Public Attachments Ordinary Council Meeting 13 October 2020

PUBLIC ATTACHMENTS

13 October 2020

Clem Thompson Sports Pavilion, Stadium Road

Tom Price

1.00 pm

The Shire of Ashburton 10 year Strategic Community Plan (2017-2027) provides focus, direction and represents the hopes and aspirations of the Shire.

STRATEGIC DIRECTIONS

1. Vibrant and Active Communities 2. Economic Prosperity

3. Unique Heritage and Environment 4. Quality Services and Infrastructure 5. Inspiring Governance

Our Vision We will embrace our unique Pilbara environment and

lifestyle through the development of vibrant, connected

and active communities that have access to quality

services, exceptional amenities and economic vitality.

The Shire of Ashburton respectfully acknowledges the traditional custodians of this land.

AMENDED PUBLIC MINUTES - ORDINARY MEETING OF COUNCIL 8 SEPTEMBER 2020

SHIRE OF ASHBURTON AMENDED PUBLIC MINUTES

Council Chambers, Onslow Shire Complex Second Avenue, Onslow

8 September 2020 1.00 pm

ATTACHMENT 9.0.1

Page 1


SHIRE OF ASHBURTON

ORDINARY MEETING OF COUNCIL

The Chief Executive Officer recommends the endorsement of these minutes at the next Ordinary Meeting of Council.

Mr Kenn Donohoe Chief Executive Officer Date: 16.09.2020

These minutes were confirmed by Council as a true and correct record of proceedings of the Ordinary Meeting of Council on the 8 September 2020. Presiding Member: ___________________ Date: ___________

DISCLAIMER The resolutions contained in the Minutes are subject to confirmation by Council. The Shire of Ashburton warns that anyone who has any application lodged with Council must obtain and should only rely on written confirmation of the outcomes of the application following the Council meeting, and any conditions attaching to the decision made by the Council in respect of the application. No responsibility whatsoever is implied or accepted by the Shire of Ashburton for any act, omission or statement or intimation occurring during a Council meeting.

ATTACHMENT 9.0.1

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1. DECLARATION OF OPENING................................................................................ 5

1.1 ACKNOWLEDGEMENT OF COUNTRY .................................................................................. 5

2. ANNOUNCEMENT OF VISITORS ........................................................................... 5

3. ATTENDANCE ........................................................................................................ 5

3.1 PRESENT ................................................................................................................................. 5

3.2 APOLOGIES ............................................................................................................................. 5

3.3 APPROVED LEAVE OF ABSENCE ......................................................................................... 5

4. QUESTION TIME .................................................................................................... 5

4.1 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE ............................. 5

4.2 PUBLIC QUESTION TIME ....................................................................................................... 6

5. APPLICATIONS FOR LEAVE OF ABSENCE ......................................................... 6

6. DECLARATION BY MEMBERS .............................................................................. 6

6.1 DUE CONSIDERATION BY COUNCILLORS TO THE AGENDA ........................................... 6

6.2 DECLARATIONS OF INTEREST ............................................................................................. 6

7. ANNOUNCEMENTS BY THE PRESIDING MEMBER AND COUNCILLORS

WITHOUT DISCUSSION ....................................................................................... 11

8. PETITIONS / DEPUTATIONS / PRESENTATIONS ............................................... 11

8.1 PETITIONS ............................................................................................................................. 11

8.2 DEPUTATIONS ...................................................................................................................... 11

8.3 PRESENTATIONS ................................................................................................................. 11

9. CONFIRMATION OF MINUTES ............................................................................ 12

9.0.1 UNCONFIRMED MINUTES ORDINARY MEETING OF COUNCIL HELD ON 11 AUGUST

2020 (ATTACHMENT 9.0.1) ................................................................................................... 12

9.1 RECEIPT OF COMMITTEE AND OTHER MINUTES ............................................ 12

9.1.0 MINUTES PILBARA REGIONAL COUNCIL, ORDINARY MEETING OF COUNCIL HELD

ON 24 AUGUST 2020 (ATTACHMENT 9.1.0) ....................................................................... 12

9.2 RECEIPT OF COMMITTEE MINUTES – ‘EN BLOC’ ............................................ 12

9.3 RECOMMENDATIONS OF COMMITTEE ............................................................. 14

10. AGENDA ITEMS ADOPTED "EN BLOC" ............................................................. 15

10.1 AGENDA ITEMS ADOPTED 'EN BLOC' ................................................................................ 15

11. OFFICE OF THE CEO REPORTS ......................................................................... 16

11.1 PROGRESS OF IMPLEMENTATION OF COUNCIL DECISIONS STATUS REPORT FOR

AUGUST 2020 ........................................................................................................................ 16

11.2 USE OF COMMON SEAL AND ACTIONS PERFORMED UNDER DELEGATED

AUTHORITY FOR THE MONTH OF AUGUST 2020 ............................................................. 19

11.3 ANNUAL REVIEW OF THE DELEGATED AUTHORITY REGISTER 2020/2021 ................. 22

12. CORPORATE SERVICES REPORTS ................................................................... 41

12.1 MONTHLY FINANCE REPORT ............................................................................................. 41

ATTACHMENT 9.0.1

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12.2 POLICY REVIEW – FIN12 PURCHASING POLICY AND FIN25 PANELS OF

PREQUALIFIED SUPPLIERS POLICY .................................................................................. 44

12.3 RECORDS MANAGEMENT SYSTEM ................................................................................... 48

12.4 EXCISION OF PORTION OF RESERVE 42090 FOR A NEW ONSLOW POLICE

STATION ................................................................................................................................ 54

12.5 CREATION OF RESERVE - LOT 395 ON DEPOSITED PLAN 206976, 50 THIRD AVENUE,

ONSLOW ................................................................................................................................ 58

12.6 PROPOSED TEMPORARY USE OF RM FORREST MEMORIAL HALL .............................. 62

12.7 MINING ACT 1968 TENEMENT REFERRALS – 25 JULY TO 24 AUGUST 2020 ................ 67

13. PROPERTY AND DEVELOPMENT SERVICES REPORTS .................................. 73

13.1 EXTENSION TO THE OPERATIONAL USE OF JUNDUNMUNNAH VILLAGE, TOM

PRICE ..................................................................................................................................... 73

14. COMMUNITY SERVICES REPORTS .................................................................... 85

14.1 KARINGAL NEIGHBOURHOOD CENTRE – REQUEST FOR PERMISSION FOR A MURAL

AND SIGNAGE ....................................................................................................................... 85

14.2 TOM PRICE HOSPITAL SITE ................................................................................................ 90

14.3 REQUEST FOR ADDITIONAL FUNDING – TOURISM AND WELLBEING OUTREACH ..... 98

14.4 TOM PRICE CO-LOCATED EMERGENCY SERVICES FACILITY .................................... 102

15 INFRASTRUCTURE REPORTS .......................................................................... 108

15.1 TOM PRICE PUMP TRACK - LOCATION ........................................................................... 108

16. COUNCILLOR AGENDA ITEMS / NOTICES OF MOTIONS ............................... 114

17. NEW BUSINESS OF AN URGENT NATURE INTRODUCED BY DECISION OF

MEETING ............................................................................................................ 114

17.1 AWARD OF RFT 06.20 TOM PRICE TENNIS CLUB REDEVELOPMENT ......................... 114

18. CONFIDENTIAL MATTERS ................................................................................ 119

18.1 CONFIDENTIAL ITEM – LODGING HOUSES ..................................................................... 121

18.2 CONFIDENTIAL ITEM - PILBARA REGIONAL WASTE MANAGEMENT FACILITY –

MANAGEMENT MODEL ...................................................................................................... 122

19. NEXT MEETING .................................................................................................. 123

20. CLOSURE OF MEETING .................................................................................... 123

ATTACHMENT 9.0.1

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1. DECLARATION OF OPENING The Presiding Member declared the meeting open at 1.00 pm.

1.1 ACKNOWLEDGEMENT OF COUNTRY

As representatives of the Shire of Ashburton Council, we respectfully acknowledge the local Indigenous people, the traditional custodians of this land where we are meeting upon today and pay our respects to them and all their elders both past, present and emerging.

2. ANNOUNCEMENT OF VISITORS The Presiding Member welcomed staff member Mrs J Smith to the gallery.

3. ATTENDANCE

3.1 PRESENT

Elected

Members:

Cr K White

Cr D Diver

Cr L Rumble

Cr P Foster

Cr M Lynch

Cr M Gallanagh

Cr R de Pledge

Cr D Dias

Shire President (Presiding Member) Onslow Ward

Deputy Shire President, Tom Price Ward

Paraburdoo Ward

Tom Price Ward

Tom Price Ward

Pannawonica Ward

Ashburton Ward

Paraburdoo Ward

Staff: Mr K Donohoe

Mr J Bingham

Mrs K Bartley

Mr M Hudson

Mrs C McGurk

Mrs M Lewis

Chief Executive Officer

Director Corporate Services

Director Community Services

Director Infrastructure

Acting Director Development Services

Council Liaison Officer

Guests: Mrs J Smith Senior Administration Officer

Members

of Public:

There were no members of the public in attendance at the commencement of the

meeting.

Members

of Media:

There were no members of the media in attendance at the commencement of the

meeting.

3.2 APOLOGIES Cr J Richardson Tablelands Ward

3.3 APPROVED LEAVE OF ABSENCE There were no Approved Leave of Absence for this meeting.

4. QUESTION TIME 4.1 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE Nil questions taken on notice to be responded to at this meeting.

ATTACHMENT 9.0.1

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4.2 PUBLIC QUESTION TIME There were no questions for this meeting.

5. APPLICATIONS FOR LEAVE OF ABSENCE

Council Decision MOVED: Cr M Lynch SECONDED: Cr P Foster That Council approve the application for Approved Leave of Absence from Cr de Pledge for the Ordinary Meeting of Council to be held 13 October 2020.

CARRIED 8/0

6. DECLARATION BY MEMBERS 6.1 DUE CONSIDERATION BY COUNCILLORS TO THE AGENDA

All Councillors noted that they had given due consideration to all matters contained in the Agenda presently before the meeting.

6.2 DECLARATIONS OF INTEREST Councillors to Note A Councillor who has an Impartiality, Proximity or Financial Interest in any matter to be discussed at a Council or Committee Meeting, which will be attended by the member, must disclose the nature of the interest: (a) In a written notice given to the Chief Executive Officer before the Meeting or; (b) At the Meeting, immediately before the matter is discussed. A Councillor, who makes a disclosure in respect to an interest, must not: (a) Preside at the part of the Meeting, relating to the matter or; (b) Participate in, or be present during any discussion or decision-making

procedure relative to the matter, unless to the extent that the disclosing member is allowed to do so under Section 5.68 or Section 5.69 of the Local Government Act 1995.

NOTES ON DECLARING INTERESTS (FOR YOUR GUIDANCE) The following notes are a basic guide for Councillors when they are considering whether they have an interest in a matter. These notes are included in each agenda for the time being so that Councillors may refresh their memory. 1. A Financial Interest requiring disclosure occurs when a Council decision might

advantageously or detrimentally affect the Councillor or a person closely associated with the Councillor and is capable of being measured in money terms. There are exceptions in the Local Government Act 1995 but they should not be relied on without advice, unless the situation is very clear.

ATTACHMENT 9.0.1

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2. If a Councillor is a member of an Association (which is a Body Corporate) with not less than 10 members i.e. sporting, social, religious etc.), and the Councillor is not a holder of office of profit or a guarantor, and has not leased land to or from the club, i.e., if the Councillor is an ordinary member of the Association, the Councillor has a common and not a financial interest in any matter to that Association.

3. If an interest is shared in common with a significant number of electors or ratepayers, then the obligation to disclose that interest does not arise. Each case needs to be considered.

4. If in doubt declare. 5. As stated in 6.2(b) above, if written notice disclosing the interest has not been

given to the Chief Executive Officer before the meeting, then it MUST be given when the matter arises in the Agenda, and immediately before the matter is discussed.

6. Ordinarily the disclosing Councillor must leave the meeting room before discussion commences. The only exceptions are:

6.1 Where the Councillor discloses the extent of the interest, and Council carries a motion under s.5.68(1)(b)(ii) or the Local Government Act 1995; or

6.2 Where the Minister allows the Councillor to participate under s.5.69 (3) of the Local Government Act 1995, with or without conditions.

Declarations of Interest provided:

Item Number/ Name

Type of Interest Nature/Extent of Interest

12.7 MINING ACT 1968 TENEMENT REFERRALS – 25 JULY TO 24 AUGUST 2020

Cr Rumble Financial The nature of my interest is I am a Shareholder with Rio Tinto. The extent of my interest is I have Shares in value greater than $10,000.

