are a positive part of everyday life in our place as we strive to inform, interact and participate in community life.

When are we talking?We use every opportunity to talk to each other and our community. It is ever-evolving, ever-changing and challenging, but we do it every day being mindful of having the right conversations at the right time, to the people to whom it is most relevant.

Why are we talking?We communicate to inform, collaborate, learn and build relationships. Our communication can enrich the lives of our community, fostering prosperity and creating opportunity.

— To build trust with our community

— Our content reinforces the benefits to the community of what we do

— Our information provides understanding and alignment with our decision-making

— We use our values to ensure our community know what is happening

— We share with our community, so they feel supported, recognised and important

— To build mutual respect and boost pride in our City.

How do we talk?As one voice, as part of the community and with an organised and professionally executed program of activity, processes, guidelines and policies to ensure that we are effective communicators.

— Deliver our communication in alignment with our principles and objectives

— Express to our community what we provide, even those services that they cannot see

— Support our community by being a part of the community in work, life and play

— Build our community's knowledge and demystify our operations

— Provide critical information to ensure social prosperity and wellbeing

— Ask our community their views, listen to their needs and respond to their concerns.



1. Building the Over-arching Foundation

To guide the consistent delivery of our messages as a foundation for building community awareness of City services, facilities, activities and projects; and to explore opportunities to deliver these messages throughout our customer interactions and engagement with the community.

Outcome

We will build our authentic organisational persona and develop our community's positive perception of the City through demonstrating what we do, how we do it and why we do it. Our communication will explain, account for, support, specify, substantiate, reinforce and enhance our achievements, our challenges, our decisions and our Vision, thereby building our positive reputation and reflecting our values and integrity as an organisation.

2. Using Media Strategically — To continue to develop strong relationships with traditional media to enhance opportunities, as well as communicating through the use of new technologies to help inform our community and aid their understanding of our achievements and challenges.

— To guide the use of broadcast and published information, and external media generally, by taking into account where and how our audiences best receive information.

Outcome

We will demonstrate that we understand and support that local media furnishes our community with an important voice and opportunity, as well as supporting our local culture, which both the City and the community can use for a mutual advantage and for building capacity. By including local media in our communication mix we acknowledge the preferences of our community for receiving information in various forms and our understanding of any local diversity requirements including but not limited to technological, demographic, language and cultural needs.

3. Best Practice Managed Communications

— To support the centralised management and oversight of the procedures, processes and practices of the delivery of communication in recognition of the responsibilities of the City’s communications.

— To develop and maintain the City’s own managed communication channels/platforms/ forums in order to have a professional capacity for an independent profile and voice in the community.

— To create our own content and narrative, share our stories and define our own messages, linking our communication to our marketing and branding strategies and the building of our organisational character and reputation.

— To ensure information and content is useful, interesting, factual, timely, respectful and comprehensible by minimising misinformation, exaggeration, jargon, conspicuous marketing and agenda-driving and empty messaging.

Outcome

We will view communication as a strategic tool and as part of our management toolbox, to be used professionally. We will lift communication to an over-arching whole of organisation role. We will use communication to relate our own "story" in a positive and respectful manner.

Ten strategies to improvement

14 City of Armadale


4. Substantiation and Sustainability

— To develop information and messaging which better informs the community of decision- making and planning processes. This includes identifying and actioning positive media opportunities stemming from Council meetings.

— To raise awareness of how the City handles issues management so that our communication, including during emergencies and crises, is centralised, strategic, co-ordinated and resourced.

— To ensure the City communicates regular up-dates to the community on specific projects and activities.

— To promote City news and activities through the City’s service centres and facilities and to nurture opportunities at such points of contact for connecting with the community.

Outcome

Connect with the community to increase community satisfaction. We want our community to feel informed which will build trust and confidence that will ultimately improve community satisfaction levels as well as our reputation.

5. Stretching the Opportunities

— To deliver a strong social media presence for conversing with our community in a dynamic, participatory and less formal manner.

— To guide the continuous development of the City's website with the end-user as the primary focus. The City will investigate how we can make it easier to do business online and how the website can become a hub for community information.

Outcome

We will use communication in a more participatory, inclusive and multi-faceted manner which maximises opportunities to share and to engage with the community. By using information across several platforms, we stretch the reach and utility of our communication and improve receptivity.

6. Enabling Improvements — To ensure that communication needs are adequately factored into the City’s budgeting through the allocation of funds for advertising, printing and publishing, broadcasting, production of communication products, maintaining and re-developing internet-based platforms, updating of equipment and software, communication training and the employment of skilled communication personnel.

Outcome

By adequately factoring communication needs into the Budget we will progress our communication from the "talk" to the "walk". We will consider and offset the cost of improvements with the cost of risk factors such as issues management risks, reputational risks and opportunity cost risks.



7. Using Communication to Improve the Workplace

— To include communication in the everyday functioning of the workplace; this includes encouraging engagement, sharing information, listening so everyone feels they are informed in a timely, complete , direct and credible manner.

— To identify competencies and tools required for everybody to communicate in a clear, credible and authentic manner to support the City's objectives

— To use formal and informal channels to improve the flow of communication to ensure timely, direct, credible and complete messaging to empower employees to make informed decisions and act with the best interests of the organisation in mind.

Outcome

These measures will help us to:

— Foster an internal communication style that delivers simple, credible, timely, direct and accessible messages.