Cr Foster Financial The nature of my interest is Financial. The extent of my interest is my partner is employed by Rio Tinto, owns over $10k in shares and as a family we live in a Rio Tinto owned property paying subsidised rent and utilities.

Cr Lynch Indirect Financial The nature of my interest is I am an employee of Rio Tinto and a tenant. The extent of my interest is I am paid a salary by Pilbara Iron.

Cr Diver Indirect Financial The nature of my interest is I am employed by Rio Tinto. The extent of my interest is I receive a salary, I also receive subsidised utilities (water / power) and rent as part of my salary package.

ATTACHMENT 9.0.1

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Cr Gallanagh Financial The nature of my interest is myself and my husband are employed by Rio Tinto, have company housing and shares in Rio Tinto. The extent of my interest is Financial

Cr Dias Financial The nature of my interest is my wife is an employee and we both own shares in Rio Tinto Ltd individually and collectively. Our primary residence is a house provided by Rio Tinto. We are potential recipients of all the lucrative company benefits / gifts offered to employees and / or shareholders. The extent of my interest is Direct Financial.

13.1 EXTENSION TO THE OPERATIONAL USE OF JUNDUNMUNNAH VILLAGE, TOM PRICE



Cr Lynch Indirect Financial The nature of my interest is I am an employee and tenant of Rio Tinto. The extent of my interest is I am paid a salary by Pilbara Iron.


Cr Gallanagh Financial The nature of my interest is myself and my husband are employed by Rio Tinto, have company housing and shares in Rio Tinto. The extent of my interest is Financial.

ATTACHMENT 9.0.1

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14.4 TOM PRICE CO-LOCATED EMERGENCY SERVICES FACILITY



Cr Lynch Indirect Financial The nature of my interest is I am an employee and tenant of Rio Tinto and tenant. The extent of my interest is I am paid a salary by Pilbara Iron.


Cr Gallanagh Financial The nature of my interest is myself and my husband are employed by Rio Tinto, have company housing and shares in Rio Tinto. The extent of my interest is Financial.


ATTACHMENT 9.0.1

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The Chief Executive Officer read out aloud to the meeting the following correspondence from the Department of Local Government, Sport and Cultural Industries: “Dear Mr Donohoe I refer to your correspondence dated 2 September 2020 and advise that, in accordance with authority delegated by the Minister for Local Government, I have approved your application, under section 5.69(3) of the Local Government Act 1995 (the Act). This approval allows all disclosing members Cr Dias. Cr Diver, Cr Foster, Cr Gallanagh, Cr Lynch and Cr Rumble to fully participate in the discussion and decision making relating to the following item at the Shire's Ordinary Council Meeting of 8 September 2020: 12.7 MINING ACT 1968 TENEMENT REFERRALS – 25 JULY TO 24 AUGUST 2020; 13.1 EXTENSION TO THE OPERATIONAL USE OF JUNDUNMUNNAH VILLAGE, TOM PRICE; and 14.4 TOM PRICE CO-LOCATED EMERGENCY SERVICES FACILITY.

Subject to the following conditions :

1. The approval is only valid for the 8 September 2020 Ordinary Council Meeting when agenda items 12.7, 13.1 and 14.4 are considered;

2. The abovementioned Councillors must declare the nature and extent of their interests at the abovementioned meeting when the matter is considered, together with the approval provided;

3. The CEO is to provide a copy of the Department's letter of approval to the abovementioned Councillors;

4. The CEO is to ensure that the declarations, including the approval given and any conditions imposed, are recorded in the minutes of the abovementioned meeting, when the item is considered;

5. The CEO is to provide a copy of the confirmed minutes of the abovementioned meeting to the Department, to allow the Department to verify compliance with the conditions of this approval; and

6. The approval granted is based solely on the interests disclosed by the abovementioned Councillors, made in accordance with the application. Should other interests be identified, these interests will not be included in this approval and the financial interest provisions of the Act will apply.

Should you require further information in relation to this matter, please contact M s Carmen Chia, A/ Senior Legislation Officer via the details provided above. Yours sincerely Gordon MacMile A/Executive Director Local Government 7 September 2020

ATTACHMENT 9.0.1

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7. ANNOUNCEMENTS BY THE PRESIDING MEMBER AND COUNCILLORS WITHOUT DISCUSSION

Cr Dias I met with Elyse Borlini, Advisor Community Engagement Rio Tinto on Wednesday

26 August 2020 in my capacity as Paraburdoo Ward Councillor and we discussed Paraburdoo town issues.

Cr Peter Foster JP WALGA Zone Meeting, Pilbara, as Delegate and Deputy Chairperson, discussing Shire of Ashburton’s position on various items, Tuesday 24th August 2020.

Pilbara Regional Council Meeting, as Delegate and Deputy Chairperson, discussing outstanding actions for winding up, Tuesday 24th August 2020.

Mountain View Sporting Club Inc Committee Meeting, as Treasurer, discussing expending Shire COVID-19 grant, Wednesday 25th August 2020.

Tom Price Senior High School Board Meeting, as Chairperson, discussing COVID-19 relief and Shire’s 2020/2021 Budget, Thursday 27th August 2020.

Meeting with Kevin Michel MLA, Member for Pilbara, discussing Shire of Ashburton priorities including Tom Price Hospital and Onslow Marina, Saturday 29th August 2020.

Tom Price Primary School P&C Meeting, as Chairperson, discussing COVID-19 relief and Shire’s 2020/2021 Budget, Wednesday 2nd September 2020.

8. PETITIONS / DEPUTATIONS / PRESENTATIONS

8.1 PETITIONS There were no petitions for this meeting.

8.2 DEPUTATIONS There were no deputations for this meeting.

8.3 PRESENTATIONS There were no presentations for this meeting.

ATTACHMENT 9.0.1

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9. CONFIRMATION OF MINUTES 9.0.1 UNCONFIRMED MINUTES ORDINARY MEETING OF COUNCIL HELD ON

11 AUGUST 2020 (ATTACHMENT 9.0.1)

Council Decision MOVED: Cr P Foster SECONDED: Cr M Gallanagh That the Unconfirmed Minutes of the Ordinary Meeting of Council held 11 August 2020, as previously circulated on 19 August 2020 (ATTACHMENT 9.0.1) be confirmed as a true and accurate record.

CARRIED 7/1

Cr Dias voted against the motion

9.1 RECEIPT OF COMMITTEE AND OTHER MINUTES 9.1.0 MINUTES PILBARA REGIONAL COUNCIL, ORDINARY MEETING OF

COUNCIL HELD ON 24 AUGUST 2020 (ATTACHMENT 9.1.0)

Council Decision MOVED: Cr M Lynch SECONDED: Cr P Foster That the Minutes of the Pilbara Regional Council, Ordinary Meeting of Council held 24 August 2020 (ATTACHMENT 9.1.0) be received.

CARRIED 8/0

9.2 RECEIPT OF COMMITTEE MINUTES – ‘EN BLOC’

Committee Recommendations and Council Decision MOVED: Cr D Diver SECONDED: Cr P Foster 9.3.1 PILBARA REGIONAL WASTE MANAGEMENT FACILITY – STATUS

REPORT That with respect to Pilbara Regional Waste Management Facility –

Status Report, Council receive this status report. 9.3.2 INTERNAL AUDIT FUNCTION That with respect to the proposal for Internal Audit Services

acknowledge the role of the Audit and Risk Management Committee in preparing a three year internal audit plan and acknowledge the Chief Executive Officer is undertaking a spot audit on the following areas:

ATTACHMENT 9.0.1

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• Identified matters in the 2019 Financial Management Review; • Procurement systems and controls; • Risk management practices; • Grants applications, payments and acquittals; and • Records management compliance with regulations and systems review.

9.3.3 ICT AND DIGITAL STRATEGY 2020-23 That with respect to the ICT and Digital Strategy 2020-23, the Audit and

Risk Management Committee recommend Council receive the report for the ICT and Digital Strategy 2020-23 (ATTACHMENT 7.2) as an informing strategy of the Shire’s Integrated Planning and Reporting Framework.

9.3.4 REGULATION 17 REVIEW That with respect to the Regulation 17 Review, the Audit and Risk

Management Committee recommends Council:

1. Note the Regulation 17 Risk Audit ATTACHMENT 7.3 and its suggested improvements / opportunities;

2. Note that a further report will be provided to the Audit and Risk Management Committee for its consideration, outlining recommended positions on those improvement opportunities offered

in the Internal Audit; and

3. Request a review of the Risk Register is to be presented to the 15 December 2020 Audit and Risk Management Committee.

9.3.5 AWARD OF RFQ 20.20 LEGAL SERVICES - WITTENOOM CLAIMS That with respect to the Award of RFQ 20.20 Legal Services – Wittenoom

Claims, the Audit and Risk Management Committee recommend Council:

1. Resolve that Report CONFIDENTIAL ATTACHMENT 7.4 (provided

under separate cover) is confidential in accordance with s5.23 (2) of the Local Government Act 1995 because it deals with matters

affecting s5.23 (2)(c);

“A contract entered into, or which may be entered into, by the local government and which relates to a matter to be discussed at the meeting.”

2. Note the attached Evaluation Report, CONFIDENTIAL ATTACHMENT

7.4;

3. Award the contract for RFQ 20.20 to Castledine Gregory at the schedule of rates provided for an initial period of one year with option of a further one year plus one year (potentially three years in total);

ATTACHMENT 9.0.1

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4. Authorise the Chief Executive Officer to enter into a contract with Castledine Gregory; and

5. Authorise the Chief Executive Officer to manage the Contract,

including the provision of possible extensions as outlined in RFQ 20.20 at the discretion of the Shire.

9.3.6 CONFIDENTIAL ITEM - UPDATE ON WITTENOOM LITIGATION, USE OF

DELEGATION, WITTENOOM STEERING COMMITTEE, SENIOR COUNSEL LEGAL BRIEF AND ADVICE AND ROEBOURNE - WITTENOOM ROAD

That with respect to the Confidential Item – Update on Wittenoom

Litigation, Use of Delegation, Wittenoom Steering Committee, Senior Counsel Legal Advice and Roebourne - Wittenoom Road, the Audit and Risk Management Committee recommend Council:

1. Receive the Confidential Item – Update on Wittenoom Litigation, Use

of Delegation, Wittenoom Steering Committee, Senior Counsel Brief and Advice and Roebourne - Wittenoom Road (CONFIDENTIAL ATTACHMENT 8.1) and remain confidential in accordance s5.23 (2)(b) & (d) of the Local Government Act 1995; and

2. Ensure that the Shire management continue to provide Wittenoom

related reports to the Audit and Risk Management Committee.

CARRIED 8/0

9.3 RECOMMENDATIONS OF COMMITTEE Committee Recommendations 9.3.1 to 9.3.6 were carried En Bloc.

ATTACHMENT 9.0.1

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10. AGENDA ITEMS ADOPTED "EN BLOC"

10.1 AGENDA ITEMS ADOPTED 'EN BLOC'

The following information is provided to Councillors for guidance on the use of En Bloc voting as is permissible under the Shire of Ashburton Standing Orders Local Law 2012:

“Part 5 – Business of a meeting Clause 5.6 Adoption by exception resolution:

(1) In this clause ‘adoption by exception resolution’ means a resolution of the Council that has the effect of adopting, for a number of specifically identified reports, the officer recommendation as the Council resolution.

(2) Subject to sub clause (3), the Local Government may pass an adoption by exception resolution.

(3) An adoption by exception resolution may not be used for a matter; (a) that requires a 75% majority or a special majority; (b) in which an interest has been disclosed; (c) that has been the subject of a petition or deputation; (d) that is a matter on which a Member wishes to make a statement; or (e) that is a matter on which a Member wishes to move a motion that is different

to the recommendation.”

There were no agenda items carried En Bloc.

ATTACHMENT 9.0.1

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11. OFFICE OF THE CEO REPORTS

11.1 PROGRESS OF IMPLEMENTATION OF COUNCIL DECISIONS STATUS REPORT FOR AUGUST 2020

FILE REFERENCE:

GV04

AUTHOR’S NAME AND POSITION:

Michelle Lewis Council Liaison Officer

AUTHORISING OFFICER AND POSITION:

Kenn Donohoe Chief Executive Officer

NAME OF APPLICANT/ RESPONDENT:

Not Applicable

DATE REPORT WRITTEN:

25 August 2020

DISCLOSURE OF FINANCIAL INTEREST:

The author and the authorising officer have no financial, proximity or impartiality interests in the proposal

PREVIOUS MEETING REFERENCE:

Agenda Item 11.1 (Minute No114/2020) Ordinary Meeting of Council 11 August 2020

The purpose of this agenda item is to report back to Council on the progress of the implementation of Council decisions.

Background The best practice in governance supports the regular review of Council decisions to ensure that they are actioned and implemented in a timely manner. Comment Wherever possible, Council decisions are implemented as soon as practicable after a Council meeting. However, there are projects or circumstances that mean some decisions take longer to action than others. This report presents a summary of the “Decision Status Reports” for Office of the CEO, Corporate Services, Infrastructure Services, Community Services and Property and Development Services.

ATTACHMENT 11.1

Consultation Executive Leadership Team Statutory Environment Section 2.7 of the Local Government Act 1995 states: “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.

ATTACHMENT 9.0.1

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(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.” The above section of the Act notwithstanding, there is no specific legal requirement to present such a report to Council or for Council to receive or consider such a report. Given it is always ‘received’, it could simply be provided to elected members via weekly or monthly updates, such as in the weekly Information Bulletin. The decision to retain the report in the Council’s monthly agenda is entirely Council’s prerogative. Staff acknowledge the critical and ongoing nature of the document, in that Council ‘speaks by resolution’. Financial Implications There are no known financial implications for this matter. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017- 2027 (Desktop Review 2019) Goal 05 Inspiring Governance Objective 4 Exemplary team and work environment Risk Management Risk has been assessed on the basis of the Officers Recommendation.

Risk Risk Likelihood

Risk Impact / Consequence

Risk Rating

Principal Risk Theme

Risk Action Plan (Controls or Treatment proposed)

Compliance

Unlikely (2) Insignificant (1) Low (2) No noticeable regulatory or statutory impact

Accept Officer Recommendation.

The following Risk Matrix has been applied.

Risk Matrix

Consequence Likelihood

Insignificant Minor Moderate Major Catastrophic

1 2 3 4 5

Almost Certain

5 Moderate (5) High (10) High (15) Extreme

(20) Extreme (25)

Likely 4 Low (4) Moderate (8) High (12) High (16) Extreme (20)

Possible 3 Low (3) Moderate (6) Moderate (9) High (12) High (15)

Unlikely 2 Low (2) Low (4) Moderate (6) Moderate

(8) High (10)

Rare 1 Low (1) Low (2) Low (3) Low (4) Moderate (5)

ATTACHMENT 9.0.1

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Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low due to the financial value of the project and the risk to the Shire’s reputation. Monthly reporting to Council assists with monitoring actions being undertaken. Policy Implications There are no known policy implications for this matter. Voting Requirement Simple Majority Required

Officers Recommendation and Council Decision MINUTE: 137/2020 MOVED: Cr P Foster SECONDED: Cr M Lynch That with respect to the Council Decisions Status Reports” for the month of August 2020, Council receive the report as per ATTACHMENT 11.1.

CARRIED 8/0

ATTACHMENT 9.0.1

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11.2 USE OF COMMON SEAL AND ACTIONS PERFORMED UNDER

DELEGATED AUTHORITY FOR THE MONTH OF AUGUST 2020

FILE REFERENCE:

GV21

CM02


Michelle Lewis

Council Liaison Officer

Brooke Beswick

Executive Assistant


Kenn Donohoe



Not Applicable


25 August 2020




Not Applicable

Summary The purpose of this agenda item is to report to Council for information, use of the Common Seal, actions performed under delegated authority requiring referral to Council and a copy of the Tender Register, for the month of August 2020.

Background Council has historically sought a monthly update of the more significant activities for the organisation relative to (1) use of the Common Seal, and (2) actions performed under delegated authority requiring referral to Council as per the Shire of Ashburton Delegated Authority Register 2020. Comment A report on use of the Common Seal, relevant actions performed under delegated authority and the Tender Register has been prepared for Council.

ATTACHMENT 11.2A ATTACHMENT 11.2B

Consultation Relevant officers as listed in the Attachment. Statutory Environment Local Government Act 1995 Clause 9.3 of the Shire of Ashburton Town Planning Scheme No. 7 Delegated Authority Register

ATTACHMENT 9.0.1

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Financial Implications There are no known financial implications for this matter. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017- 2027 (Desktop Review 2019) Goal 05 Inspiring Governance Objective 4 Exemplary team and work environment Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Compliance

Unlikely (2) Insignificant (1) Low (2) No noticeable regulatory or statutory impact



Risk Matrix



1 2 3 4 5

Almost Certain


(20) Extreme (25)




(8) High (10)


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low due to the financial value of the project and the risk to the Shire’s reputation. Monthly reporting to Council assists with monitoring actions being undertaken. Policy Implications ELM 13 Affixing the Shire of Ashburton Common Seal FIN12 Purchasing Policy Voting Requirement Simple Majority Required

ATTACHMENT 9.0.1

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Officers Recommendation and Council Decision MINUTE: 138/2020 MOVED: Cr P Foster SECONDED: Cr R de Pledge That with respect to the Use of Common Seal and Actions Performed under Delegated Authority for the month of August 2020, Council receive the reports relating to: 1. The use of the Common Seal as per ATTACHMENT 11.2A; 2. Actions performed under delegated authority for the month as per ATTACHMENT

11.2A; and 3. The Tender Register as per ATTACHMENT 11.2B.

CARRIED 8/0

ATTACHMENT 9.0.1

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11.3 ANNUAL REVIEW OF THE DELEGATED AUTHORITY REGISTER

2020/2021

FILE REFERENCE:

GOV20 GV20


Danielle Hurstfield Manager Governance




Not Applicable


27 August 2020




Agenda Item 11.3 (Minute No. 660/2019) Ordinary Meeting of Council 22 October 2019.

Summary This item seeks Council to review and approve the Register of Delegations.

Background The Shire’s delegation register is required to be reviewed each financial year and subsequently presented to Council for adoption. The delegation register was last reviewed and adopted by Council in October 2019. Delegations of power are intended to provide efficiency. Council may retain any power or set any conditions. The aim of delegated authority is to assist with improving the time taken to make decisions within the constraints allowed by relevant legislation. Without delegated authority, most decisions of the Shire would need to be made by Council at its ordinary meetings. Having appropriate delegations in place allow day to day decisions to be made by the Chief Executive Officer, who in turn can sub-delegate these to other staff if appropriate. In the current register DA02-4 gives the Chief Executive Officer all delegable functions of the Local Government Act 1995 and associated Regulations for the effective management of the Shire of Ashburton, having regard for limitations outlined in S5.43 of the Local Government Act. This is problematic as there are two conditions and a requirement to seek Council’s approval with 24 hour notice prior to making a decision. Comment To provide transparency to Council, clear framework for the Chief Executive Officer and any Officers subsequently provided delegation, the proposed register defines each power that Council delegates, the function and relevant conditions. The Western Australian Local Government Association (WALGA) has released a suite of best practice documentation and templates to assist and guide Local Governments to ensure the most

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appropriate decision making pathway is applied. This delegation register review has been based on WALGA's model template. Officers have reviewed each section of WALGA's template and have amended where required. Delegations have been added to align the Shire's current register with WALGA's template and to ensure that current practices have been formalised. Key changes in this year's review are summarised below.

Local Government Act 1995 – Council to Chief Executive Officer

Delegation Number Change

1.1.1

Appoint Authorised

Persons

Delegation not previously defined.

Sets out conditions required - maintaining a register and

requirement for appointed persons to be appropriately

qualified and trained.

1.1.2

Performing Functions

Outside the District


Would allow for support to be provided during emergencies.

This delegation enables, when requested, officers to execute

delegated functions in other shires without the need for those

shires to undertake a lengthy delegation process each time,

or if officers undertook duties on a contract basis for

surrounding shires when travel for officers from that shire

would be unreasonable.

1.1.3

Compensation for

Damage Incurred when

Performing Executive

Functions


An example of the use of this delegation would be in relation

to officers requiring access to a site for an imminent health,

environmental or fire risk and having no other option than to

cut fences. In this situation, unless a legal action exempted

the action, it would be fair and reasonable for the property

owner to seek compensation. This will likely see limited use

but a mechanism for the public to seek reimbursement

should be included.

1.1.4

Powers of Entry


Authority to exercise powers of entry to enter onto land to

perform any of the local Government functions under this Act,

other than entry under a Local Law.

1.1.5

Declare Vehicle is Abandoned Vehicle Wreck

Transition of DA01-06.

Condition to ensure disposal in accordance with Delegated

Authority 1.2.6 Disposing Disposing of Confiscated or

Uncollected Goods or alternatively, referred for Council

decision.

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1.1.6

Confiscated or Uncollected Goods


Disposal of confiscated or uncollected goods, including

abandoned vehicles, with a market value less than $20,000

may, in accordance with Functions and General Regulation

30, be disposed of by any means considered to provide best

value, provided the process is transparent and accountable.

Amends value from $5,000.

1.1.7

Disposal of Sick or Injured Animals


Authority to determine when an impounded animal is ill or

injured, that treating it is not practicable, and to humanely

destroy the animal and dispose of the carcass and recover

costs

1.1.8

Close Thoroughfares

to Vehicles


Authority to manage the closing of roads for protection and

safety, for example after a weather event.

1.1.9

Control Reserves and Certain Unvested Facilities


Authority to do anything for the purpose of controlling and managing land under the control and management of the Shire of Ashburton that the Shire of Ashburton is permitted to do under s.5 of the Parks and Reserves Act 1895.

1.1.10

Obstruction of Footpaths

and Thoroughfares

Transition of DA05-01 – Private Works on, Over or Under

Public Places.

1.1.11

Gates Across Public

Thoroughfares

Although this delegation is rarely exercised, it is important to

include as an operational delegation. The Shire currently

utilises gates / chain gates across reserves/ovals.

1.1.12

Public Thoroughfare -

Dangerous Excavations


The Shire has undertaken to manage Excavations on or on

land adjoining Public Thoroughfares without the use of

delegations.

1.1.13

Crossing - Construction,

Repair and Removal


The Shire has undertaken to manage Crossing -

Construction, Repair and Removal, without the use of

delegations. For example the management works for the

installation/repair of crossovers on council verge/property is

by way of policy.

1.1.14

Private Works on, over or

under Public Places


The Shire has undertaken to manage private works within

public places without the use of delegations. Currently

imposing conditions on road users for private works on

unsealed roads for maintenance purpose. Gives ability to

take bond and ensure construction to standard.

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1.1.15

Give Notice to Prevent

Damage to Local

Government Property from

Wind Erosion and Sand

Drift


Currently the Shire can only act on matters related to wind and

erosion in a largely reactionary manner i.e. Post occurrence

of damage/impact. This delegation will allow for a proactive

approach. In situations where an obvious erosion risk is

present, they can be addressed collaboratively with the land

holder.

1.1.16

Expressions of Interest for

Goods and Services

Transition of DA06-4 - Expressions of Interest for Goods and

Services.

1.1.17

Tenders for Goods and

Services

Transition of DA06-1 - Determining that Tenders do not have

to be invited for the supply of goods and services, DA06-2 -

Tenders evaluation criteria, DA06-3 - Minor variation for

goods or services and DA06-6 - Award Tenders.

This delegation provides clearer conditions for use and

definition around variations.

1.1.18

Panels of Pre-Qualified

Suppliers for Goods and

Services


The Shire currently manages panels without the use of

delegations through FIN12 – Purchasing Policy. This

delegation provides clearer conditions for use.

1.1.20

Disposing of Property

Transition of DA02-4 – Delegation of Powers and Duties of the Local Government Act to the Chief Executive Officer.

This delegation provides clearer conditions for use.

1.1.21

Payments from the

Municipal or Trust Funds

Transition of DA03-1

This delegation provides clearer conditions for use and allows operational staff to prepare proper internal controls.

1.1.22

Defer, Grant Discounts,

Waive or Write Off Debts

Transition of DA03-2 Write Off of Monies Owing and DA03-10 Concession for Minor Charges.


1.1.23

Agreement as to Payment

of Rates and Services

Charges



1.1.24

Rate Record Amendment



1.1.25

Power to Invest and

Manage Investments


This delegation allows operational staff to prepare proper internal controls.

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1.1.26

Determine Due Date for

Rates or Service Charges


This delegation allows for the generation of rate notices following Council adoption and setting due dates accordingly.

1.1.27

Recovery of Rates or

Service Charges



1.1.28

Recovery of Rates

Debts – Actions to Take

Possession of the Land



Relevant officers have been added to these delegations to ensure efficiency in operations and formalise practices.