— Connect to all Staff and reduce literacy and cultural barriers which may impede understanding

— Encourage employees to make informed decisions and act with the best interests of the organisation in mind.

— Foster an engaged workforce who knows about, is connect to, supports, and feels they want to get involved, in a wide range of opportunities within the City.

8. The Empowerment of Communication

— To give all Business Units an equal and balanced opportunity to use and benefit from internal and external communication.

— To increase staff knowledge of the organisation's core services, projects, activities, decision making and planning processes through the intranet, the staff newsletter and the distribution of information arising from Council and staff meetings.

Outcome

We will make our staff our organisation's communicators. We will enhance a connectivity throughout the organisation and our internal communication will improve our external communication.

9. Integrating Responsibilities — To drive a proactive communication culture across the workplace, by putting processes in place to assist staff identify when there is a need to communicate in their operational activities. This will include building communication considerations into project management frameworks and other management strategies to support communicating with the community at a range of milestones in project activities and implementing communication checkpoints with managers and across Business Units

— To increase the value of communication by sharing information across the organisation in a timely manner.

Outcome

By making communication everyone's business, operational communication is improved throughout the organisation and in particular the accuracy, thoroughness, breadth, and inclusivity of information dissemination and the reduction of instances of double-handling and miscommunication.

Ten strategies to improvement Continued

16 City of Armadale


10. Resourcing and Accountability for Progress

— To deliver consistent assessment of communication activities and reporting on communication outputs and impacts. Regular analysis will be used to improve practices and constantly refine this approach. Targets will be set to allow for regular reporting of communication activities.

— Ensure the Communication team is adequately resourced to ensure the following skills/services are maintained - publishing and broadcasting, product development, internal communication, media liaison and media events, content creation including journalism and editing, issues management, surveys, photography, video and drone footage, posters, presentations, display signage and advertising.

Outcome

We will resource communication to achieve outcomes and enable strategic adaptations to be implemented. We will resource the annual Communication Business Area Plan which actions this Strategy towards identified outcomes. The resourcing of communication will ensure targets and outcomes as specified in the Communication Business Area Plan are delivered.

Having a clear and consistent Communication Strategy that shapes our internal and external communications will help consolidate our reputation and reinforce our commitment to service and assist us to deliver on our priorities.

The annual Communication Business Area Plan will guide the actions we will take to implement this Strategy and achieve our shared objectives and continue to inform and engage with our community in ways that align with our Values.



We will plan and implement a range of strategies to ensure that we have the basics in place alongside a culture of communications that delivers our principles and objectives.

1. Communication is Everyone's BusinessThis Strategy makes communication everyone's business across the organisation. It will ensure the culture shifts from communication as a secondary activity to communication as an integral part of every task, every project and every opportunity to deliver our principles within and around the communication ecosystem. Empowerment will be the key to this transformative objective.

2. Digital Asset DevelopmentThe Strategy is supported by ongoing digital asset development including the planned redevelopment of the City’s website with customer experience central to the organisation of content. The website should encourage interaction and engagement to deliver our aims, principles and objectives whilst being agile and ensuring our customers find it easy to do business. This will involve mapping customer's journeys to ensure all Council information, services and initiatives are accessible and easy to find.

3. Corporate Branding and Style GuideTo support the Strategy, corporate branding guidelines and style guidelines will be regularly reviewed to ensure they meet the City’s communication objectives with a focus on consistent messaging. A range of designed assets and templates will be created to be used by Business Units in communication asset development.

4. Evaluation of Strategic ApproachA process will be developed to measure and evaluate the success of the strategic approach with agreed measurement criteria and investment into the tools required to continually monitor, optimise and inform continual improvement.

Actioning Key Strategies

18 City of Armadale


ValidityThis Strategy will undergo a desktop review every two (2) and a major review every four (4) years to ensure it continues to reflect the principles and objectives of the City and delivers on the communication needs of the community.

It is appropriate that the Strategy is reviewed at least every two years to respond to:

— any changes or shifts in the City’s priorities or integrated planning objectives

— changes in communication delivery methods

— changes in the media landscape and

— changes within the community.

ReferencingAny review of policies related or linked to internal or external communications will be referenced to this Strategy.

DeliveryThe Strategy will be supported by actions and associated timeframes to be expressed in the annual Communication Business Area Plan and, which allows for communication goals to be adjusted to include new ideas, technologies and opportunities for development and delivery of communication internally and externally.

MonitoringThe implementation of this Strategy will be monitored and reported to the Chief Executive Officer on an annual basis through the generation of an Annual Media and Communication Report.

This Strategy will also form the basis for reporting to the City's Executive Management team (ELT) and to Council as requested.

SurveysThe Strategy will also be monitored in line with the City's bi-annual community satisfaction survey and improved index score results of the performance measure of informing our community. Specific market research may also be undertaken as part of reviewing and developing various future elements of this Strategy.

The Strategy will also be monitored through the City's culture measure activities.

We will ensure that measurement is defined with a 'bottom-up' approach. This will ensure that all reporting requirements are met, and measures of success are aligned to the Strategy and the annual Communication Business Area Plan.

Evaluation and Review



armadale.wa.gov.au

Minutes of Corporate Services Committee Meeting

Documents

Transcript of Minutes of Corporate Services Committee Meeting