1.1.29

Recovery of Rates Debts –

Require Lessee to Pay

Rent



1.1.30

Rate Record – Objections



1.1.31

Wittenoom Claims - Legal


1.1.32

Appointment of an Acting

CEO


1.1.33

Authority to Approve

Donations


Local Government Act 1995 - Chief Executive Officer to Officer


1.2.1

Determine if an Emergency for Emergency Powers of Entry



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1.2.2

Determine and Manage Conditions on Approvals to Obstruct a Public Thoroughfare

Transition of DA05-1 Private Works On, Over or Under Public Places.


1.2.3

Determine and Manage Conditions on Permission for Dangerous Excavations on or on land adjoining Public Thoroughfares



1.2.4

Determine and Manage Conditions on Permission for Private Works on,

over or under Public Places



1.2.5

Electoral Enrolment

Eligibility Claims and Electoral Roll



1.2.6

Destruction of Electoral Papers



1.2.7

Information to be Available to the Public



1.2.8

Financial Management Systems and Procedures



1.2.9

Audit – CEO Review of Systems and Procedures



1.2.10

Infringement Notices



Building Act 2011 Delegations - Council to Chief Executive Officer:


2.1.1

Grant a Building Permit

Transition of DA07-1 Approve or Refuse Building Permit

In accordance with the Building Act 2011, this delegation is

exercised by 'change of builder' process that occurs several

times a year for applications where proponents change the

builder listed on an approved permit.

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2.1.2

Demolition Permits

Transition of DA07-2 Approve or Refuse Demolition Permit


exercised by 'change of builder' process that rarely occurs

for demolition permits and is important to include as an

operational delegation.

2.1.3

Occupancy Permits or

Building Approval

Certificates

Transition of DA07-3 Grant of Occupancy Permit or Building

Approval Certificate.


exercised by 'extension of time' processes several times per

year and is important to include as an operational delegation.

2.1.4

Designate Employees

as Authorised Persons

Transition of DA07-10 Appointment of Authorised Persons – Building Act 2011.


2.1.5

Building Orders

Transition of DA07-5 Issue and Revocation of Building Orders.


2.1.6

Inspection and Copies

of Building Records



2.1.7

Referrals and Issuing

Certificates



2.1.8

Private Pool Barrier –

Alternative and

Performance Solutions



2.1.9

Smoke Alarms –

Alternative Solutions



2.1.10

Appointment of approved

officers and authorised

officers



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Bush Fires Act 2011 Delegations: Council to Chief Executive Officer


3.1.1

Make Request to DFES

Commissioner - Control

of Fire


This delegation gives Fire Control Officers authority to

request DFES to take command of a fire when the capacity

of the local authority is exceeded. Occurrences where a

section 13 request is made are rare, but the process needs

to be established and fluid in times of crisis. This delegation

will ensure a smooth process when required.

3.1.2

Prohibited Burning

Times - Vary

Transition of DA07-13 Prohibited Burning Times.

This enables the Shire to vary prohibited burning times when

environmental and climate conditions present a heightened

risk of fire danger.

3.1.3

Prohibited Burning Times -

Control Activities

Transition of DA07-13 Prohibited Burning Times.

This delegation grants further powers to Shire officers to take

action during prohibited burning times and to mitigate fires

when fire weather conditions are extreme. While authority

existed this delegation makes the authorities clearer and

easier to enforce if required.

3.1.4

Restricted Burning

Times - Vary and

Control Activities


This delegation grants further powers to Shire officers to take

action during prohibited burning times and to mitigate fires

when fire weather conditions are extreme. While authority

existed this delegation makes the authorities clearer and

easier to enforce if required.

3.1.5

Control of Operations

Likely to Create Bush

Fire Danger


This delegation enables Fire Control Officers to issue

directions to people undertaking fire risk activities that may

present a serious fire risk. Though authority to give direction

previously existed, this delegation provides clearer authority

and more opportunity for enforcement action if breached.

3.1.6

Burning Garden

Refuse/Open Air Fires


Though authority previously existed, this delegation expands on the powers of a Fire Control Officer and gives certainty regarding their ability to issue or refuse approvals for burning under certain conditions.

3.1.7

Firebreaks


This delegation provides clearer authority in relation to firebreaks for Fire Control Officers to take action.

3.1.8.

Appoint Bush Fire Control

Officer/s and

Fire Weather Officer


This delegation provides clearer authority in relation to the

appointment of Fire Control Officers and Fire Weather

Officers.

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3.1.9

Control and

Extinguishment of Bush

Fires


This delegation provides clearer authority to prevent fires

even if a burn permit has been issued. This authority would

be exercised in situations where, for example, a significant

change in weather conditions has unexpectedly occurred

which has increased risks associated with a previously

approved controlled burn.

3.1.10

Recovery of Expenses

Incurred through

Contraventions of this Act


This delegation establishes a clear authority for action to be

taken against those responsible for breaches of the Bushfires

Act 2011 that results in costs being incurred by the Shire or

agents for the Shire. An example would be that heavy

equipment was required to be hired as a result of a fire

caused by an individual. Once the fire offense was proven,

cost recovery mechanisms could be commenced the recoup

the cost of the equipment hire.

3.1.11

Prosecution of Offences

Transition of DA07-14 Issue Infringement Notices.

This delegation establishes a clear authority to consider

allegations of offences alleged to have been committed

against the Bushfires Act 2011 and to institute and carry on

proceedings.

Cat Act 2011 Delegations: Council to Chief Executive Officer


4.1.1

Cat Registrations

Transition of DA07-19 Appointment of Authorised Persons –

Cat Act 2011.

This clarifies an authorised officer's authority to refuse to

assess applications for cat registrations when requirements

to provide certain information have not been satisfied.

Secondary to this, the delegation allows the executive to

make a determination about fee waivers relating to a specific

cat or class of cats in the community.

4.1.2

Cat Control Notices


Cat Act 2011.

This delegation enables authority to give a cat control notice

to a person who is the owner of a cat ordinarily kept within

the Shire.

4.1.3

Approval to Breed

Cats


Cat Act 2011.

This delegation confirms the authority of the Shire to refuse

applications for Cat Breeding Licences when requests for

certain information have not been satisfied.

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4.1.4

Appoint Authorised

Persons


Cat Act 2011.

This delegation gives authority to appoint Authorised

Persons.

4.1.5

Recovery of Costs -

Destruction of Cats


Cat Act 2011.

This delegation gives authority to the Shire to recover costs

associated with the euthanasia of a cat when it's required as

a result of the failure of the cat owner to responsibly care for

the animal.

4.1.6

Applications to Keep

Additional Cats


Cat Act 2011.

Authority previously existed regarding under delegation but

this update provides clearer authority regarding the ability to

issue permits for the keeping more than 2 cats.

4.1.7

Reduce or Waiver

Registration Fee


Cat Act 2011.

This delegation allows the executive to make a

determination about fee waivers relating to a specific cat

registration fees.

Cat Act 2011 Delegations - Chief Executive Officer to Officer


4.2.1

Infringement Notices – Extensions and Withdrawals



Dog Act 1974 Delegations: Council to Chief Executive Officer


5.1.1

Part Payment of

Sterilisation

Costs/Directions to

Veterinary Surgeons


Dog Act 1976.

This delegation allows authorised officer’s authority to

subsidise the costs of sterilisation.

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5.1.2

Refuse or Cancel

Registration


Dog Act 1976.

This delegation provides the authorised officer's authority to

refuse or cancel registrations for dogs or cats (as a result the

conditions established in points i-v). Authority is also given

to the executive to make determinations regarding waiver of

registration fees.

5.1.3

Kennel Establishments


Dog Act 1976.

This delegation enables an authorised officer authority to

grant, refuse to grant or cancel a kennel licence.

5.1.4

Appoint Authorised Persons


Dog Act 1976.

Authority to appoint Registration Officers and Authorised

Persons to exercise the powers and duties conferred by this

Act.

5.1.5

Recovery of Moneys Due Under this Act


Dog Act 1976.

This delegation details the Shire's authority to commence

cost recovery for unpaid fees.

5.1.6

Dispose of or Sell

Dogs Liable to be

Destroyed


Dog Act 1976.

Provides clear delegation to the Shire to dispose of or sell

animals that may be destroyed if not rehomed.

5.1.7

Declare Dangerous Dog


Dog Act 1976.

Provides authority to declare an individual dog to be a

dangerous dog.

5.1.8

Dangerous Dog

Declared or Seized -

Deal with Objections

and Determine when to

Revoke


Dog Act 1976.

This delegation provides the Shire a clear framework to

address objections received when a dog is declared

dangerous under the Act.

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5.1.9

Deal with Objection to

Notice to Revoke

Dangerous Dog

Declaration or

Destruction Notice


Dog Act 1976.

This delegation provides the Shire a clear framework to

address objections received when Authority to consider and

determine to either dismiss or uphold an objection to a

decision to revoke a dangerous dog declaration or notice to

destroy.

5.1.10

Determine Recoverable

Expenses for Dangerous

Dog Declaration


Dog Act 1976.

This delegation enables the Shire to consider and include

costs incurred through the Dangerous Dog Declaration

process when registering the animal in question. The

declaration process can be onerous on officer time and

resources so this delegation allows for a level of cost

recovery up to the designated threshold.

Food Act 2008 Delegations: Council to Chief Executive Officer


6.1.1

Determine

Compensation


Authority to determine applications for compensation in

relation to any item seized, if no contravention has been

committed and the item cannot be returned This

delegation provides clearer conditions for use.

6.1.2

Prohibition Orders

Transition of DA07-16 Prohibition Orders.


6.1.3

Food Business

Registrations


Authority to consider applications and determine

registration of a food business and grant the application

with or without conditions or refuse the registration

6.1.4

Appoint Authorised

Officers and

Designated Officers

Transition of DA07-15 Delegation to CEO and Nominated

Shire officers as Authorised Officers under the Food Act

2008.

This delegation provides clearer conditions for use

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6.1.5

Debt Recovery and

Prosecutions


This delegation acts to clarify the Shire’s ability to recover

costs associated with the impounding, seizure and

destruction of any items by an authorised officer. For

example, in situations where an officer has determined

that a food item must be seized and destroyed to prevent

it being supplied/sold to the public - this delegation allows

the Shire to recover any costs that were incurred resulting

from the seizure and destruction (transport, landfill

disposal fees etc.)

6.1.6

Abattoir Inspections and Fees


Authority, relevant to the payment of abattoir meat

inspection fees under Food Regulation 41, to require a

person to provide security and authority to discharge a

security held.

6.1.7

Food Businesses List - Public Access


This delegation clarifies the Shire’s ability to hold and publicise a list of approved food businesses at the discretion of authorised officers.

Graffiti Vandalism Act 2016 Delegation: Council to Chief Executive Officer


7.1.1

Give Notice Requiring

Obliteration of Graffiti


The Shire has undertaken works within 48hrs if the graffiti in

question was offensive and the Shire would absorb the

costs.

7.1.2

Notices - Deal with Objections and Give Effect to Notices


This delegation provides a clear framework for the Shire to

deal with objections to notices that have been issued to the

public. This also provides clarity to the public on how the

objection will be addressed.

7.1.3

Obliterate Graffiti on Private Property


The Shire has undertaken works within 48hrs if the graffiti in

question was offensive and the Shire would absorb the

costs.

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7.1.4

Powers of Entry


This delegation allows the authorised officer's authority to

enter property under notice or seek a warrant to enter

property when a breach of the act is suspected or identified

Public Health Act 2015 Delegations: Council to Chief Executive Officer


8.1.1

Appoint Authorised

Officer or approved

Officer (Asbestos Regs)


This delegation gives authority to appoint a person or

classes of persons as an authorised officer or approved

officer for the purposes of the Criminal Procedure Act 2004

8.1.2

Enforcement Agency

Reports to the Chief

Health Officer


This delegation gives authority to prepare and provide to the

Chief Health Officer, the Local Government’s report on the

performance of its functions under this Act and the

performance of functions by persons employed or engaged

by the Shire of Ashburton

8.1.3

Designate Authorised

Officers


This delegation gives authority to designate a person or

class of persons as authorised officers

8.1.4

Determine

Compensation for

Seized Items


This delegation provides a framework to enable the Shire to

consider applications for compensation after an authorised

officer has seized goods/items. This delegation also provides

clarity to the public on how applications for compensation

will be addressed.

8.1.5

Commence Proceedings


This delegation clarifies the authority of the Shire to

commence legal action relating to offences under the Public

Health Act 2016

Environmental Protection Act 1986: Council to Chief Executive Officer


9.1.1

Noise Control -

Environmental

Protection Notices

These delegations provide clearer and more easily

understood wording regarding the Town and the Town's

Authorised Officers to address matters relating to noise and

noise management plans.

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9.1.2

Noise Management Plans

- Keeping Log Books,

Noise Control Notices,

Calibration and Approval

of Non-Complying

Events


9.1.3

Noise Management Plans

- Construction Sites


Consultation Executive Leadership Team Councillors (workshop 14 July 2020) A comprehensive schedule of internal meetings were held over multiple weeks in preparation of this year's delegation register review. The Shire’s Manager Governance individually met with the following officers to assist with determining each business unit's appropriate delegations: Manager Health and Building Services Manager Town Planning Manager Finance and Administration Manager Roads and Operations Manager Land and Asset Compliance Senior Procurement Officer Statutory Environment Local Government Act 1995 5.42. Delegation of some powers and duties to CEO (1) A local government may delegate* to the CEO the exercise of any of its powers or the

discharge of any of its duties under — (a) this Act other than those referred to in section 5.43; or (b) the Planning and Development Act 2005 section 214(2), (3) or (5). * Absolute majority required.

(2) A delegation under this section is to be in writing and may be general or as otherwise provided in the instrument of delegation.

5.43. Limits on delegations to CEO 28 A local government cannot delegate to a CEO any of the following powers or duties —

(a) any power or duty that requires a decision of an absolute majority of the council; (b) accepting a tender which exceeds an amount determined by the local government for

the purpose of this paragraph; (c) appointing an auditor; (d) acquiring or disposing of any property valued at an amount exceeding an amount

determined by the local government for the purpose of this paragraph; (e) any of the local government’s powers under section 5.98, 5.98A, 5.99, 5.99A or 5.100; (f) borrowing money on behalf of the local government; (g) hearing or determining an objection of a kind referred to in section 9.5; (ha) the power under section 9.49A(4) to authorise a person to sign documents on behalf

of the local government;

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(h) any power or duty that requires the approval of the Minister or the Governor; (i) such other powers or duties as may be prescribed.

5.44. CEO may delegate powers and duties to other employees (1) A CEO may delegate to any employee of the local government the exercise of any of the

CEO’s powers or the discharge of any of the CEO’s duties under this Act other than this power of delegation.

(2) A delegation under this section is to be in writing and may be general or as otherwise provided in the instrument of delegation.

(3) This section extends to a power or duty the exercise or discharge of which has been delegated by a local government to the CEO under section 5.42, but in the case of such a power or duty — (a) the CEO’s power under this section to delegate the exercise of that power or the

discharge of that duty; and (b) the exercise of that power or the discharge of that duty by the CEO’s delegate, are

subject to any conditions imposed by the local government on its delegation to the CEO.

(4) Subsection (3)(b) does not limit the CEO’s power to impose conditions or further conditions on a delegation under this section.

(5) In subsections (3) and (4) — conditions includes qualifications, limitations or exceptions. 5.45. Other matters relevant to delegations under this Division (1) Without limiting the application of sections 58 and 59 of the Interpretation Act 1984 —

(a) a delegation made under this Division has effect for the period of time specified in the delegation or where no period has been specified, indefinitely; and

(b) any decision to amend or revoke a delegation by a local government under this Division is to be by an absolute majority.

(2) Nothing in this Division is to be read as preventing — (a) a local government from performing any of its functions by acting through a person

other than the CEO; or (b) a CEO from performing any of his or her functions by acting through another person.

5.46. Register of, and records relevant to, delegations to CEO and employees (1) The CEO is to keep a register of the delegations made under this Division to the CEO and

to employees. (2) At least once every financial year, delegations made under this Division are to be reviewed

by the delegator. (3) A person to whom a power or duty is delegated under this Act is to keep records in

accordance with regulations in relation to the exercise of the power or the discharge of the duty.

9.10. Appointment of authorised persons (1) The local government may, in writing, appoint persons or classes of persons to be

authorised for the purposes of performing particular functions. (2) The local government is to issue to each person so authorised a certificate stating that

the person is so authorised, and the person is to produce the certificate whenever required to do so by a person who has been or is about to be affected by any exercise of authority by the authorised person.

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Delegations under the following additional Acts are included in this delegation register:

Emergency Management Act 2005 Freedom of Information Act 1992 Public Interest Disclosures Act 2003 Building Act 2011 Bush Fires Act 1954 Cat Act 2011 Dog Act 1974 Animal Welfare Act 2002 Fines, Penalties and Infringement Notices Enforcement Act 1994 Food Act 2008 Graffiti Vandalism Act 2016 Litter Act 1979 Control of Vehicles (Off Road Areas) Act 1978 Liquor Control Act 1988 Health (Miscellaneous Provisions) Act 1911 Public Health Act 2015 Caravan and Camping Grounds Act 1995 Planning and Development Act 2005 Mains Roads Act 1930 Road Traffic (Vehicles) Act 2012 Environmental Protection Act 1986 All delegations under each of the Shire's Local Laws have been included in this delegation register as follows: Dogs Local Law Cemeteries Local Law Extractive Industries Health Local Law Local Government Property Standing Orders Parking and Parking Facilities Fencing Financial Implications Individual delegations set out financial implications. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 05 Inspiring Governance Objective 3 Council leadership

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Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Compliance Decisions being made by Officers without correct Delegation

Almost Certain (5)

Minor (2) High (10) Some temporary non compliances

Adopt Officer’s recommendation for reviewed Delegations from Council to CEO and Officers


Risk Matrix



1 2 3 4 5

Almost Certain


(20) Extreme (25)

Likely 4 Low (4) Moderate

(8) High (12) High (16) Extreme (20)

Possible 3 Low (3) Moderate

(6) Moderate (9) High (12) High (15)


(8) High (10)


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be high due to the risk to the risk of non-compliance. Adoption of the reviewed Delegation Register will ensure Officers have clear framework for decision making and reporting. Use of the Attain software will further support the management of use and assist with recording and reporting. Policy Implications The use of Delegations are supported by various Council polices and identified at each delegation. Voting Requirement Absolute Majority Required

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Officers Recommendation and Council Decision MINUTE: 139/2020 MOVED: Cr D Diver SECONDED: Cr P Foster That with respect to the Annual Review of the Delegated Authority Register 2020/2021, Council adopt the amended Delegated Authority Register shown at ATTACHMENT 11.3.

CARRIED BY ABSOLUTE MAJORITY 7/1 Cr Dias voted against the motion

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12. CORPORATE SERVICES REPORTS

12.1 MONTHLY FINANCE REPORT

FILE REFERENCE:

FM03


Geoff Garside Finance and Administration Manager


John Bingham Director Corporate Services


Not Applicable


27 August 2020




Agenda Item 12.1 (Minute No. 117/2020) Ordinary Meeting of Council 11 August 2020

Summary In accordance with Regulation 34 of the Local Government (Financial Management) Regulations, the Shire is to prepare a monthly Statement of Activity for consideration by Council.

Background Regulation 34 of the Local Government (Financial Management) Regulations requires the Shire to prepare a monthly statement of financial activity for consideration by Council within two months after the end of the month of the report. In addition administration also presents to Council the following:

budget amendment register;

schedule of accounts; and

credit card payments to Council.

ATTACHMENT 12.1A ATTACHMENT 12.1B ATTACHMENT 12.1C

CONFIDENTIAL ATTACHMENT 12.1D End of Financial Year Closing The figures in the 2020/21 financial reports are provisional in order to provide an estimate of the July 2020 position, pending finalisation of the audit of the 2019-20 accounts. This will mainly impact balance sheet opening and closing amounts (including the brought-forward net current asset figure). Depreciation is not currently being charged in 2020-21 until after year-end is completed. It is estimated that depreciation charges would increase year to date expenditure by approx. $1m. Depreciation is a non-cash expense and would not impact closing balances.

ATTACHMENT 9.0.1

Page 41


Comment Unless there is an urgent need to do so Budget variations will no longer be reported to Council on a monthly basis. The newly introduced Finance and Costing Review (FACR) process to be undertaken by Shire officers will commence in September 2020 and propose budget variations to Council at the following OCM. (FACR will analyse each Directorates budget vs. actuals performance by assigning line items to a responsible officer for ownership and accountability). Consultation Executive Leadership Team Finance Team Statutory Environment Section 6.4 Local Government Act 1995, Part 6 Financial Management, and Regulation 34 Local Government (Finance Management) Regulation 1996. The Local Government Act 1995 Part 6 Division 4 s 6.8 (1) requires the local government not to incur expenditure from its Municipal Fund for an additional purpose except where the expenditure (b) Is authorised in advance by resolution* “Additional purpose” means a purpose for which no expenditure estimate is included in the local government’s annual budget. *requires an absolute majority of Council. Financial Implications Financial implications and performance to budget are reported to Council on a monthly basis. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 05 Inspiring Governance Objective 4 Exemplary team and work environment Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



That Council not accept the Officers recommendation

Unlikely (2) Insignificant (1) Low (1-4)

Compliance – 3 Moderate – Non-Compliance with significant regulatory requirements imposed.


ATTACHMENT 9.0.1

Page 42



Risk Matrix



1 2 3 4 5

Almost Certain

5 Moderate (5) High (10) High (15) Extreme (20) Extreme (25)



Unlikely 2 Low (2) Low (4) Moderate (6) Moderate (8) High (10)


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low due to the financial value of the project and the risk to the Shire’s reputation. Regular monitoring will be undertaken with specific procedures and controls engaged throughout the delivery of the project and will be consistently reviewed and managed. Policy Implications FIN06 – Significant Accounting Policy Voting Requirement Simple Majority Required

Officers Recommendation and Council Decision MINUTE: 140/2020 MOVED: Cr D Diver SECONDED: Cr P Foster That with respect to the Monthly Financials and Schedule of Accounts Paid, Council: 1. Receive the Financial Report for July 2020 ATTACHMENT 12.1A; 2. Receive the Capital Expenditure Tracker as at 31 August 2020 ATTACHMENT 12.1B; 3. Receive the Budget Amendment Register as at 31 August 2020 ATTACHMENT 12.1C;

and

4. Receive the Schedule of Accounts (July 2020) and Credit Card payments made in the period July 2020 (approved by the Chief Executive Officer in accordance with Delegation DA03-01 payments from Municipal Fund and Trust Funds) CONFIDENTIAL ATTACHMENT 12.1D.

CARRIED 8/0

ATTACHMENT 9.0.1

Page 43


12.2 POLICY REVIEW – FIN12 PURCHASING POLICY AND FIN25 PANELS OF

PREQUALIFIED SUPPLIERS POLICY

FILE REFERENCE:

GV20






Not Applicable


25 August 2020




Agenda Item 12.4 (Minute No. 103/2020) Ordinary Meeting of Council 14 July 2020

Summary This item seeks Council adoption of amendments to FIN12 Purchasing Policy as well as FIN25 Panels of Prequalified Suppliers.

Background The Western Australian Local Government Association (WALGA) has released a suite of best practice documentation and templates to assist and guide Local Governments in the area of Governance. The proposed FIN12 Purchasing Policy and FIN25 Panels of Prequalified Suppliers Policy have been updated using the template as a guide. Comment These amendments provide policy settings to ensure the procurement process is both compliant and effective. They strengthen the areas of value for money, managing panels of pre-qualified suppliers, recordkeeping for contractors and non-compliance with the policy. The proposed FIN12 Purchasing Policy is provided as ATTACHMENT 12.2A and FIN25 Panels of Prequalified Suppliers as ATTACHMENT 12.2B. Consultation Executive Leadership Team Acting Senior Procurement Officer Statutory Environment Local Government Act 1995 Part 2 – Constitution of local government Division 2 – Local governments and councils of local governments 2.7. Role of council (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.

ATTACHMENT 9.0.1

Page 44


3.57. Tenders for providing goods or services (1) A local government is required to invite tenders before it enters into a contract of a

prescribed kind under which another person is to supply goods or services. (2) Regulations may make provision about tenders. Part 5 – Administration Division 4 – Local government employees 5.42. Delegation of some powers and duties to CEO (1) A local government may delegate* to the CEO the exercise of any of its powers or the

discharge of any of its duties under — (a) this Act other than those referred to in section 5.43; or (b) the Planning and Development Act 2005 section 214(2), (3) or (5). * Absolute majority required. (2) A delegation under this section is to be in writing and may be general or as otherwise provided in the instrument of delegation. 5.43. Limits on delegations to CEO 28 A local government cannot delegate to a CEO any of the following powers or duties — (a) any power or duty that requires a decision of an absolute majority of the council; (b) accepting a tender which exceeds an amount determined by the local government for the

purpose of this paragraph; (c) appointing an auditor; (d) acquiring or disposing of any property valued at an amount exceeding an amount determined

by the local government for the purpose of this paragraph; (e) any of the local government’s powers under section 5.98, 5.98A, 5.99, 5.99A or 5.100; (f) borrowing money on behalf of the local government; (g) hearing or determining an objection of a kind referred to in section 9.5; (ha) the power under section 9.49A(4) to authorise a person to sign documents on behalf of the

local government; (h) any power or duty that requires the approval of the Minister or the Governor; (i) such other powers or duties as may be prescribed. Local Government (Functions and General) Regulations 1996 Part 4 — Provision of goods and services Division 1 — Purchasing policies 11A. Purchasing policies for local governments (1) A local government is to prepare or adopt, and is to implement, a purchasing policy in

relation to contracts for other persons to supply goods or services where the consideration under the contract is, or is expected to be, $250 000 or less or worth $250 000 or less.

(2) A purchasing policy is to make provision for and in respect of the policy to be followed by the local government for, and in respect of, entering into contracts referred to in subregulation (1).

(3) A purchasing policy must make provision in respect of — (a) the form of quotations acceptable; and (ba) the minimum number of oral quotations and written quotations that must be

obtained; and (b) the recording and retention of written information, or documents, in respect of – (i) all quotations received; and (ii) all purchases made.

ATTACHMENT 9.0.1

Page 45


Local Government (Financial management) Regulations 1996 Part 2 – General financial management 12. Payments from municipal fund or trust fund, restrictions on making (1) A payment may only be made from the municipal fund or the trust fund — (a) if the local government has delegated to the CEO the exercise of its power to make

payments from those funds — by the CEO; or (b) otherwise, if the payment is authorised in advance by a resolution of the council. (2) The council must not authorise a payment from those funds until a list prepared under

regulation 13(2) containing details of the accounts to be paid has been presented to the council.

Financial Implications The changes will significantly improve the likelihood of capital works projects being completed in the 2020/21 financial year as well as improve cash-flows and balance the budget. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (2019 Desktop Review) Goal 05 Inspiring Governance Objective 3 Council leadership Objective 4 Exemplary team and work environment Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Compliance Council not endorsing amendments to policy.

Unlikely (2) Minor (2) Low (4) Compliance – contained. Reversible impact managed by internal response.

Accept Officer Recommendation


Risk Matrix



1 2 3 4 5

Almost Certain


(20) Extreme (25)




(6) Moderate

(9) High (12) High (15)

Unlikely 2 Low (2) Low (4) Moderate

(6) Moderate

(8) High (10)


ATTACHMENT 9.0.1

Page 46


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be Low due to the Council’s understanding of policy importance through workshopping. Policy Implications Adoption of policies will provide current industry standard and support the adoption of Delegations of Authority. Voting Requirement Simple Majority Required

Officers Recommendation and Council Decision MINUTE: 141/2020 MOVED: Cr P Foster SECONDED: Cr M Lynch That with respect to the Policy Review – FIN 12 Purchasing Policy and FIN25 Panels of Prequalified Suppliers Policy, Council adopt FIN12 Purchasing Policy and FIN25 Panels of Prequalified Suppliers Policy as detailed in ATTACHMENT 12.2A and ATTACHMENT 12.2B.

CARRIED 8/0

ATTACHMENT 9.0.1

Page 47


12.3 RECORDS MANAGEMENT SYSTEM

FILE REFERENCE:

IM02






Not Applicable


25 August 2020




Not Applicable

Summary This report seeks to update Council on the status of the Shires record keeping operations highlighting solutions and resources requested to meet compliance requirements.

Background The State Records Act 2000 (‘Records Act’) legislates the record keeping requirements for each state and local government organisation in Western Australia. In essence every employee of a government organisation (including temporary staff and contractors) plus elected members are required to keep and maintain records relating to their work. A record is defined as any record of information, in any medium, including letters, files, emails, word processed documents, scanned documents, databases, photographs, text messages, and social media posts relevant to the business of the organisation. Comment Through managing Wittenoom asbestos claims and the associated document discovery process, Shire officers have revealed its records management process is not operating at an optimal level. As a result the following plan has been developed to assist the Shire to:

1. Finalise records management associated with the Wittenoom project; and

2. Provide an industry standard record keeping platform to ensure optimum performance into the future.

The six priority areas that require resolution are as follows:

1. Digitisation of hardcopy historical Wittenoom files (located in Perth approx. 150 boxes) – there are currently 726 boxes stored with a records provider in Perth. These boxes have varying value in records terms requiring disposal that varies from years (for temporary records) to permanent records that are required to be retained indefinitely. The 150 boxes that have been identified as containing records related to Wittenoom can

ATTACHMENT 9.0.1

Page 48


be scanned by a records provider and will provide documents to the required standard with OCR (Optical Character Resolution) i.e. the document has functionality so that it can be searched by keyword which reduces the risk of not identifying documents.

2. Digitisation of prioritised historical files (located in Tom Price approx. 300 boxes) – may also contain reference to Wittenoom. Again having these documents available for keyword search will ensure the Shire has thoroughly reviewed all records available.

3. Identification of Electronic System - specification to be developed and RFQ process to

be undertaken in identifying a suitable system. The Shire’s existing record keeping system is approximately 20 years old and although provides a framework for managing both physical and electronic documents, it does not have the functionality available that current record keeping systems offer.

Of critical importance is the searching functionality that is provided by the OCR scanning process that would be lost as the existing system has not been developed/upgraded to support this. In addition, by migrating the data held in the existing system to a system that has OCR functionality officers would be able to keyword search the attached documents that have to be individually opened to review now. This is a slow process that risks information being missed. Indicative costings have been sourced for this item, however market testing in accordance with procurement requirements will need to be undertaken.

4. Catalogue and prioritisation of remaining hardcopy files (located in Perth – approx. 50 boxes) – of the remaining 576 boxes, officers estimate there may be another 50 boxes that could have long term value and therefore be digitised. The remaining 526 catalogued boxes will be destroyed in accordance with destruction requirements and can be housed in offsite storage until such time (estimated to be within the next 5 years).

5. Digitisation of remaining hardcopy files – (located in house) – officers commenced a scanning project during the COVID-19 shutdown achieving the scanning of building property files. This program of works included the scanning of approximately 120 boxes and capture of digitised documents into the record keeping system. The exercise is approximately 50% complete.

6. Move to a digital environment - With the Shire now moving to a ‘Digital First’ approach

officers will undertake a compliance and risk assessment to ensure that the digitisation processes are appropriate for the Shire’s business needs.

The aim is to allow the digital record to become the official Shire record – with existing authority officers are permitted to legally destroy source records (those created or received in physical format) after a 6 month period of digitised retention rather than customary seven years for physical records.

The benefits that can be achieved from completing this project include:

Risk reduction of not identifying documents relevant to Wittenoom discovery.

Industry standard digital environment for records management into the future.

Ease of use resulting in staff uptake and improved compliance.

Improved functionality of records retrieval by improving search times and ensuring informed decision making. As a result staff productivity is increased.

Reduced risk of records loss and ensuring business continuity.

ATTACHMENT 9.0.1

Page 49


Reduction in both on-site and off-site physical records Consultation Executive Leadership Team Information & Communications Technology Working Group Manager Libraries and Information Services Statutory Environment Local Government Act 5.41. Functions of CEO The CEO’s functions are to — (a) advise the council in relation to the functions of a local government under this Act and other

written laws; and (b) ensure that advice and information is available to the council so that informed decisions can

be made; and (c) cause council decisions to be implemented; and (d) manage the day to day operations of the local government; and (e) liaise with the mayor or president on the local government’s affairs and the performance of

the local government’s functions; and (f) speak on behalf of the local government if the mayor or president agrees; and (g) be responsible for the employment, management supervision, direction and dismissal of

other employees (subject to section 5.37(2) in relation to senior employees); and (h) ensure that records and documents of the local government are properly kept for the

purposes of this Act and any other written law; and (i) perform any other function specified or delegated by the local government or imposed under

this Act or any other written law as a function to be performed by the CEO. Recordkeeping Act 2000 Part 3 — Record keeping plans for government organizations 16. Content of plans

(1) A record keeping plan in respect of a government organization is a record setting out —

(a) the matters about which records are to be created by the organization; and (b) how the organization is to keep its government records. (2) A government organization’s record keeping plan must — (a) comply with principles and standards established by the Commission under

section 61; and (b) ensure that the government records kept by the organization properly and

adequately record the performance of the organization’s functions; and (c) be consistent with any written law to which the organization is subject when

performing its functions. (3) Without limiting subsection (1), a record keeping plan must set out — (a) those government records that will be State archives; and (b) those State archives that will be restricted access archives and the ages at

which they will cease to be restricted access archives; and (c) the retention period for those government records that are not State archives; (d) the systems to ensure the security of government records and compliance

with the record keeping plan. (4) A record keeping plan may set out the manner in which records will be created. (5) A record keeping plan may provide — (a) for a government record to be reproduced in another form;

ATTACHMENT 9.0.1

Page 50


(b) for the destruction of a government record if a reproduction of it is being kept, even though the destruction occurs at a time when the record would otherwise not be able to be lawfully destroyed.

(6) A government organization’s record keeping plan may provide that some or all of the organization’s State archives —

(a) are never to be transferred to the State archives collection under section 32(1); or

(b) are to be transferred at a time other than that prescribed by that section. Financial Implications Preliminary costings have been sourced from a number of WALGA preferred suppliers to provide an indicative cost to complete the project. These are summarised below:

Item Estimated Cost (ex GST)

1. Digitisation of hardcopy historical Wittenoom files (located in Perth approx. 150 boxes @ $150 each).

$22,500

2. Digitisation of prioritised historical files – may also contain reference to Wittenoom (located in Tom Price approx. 300 box @ $150 per box).

$45,000

3. Identification of Electronic System - specification to be developed and RFQ process to be undertaken, inclusive of review of existing systems.

$120,000

4. Catalogue and prioritisation of remaining hardcopy files in Perth (approx. 50 boxes of long term value).

$10,000

5. Staff training program $50,000

Estimated Implementation Cost $247,500

Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (2019 Desktop Review) Goal 05 Inspiring Governance Objective 3 Council leadership Objective 4 Exemplary team and work environment

ATTACHMENT 9.0.1

Page 51





Risk Rating



Compliance Requirements of the Recordkeeping Act are not being achieved

Almost certain (5)

Minor (2) High (10)

Some temporary

non compliances


Financial Impact Litigation claims that are unable to be disputed due to records discovery

Likely (4) Major (4) High (16) $1,000,000

to $5,000,000



Risk Matrix



1 2 3 4 5

Almost Certain


(20) Extreme (25)




(8) High (10)


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be high due to the non-compliance of the existing system and the risk to the Shire financially as a result of not being able to access historical records in a timely manner. A further review of the policy will be workshopped with Council. Policy Implications Code of Conduct (ADM04 Recordkeeping Directive) ELM16 Elected Members Recordkeeping Policy Voting Requirement Absolute Majority Required

ATTACHMENT 9.0.1

Page 52


Officers Recommendation and Council Decision MINUTE: 142/2020 MOVED: Cr P Foster SECONDED: Cr M Lynch That with respect to the Records Management System, Council: 1. Endorse the five step approach outlined in this item to resolve access to historical

records in a timely manner provide an industry standard recordkeeping platform to enable the organisation to manage information into the future.

2. Approve budget amendments for the 2020/21 Budget as follows: a. Increase new expenditure account Records Management System Project by

$247,500, from $0 to $247,500; and b. Increase Capital Income account GL no. 042477 GL 042536 Transfer from Financial

Risk Reserve by $247,500 from $0 to 247,500.

CARRIED BY ABSOLUTE MAJORITY 8/0

ATTACHMENT 9.0.1

Page 53


12.4 EXCISION OF PORTION OF RESERVE 42090 FOR A NEW ONSLOW

POLICE STATION

FILE REFERENCE:

PR42090


Janelle Fell Manager Land and Asset Compliance




Not Applicable


26 August 2020




Agenda Item 14.1 (Minute No. 11950) – Ordinary Meeting of Council 20 May 2015

Summary Council endorsed surrender of portion of Reserve 42090 for creation of a new reserve for police purposes at the May 2015 Ordinary Meeting of Council. As a new station has not progressed, Council is requested to consider excision and surrender of an alternate portion of Reserve 42090 and endorse the Shire President and Chief Executive Officer to petition State Agencies for a new Onslow Police Service.

Background At the May 2015 Ordinary Meeting of Council, Councilors supported a request by Western Australia Police (WAPOL) to excise and surrender portion of Reserve 42090 for creation of a new Reserve for police purposes for a new Onslow Police Station. The preferred site included portion of Lot 501 on Deposited Plan 58872, being the Department of Fire and Emergency Services (DFES) site, along with portion of Lot 970 on Deposited Plan 220088 that comprises the whole of Crown Reserve 42090, which is managed by the Shire of Ashburton for the Purpose of “Recreation”. In their 2015 request to the Shire, WAPOL have advised that: “DFES has acknowledged WA Police’s strategic interest in acquiring a portion of their site, Lot 501 which adjoins Reserve 42090, and are prepared to progress the land assembly with WA Police.” Comment As acquisition of portion of Lot 501 and excision and surrender of portion of Reserve 42090 has not progressed, it is proposed the entire land requirement be set aside within Reserve 42090. Plans have been received for a North West Police Station which is sited on a ~7,000 sqm land parcel. The plan below depicts an indicative area for excision from Reserve 42090, shaded grey.

ATTACHMENT 9.0.1

Page 54


Construction of a new police station on Reserve 42090 presents several benefits including:

Increased space for the expansion of services;

Higher elevation offer greater protection to flood and storm events as the current service operates within the Onslow Coastal Hazard Area;

co-location with other emergency services (DFES) to facilitate communication between agencies;

close proximity to existing Shire assets provides an added level of protection from misuse and acts of vandalism.

Reserve 42090 remains largely undeveloped with the exception of the Onslow Basketball Courts. There are no imminent plans for the area identified for excision and surrender. Council support is sought for the Shire President and Chief Executive Officer to raise awareness with State Agencies of the operational constraints and benefits to be realised through a new Onslow Police Station. Consultation Executive Leadership Team Statutory Environment Section 18 of the Land Administration Act 1997 requires Minister’s approval to deal with interest in Crown land Shire of Ashburton Local Planning Scheme No. 7 - Reserving of the new lot as a Crown Reserve for ‘police purposes’ would require an amendment to the Shire of Ashburton Town Planning Scheme No. 7 (TPS7) to change the Scheme reserve from ‘’Public Purposes – Education’, potentially to ‘Public Purposes – Civic Purposes’ to more accurately reflect the anticipated development of the site.

ATTACHMENT 9.0.1

Page 55


Financial Implications There are no known financial implications for this matter. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Communities Objective 2 Sustainable services, clubs, associations and facilities Goal 05 Inspiring Governance Objective 2 Community ownership Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Interruption to Service WAPOL service unable to continue from current facility in flood and storm events

Possible (3) Moderate (3) Moderate

(9)

Medium term temporary interruption – <1 week

Adopt Officer Recommendation


Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be moderate due the potential interruption to WAPOL services in flood and storm events. Raising awareness of the current operational restrictions with State Agencies will be undertaken by the Shire President and Chief Executive Officer. Policy Implications There are no known policy implications for this matter. Voting Requirement Simple Majority Required

ATTACHMENT 9.0.1

Page 56


Mrs J Smith left the meeting at 1.11 pm.

Officers Recommendation and Council Decision MINUTE: 143/2020 MOVED: Cr D Diver SECONDED: Cr P Foster That with respect to the Excision of Portion of Reserve 42090 for a New Onslow Police Station, Council: 1. Support the excision and surrender of portion of Reserve 42090 for the provision of a

new Onslow Police Station; and 2. Endorse the Shire President and Chief Executive Officer to petition State Agencies for

a new Onslow Police Station.

CARRIED 8/0

ATTACHMENT 9.0.1

Page 57


12.5 CREATION OF RESERVE - LOT 395 ON DEPOSITED PLAN 206976, 50

THIRD AVENUE, ONSLOW

FILE REFERENCE:

THI.0395






Not Applicable


27 July 2020




Not Applicable

Summary Lot 395 on Deposited Plan 206976, being 50 Third Avenue, Onlsow is Freehold Land owned by St John Ambulance Western Australia Ltd. A new Onslow St John Ambulance Sub Centre is being constructed on Reserve 53372, McGrath Avenue, adjacent to the Onslow Hospital. With construction expected to be completed in late 2020, the present sub centre will be surplus to needs. St John Ambulance propose to relinquish Lot 395 on Deposited Plan 206976 to the State of Western Australia. Upon relinquishment of the land to the Crown, an opportunity presents for Council to acquire the lot for community purposes. Council support is sought to request the Minister for Lands create a Reserve over Lot 395 with a Management Order issued to the Shire for “Community Purposes”, or similar, with Power to Lease. Council is required to accept ownership of all improvements on the land prior to the Minister for Lands considering Council’s request to create a reserve.

Background Partially funded by the State Development Agreement for the Wheatstone project, a new St John Ambulance sub centre is being constructed in Onslow on Reserve 53372, adjacent to the Onslow Hospital. The current sub centre is located at Lot 395 on Deposited Plan 206976, 50 Third Avenue, Onslow. The 1,012m2 lot comprises a brick air conditioned construction with a single ablution and kitchenette for training and storage and, a colourbond shed for ambulance park-up.

ATTACHMENT 12.5 The land adjacent to Lot 395 comprises Lots 394, 396 and 397 being Reserve 41970 for the Purpose of “Staff Housing”. The plan below shows Lot 395 hachured red.

ATTACHMENT 9.0.1

Page 58


Comment Practical completion of the new sub centre is scheduled for December 2020 however, relocation may not occur until February due to Christmas and New Year festivities. Upon relocation, the premises will be vacant providing an opportunity for Council to support a community group through provision of the facility. Should acquisition be supported, the facility will be placed on the Shire’s Asset and Insurance registers. Council support is required to request the Minister for Lands: 1. Reserve the subject Crown land (Lot 395 on Deposited Plan 206976) for the purpose of

“Community Purposes” in the public interest, with Power to Lease; and 2. Request the reserve be placed under care, control and management of the Shire of

Ashburton. Consultation Executive Leadership Team Statutory Environment Land Administration Act 1997 Section 41 - Request reserve of Crown land for one or more purposes in the public interest Section 46 – Request reserve be placed under care, control and management of the Shire

ATTACHMENT 9.0.1

Page 59


Financial Implications Financial implications will be assessed and included in the mid-year budget review and include provision for annual maintenance (air conditioning servicing, pest inspection, fair wear and tear etc) estimated to be $2,500 pa. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Connected, Caring and Engaged Communities Objective 2 Sustainable service, clubs, associations and facilities Objective 4 A rich cultural life Goal 05 Inspiring Governance Objective 2 Community ownership Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Financial Impact

Minor (2) Rare (1) Low (2) Costs associated with facility compliance and operations

St John Ambulance have maintained the facility throughout occupancy to ensure the safety of staff and volunteers Budget provision to be included in mid-year budget review


Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low. Policy Implications ENG09 Asset Management Policy

ATTACHMENT 9.0.1

Page 60


Voting Requirement Simple Majority Required

Officers Recommendation and Council Decision MINUTE: 144/2020 MOVED: Cr P Foster SECONDED: Cr D Diver That with respect to the Proposed Acquisition of Lot 395 on Deposited Plan 206976, 50 Third Avenue, Onslow, Council: 1. Endorse the Chief Executive Officer to request the Minister for Lands: a) Create a Reserve over the subject Crown land (Lot 395 on Deposited Plan 206976)

for the purpose of “Community Purposes”, or similar, with Power to Lease; b) Request the reserve be placed under care, control and management of the Shire of Ashburton; and 2. Accept ownership of all improvements on Lot 395 on Deposited Plan 206976.

CARRIED 8/0

ATTACHMENT 9.0.1

Page 61


12.6 PROPOSED TEMPORARY USE OF RM FORREST MEMORIAL HALL

FILE REFERENCE:

CP18






One Tree Community Services Incorporated


26 August 2020




Agenda Item 14.1 (Minute No. 11034) Ordinary Meeting of Council 21 September 2011

Summary One Tree Community Services Incorporated (One Tree) lease a 484 square meter portion of the Onslow Multi-Purpose Centre, for the provision of childcare services. To address the long wait list for childcare services, a redesign of the current facility, with expansion into the current gymnasium area to better meet the needs of the community, is supported by Council and funded by Chevron through the Community Development Fund. Relocation of the existing operation is required during redevelopment with RM Forrest Memorial Hall proposed as the interim location of the service. Council are requested to support use of the RM Forrest Memorial Hall by One Tree for the provision of childcare services for the duration of the works. To formalise this, a Council resolution is required to request the Minister for Lands revoke the current Management Order for Reserve 29808 and issue a new Management Order with the purpose of “Community Purposes” or similar and Power to Lease/Licence to ensure the use complies with the Land Administration Act 1997.

Background Reserve 45561 comprises Lot 500 on Deposited Plan 058872 and is reserved for the Purpose of “Community Centre and Recreation”. The Shire of Ashburton holds the Management Order for this reserve. One Tree (formerly CSSU) have provided childcare services to Onslow since 2011. Upon completion of the Onslow Multi-Purpose Centre (MPC) located on Reserve 45561, One Tree commenced leasing portion in January 2016 for a term of five years, expiring on 31 December 2020, for the authorised use of childcare services. The rent payable is $12,600 plus GST per annum, subject to annual CPI reviews. To address the long wait list for childcare services, a redesign of the current facility, with

expansion into the current gymnasium area to better meet the community’s needs, was supported

by Council and funded by Chevron through the Community Development Fund. Relocation of the

existing operation is required during redevelopment with RM Forrest Memorial Hall proposed as

the interim location of the service.

ATTACHMENT 9.0.1

Page 62


Redevelopment will see the area increase from 176 sqm to approximately 318 sqm by expanding

into the current gym area.

ATTACHMENT 12.6

The gym, being a vital community service, will be relocated to a purpose built ~155 sqm facility to be located on Shire managed Reserve 30686, adjacent to the town tennis courts. Five modular units were acquired by the Shire through the demobilization process of Chevron’s Wheatstone Project and the Brolga Construction accommodation camp which will be reassembled to create a new gym facility. Comment Upon award of the contract for the redevelopment works, the successful contractor will occupy the balance of the MPC building. This will require One Tree to relocate their existing operation and furnishings. Demolition, alterations and extension to the existing facility can then take place, including redevelopment of the existing playground. Onslow facilities were assessed for suitability for the temporary provision of One Tree’s childcare service, currently servicing 12 children. RM Forrest Memorial Hall, sited within the Shire Office on Reserve 29808 is proposed. One Tree staff, Shire staff and contractors will be utilised to relocate essential service items to RM Forrest Memorial Hall with any non-essential items stored during redevelopment. To minimize interruption to the service, relocation will occur over the weekend. Security has been assessed, with additional locking mechanisms to be installed to prevent entry (by the public) and exit (of children) without assistance. The service has three staff to care for the children currently utilizing the service. This will not see any burden placed on the facilities provided to Shire staff and the public. Any interim safety measure (temporary fencing/barricades) will be provided. Additionally, the duration has been ‘blocked out’ to bookings with other users (Shire holiday program and movie nights, St John Ambulance, PKKP, Onslow Keepers, Onslow Primary School Ball, Beats Bugs Musical Playgroup, Youth Yoga, Humble Soul Meditation, Parent Child Mother Goose) advised of the temporary unavailability and offered use of alternative Shire premises ie Business House. Reserve 29808 comprises Lot 500 on Deposited Plan 406106 and is reserved for the purpose of “Shire Offices”. Department of Planning Lands and Heritage (DPLH) were consulted on the proposed use and have requested the Reserve Purpose be amended to “Community Purposes” or similar to allow for the lease/licence/hire for the range of activities offered in the building. Additionally, DPLH advise an amendment to Management Order for Reserve 29808 to include Power to Lease or Licence is required to allow a formal agreement to be in place (for insurance, indemnification etc). Due to the disruption to service encountered by One Tree from the temporary relocation and to reduce financial strain, it is proposed fees associated with use of RM Forrest Memorial Hall be waived for the duration of occupation. The bond of $500 would not be adequate should there be any damage to flooring and therefore it is proposed a Lease/Licence Agreement include a clause that any damage will be charged to One Tree accordingly. One Tree will be required to acquire operational approvals from the Department of Local Government and Communities for service provision from the RM Forrest Hall.

ATTACHMENT 9.0.1

Page 63


Practical Completion is scheduled for March 2021. Prior to completion, a new Lease Agreement will be prepared for the redeveloped area within the MPC. To allow One Tree continuity of service and surety, Council support is requested to enter into private treaty with One Tree in accordance with s3.58 of the Local Government Act 1995 for lease of the new facility within the MPC. The Lease for the new facility will be presented to Council for endorsement in due course. One Tree currently experience staff attraction issues as the business does not provide staff housing. Without external support these issues will continue and the wait list will not be addressed, which is the purpose of the MPC redevelopment. Shire officers recommend One Tree be invited to a Council meeting day to share thoughts and ideas about how they can address current and future staff attraction issues. In this way Council will be better positioned to fully understand the staffing issues as well as consider options to support and assist One Tree for the benefit of the Onslow community. Consultation Executive Leadership Team Statutory Environment In accordance with Regulation 30. Disposition of property excluded from Act s 3.58 of the Local Government (Functions and General) Regulations 1996, a disposition of land is an exempt disposition if: …

(b) ‘The land is disposed of to a body, whether incorporated or not – i. The object of which are of a charitable, benevolent, religious, cultural, educational,

recreational, sporting or other like nature; and ii. The members of which are not entitled or permitted to receive any pecuniary profit

from the body’s transactions’… Land Administration Act 1997 Section 41 - Request reserve of Crown land for one or more purposes in the public interest Section 46 – Request reserve be placed under care, control and management of the Shire Section 6.12 (1) (c) of the Local Government Act 1995 states that Council may write off money that is owed to the Local Government by Absolute Majority. Financial Implications Onslow Gym and Childcare Project Implementation Plan executed in August 2020 includes funding of $2,438,464 for both components of the project. BSM Consulting Quantity Surveyors estimate the childcare redevelopment to be $997,100.00 (excluding professional fees), with the balance of $1,441,000 for the gym and professional fees. Fees for November to March inclusive are $30,351 at the daily rate of $201 as prescribed in the Fees and Charges Schedule. This amount would be reduced when considering the current lease fee, pro rata, of $2,133.33 for November and December, upon which the lease expires. Cleaning at the current facility is provided by Shire Cleaners therefore this cost, along with utilities is not in addition to the fee waiver, rather a continuation of the current arrangement. Hire Fees and Charges associated with the RM Forrest Memorial Hall for the same period during the last financial year were ~$6,000.

ATTACHMENT 9.0.1

Page 64


Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Communities Objective 2 Sustainable services, clubs, associations and facilities Goal 05 Inspiring Governance Objective 2 Community ownership Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Interruption to Service No childcare service without the provision of a Shire facility

Almost Certain (5)

Extreme (5) Extreme

(25)

Prolonged interruption of services > 1 month

Adopt Officer Recommendation

to ensure no interruption to

business


Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be high due the potential interruption to childcare services. Monitoring by the Executive Management Team will be ongoing during project planning and delivery. Policy Implications REC08 Community Donations, Grants and Funding, makes provision for $500 Small Assistance Donation to clubs and groups. As the Fees and Charges waiver requested is over $500 the request is presented to Council for consideration. Voting Requirement Absolute Majority Required

ATTACHMENT 9.0.1

Page 65


Officers Recommendation and Council Decision MINUTE: 145/2020 MOVED: Cr D Diver SECONDED: Cr L Rumble That with respect to the Proposed Temporary Use of RM Forrest Memorial Hall, Council: 1. Endorse use of the RM Forrest Memorial Hall on Reserve 29808 by One Tree

Community Services Incorporated for the duration of the redevelopment of the Multi-Purpose Centre on Reserve 45561, programmed from late October 2020 to end of month March 2021;

2. Request the Minister for Lands to: a. Revoke the current Management Order for Reserve 29808; b. Change the Purpose of Reserve 29808 from “Shire Offices” to “Municipal Office and Community Purposes” or similar with Power to Lease or Licence; c. Issue a Management Order for Reserve 29808 to the Shire of Ashburton for the Purpose of “Municipal Office and Community Services or similar’; 3. Subject to the Minister for Lands consent, endorse the Chief Executive Officer to

negotiate and execute a Lease or Licence with One Tree Community Services Incorporated for RM Forrest Memorial Hall for the duration of the redevelopment of the Multi-Purpose Centre on Reserve 45561;

4. Endorse the Chief Executive Officer to enter into private treaty negotiations in

accordance with section 3.58 of the Local Government Act 1995, advising One Tree Community Services Incorporated at the earliest convenience for continuity of service;

5. Request the Chief Executive Officer invite One Tree Community Services Incorporated

to the December 2020 Onslow Council meeting to better understand staffing/operational issues and consider options available to resolve those issues; and

6. Approve waiver of the hire fees and charges for the RM Forrest Memorial Hall for the

duration of occupancy by One Tree Community Services Incorporated, estimated to be ~$30,000 and subject to project programming.


ATTACHMENT 9.0.1

Page 66


12.7 MINING ACT 1968 TENEMENT REFERRALS – 25 JULY TO 24 AUGUST

2020

Declaration of Interest Prior to consideration of this Agenda Item: Cr Rumble declared a financial interest Cr Lynch declared an indirect financial interest Cr Foster declared a financial interest Cr Diver declared an indirect financial interest Cr Gallanagh declared a financial interest Cr Dias declared a financial interest See item 6.2 for details of the interest declared.

RECORDED ON REGISTER GV07

Councillor Rumble, Lynch, Foster, Diver, Dias and Gallanagh remained in the Chamber in line with the approval given by the Acting Deputy Director General of the Department of Local Government, Sport and Cultural Industries as noted at item 6.2.

FILE REFERENCE:

ED01






Not Applicable


24 August 2020




Agenda Item 12.8 (Minute No. 124/2020) – Ordinary Meeting of Council 11 August 2020

Summary The purpose of this report is to inform Council, for information, of Notices of Application for tenure under the Mining Act 1978.

Background It is a requirement of the Mining Regulations 1981 (Mining Regs) that application for mining tenements be in the prescribed form, being a Form 21, and lodged within 10 days of marking out (by fixing a post projecting at least 1 m above the ground along with other prescribed actions as per Division 1 – Marking out mining tenements of the Mining Regs). A notice in the form of Form 21 is to be served on the Chief Executive Officer of the local government within 14 days of the lodging of the application to which the notice relates.

ATTACHMENT 9.0.1

Page 67


The period for lodgement of an objection concerning an application over private land is within 21 days of service of the Form 21 or the date notified on the Form 21, whichever is the longer period. Comment Mining tenements prescribed under the Mining Act 1968 include prospecting licences, exploration licences, retention licences, mining leases, general purpose leases and miscellaneous licences. The Shire receives varying numbers of Form 21 Applications for Mining Tenement each month. Therefore, Shire Officers undertake an assessment of each Notification with any concerning Applications referred to Council. The due diligence assessment includes, but is not limited to:

• Affected Shire assets: Will the licence generate traffic volumes that significantly affect Shire roads Borrow pits

• Bushfire back burning areas • Aboriginal heritage sites • Special Control Areas as per the Local Planning Scheme No. 7

Wittenoom a particular concern • Areas used for public recreation • Land identified for future use or development (landfill, tourism, etc.) • Traffic management if operating near roads used by travelling public • Identify landowner/pastoral company • Identify Aboriginal groups • European heritage sites – municipal inventory • Proximity to:

Telecommunications Electricity Water Gas pipelines

• General notification of possible permanent and temporary camps Five (5) Form 21 - Application for Mining Tenement notifications were received between 25 July 2020 and 24 August 2020. Exploration Licences The Mining Regs imposes a limit on the amount of earth, soil, rock, stone, fluid or mineral bearing substance which may be excavated, extracted or removed to 1,000 tonnes in total. Excavation, extraction or removal in excess of this requires the Ministers written approval. Exploration Licence notifications received include:

Company Application No. Block/s (~80km2) Locality

Rio Tinto Exploration Pty Ltd

E 52/3847 1 Hamersley Range

Geobox Internation Pty Ltd

E 08/3223 E 08/3224

20 20

Hamersley Range

ATTACHMENT 9.0.1

Page 68


Miscellaneous Licences A miscellaneous licence may be granted for use of land for one or more of the following purposes:

A road;

A tramway;

An aerial rope way;

A pipeline;

A powerline;

A conveyor system;

A tunnel;

A bridge;

Taking water;

A search for groundwater;

Hydraulic reclamation and transport of tailings;

An aerodrome;

A meteorological station;

A Sulphur dioxide monitoring station;

A communications facility;

A drainage channel;

A pump station;

A minesite accommodation facility;

A bore;

A bore field;

A water management facility;

A power generation and transmission facility;

A storage or transportation facility for minerals or mineral concentrate;

A minesite administration facility;

A workshop and storage facility;

A jetty.

ATTACHMENT 9.0.1

Page 69


Miscellaneous Licence notifications received are:

Company Application

No. Hectares Locality Purposes

Orion Equities Limited

L 47/938 95.96000 Paulsens

a bore

a bore field

a communications facility

a drainage channel

a minesite accommodation facility

a minesite administration facility

a pipeline

a power generation and transmission facility

a power line

a road

a search for groundwater

a water management facility

a workshop and storage facility

taking water

Rio Tinto L 47/939 77.53000 Brockman 4 Mine, south of

a bore

a communications facility

a drainage channel

a minesite administration facility

a pipeline

a power line

a road

a storage or transportation facility for minerals or mineral concentrate

a workshop and storage facility

ATTACHMENT 12.7

Section 64B of the Mining Regulations requires the Notice of application for mining tenement be given to the holder of a pastoral lease, or other lease granted by or on behalf of the Crown for grazing purposes only. Consultation Executive Leadership Team Statutory Environment PART IV -- Mining tenements of the Mining Act 1968 sets out the grant and conditions of mining tenements in Western Australia. Mining Regulations 1981 Regulation 64, Application for mining tenenment of the Mining Regulations 1981 (Mining Regs) states that application for mining tenements must be in the prescribed form, being a Form 21 and

ATTACHMENT 9.0.1

Page 70


copies served in accordance with 33 (Application for mining by permit holder), 41 (Application for prospecting licence), 56A (Special prospecting licences), 58 (Application for exploration licence), 70 (Special prospecting licence on an exploration licence), 74 (Application for mining lease), 85B (Special prospecting licence on a mining lease), 91 (Grant of miscellaneous licence) and 118 (Notice of application to be given to lessee of pastoral lease) of the Mining Act 1968. Financial Implications There are no known financial implications for this matter. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 02 Economic Prosperity Objective 1 Strong local economies Risk Management Risk has been assessed on the basis of the Officers Recommendation.

Risk Risk

Likelihood

Risk Impact / Consequenc

e Risk Rating


Risk Action Plan (Controls or Treatment

proposed)

Damage to natural environment – social performance responsibilities to the community at large

Rare (1) Moderate (3) Low (3)

Natural Environment

(3) – contained, reversible

impact managed by

external agencies

Correspondence to all

Applicants advising Shire’s

required considerations

Financial impact to assets

Rare (1) Minor (2) Low (2)

Property (2) – localised damage

rectified by routine internal

procedures

Where asset implications

are identified, user

agreements will be initiated


Risk Matrix



1 2 3 4 5

Almost Certain






ATTACHMENT 9.0.1

Page 71


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low due to the State and regulatory controls required for these referrals. Regular monitoring will be undertaken with specific procedures and corrective actions applied. Policy Implications Town Planning Scheme No. 7 LPP – Transient Workforce Accommodation Voting Requirement Simple Majority Required

Officers Recommendation and Council Decision MINUTE: 146/2020 MOVED: Cr D Diver SECONDED: Cr M Lynch That with respect to Mining Act 1968 Tenement Referrals – 25 July to 24 August 2020, Council acknowledge the contents of this report.

CARRIED 8/0

ATTACHMENT 9.0.1

Page 72


13. PROPERTY AND DEVELOPMENT SERVICES REPORTS

13.1 EXTENSION TO THE OPERATIONAL USE OF JUNDUNMUNNAH VILLAGE, TOM PRICE




FILE REFERENCE:

ED69

AUTHOR’S NAME AND

POSITION:

Benjamin Leavy

Acting Manager Town Planning

AUTHORISING OFFICER AND

POSITION:

Chantelle McGurk


NAME OF APPLICANT/

RESPONDENT:

Rio Tinto Iron Ore


24 August 2020

DISCLOSURE OF FINANCIAL

INTEREST:

The author and the authorising officer have no financial,

proximity or impartiality interests in the proposal

PREVIOUS MEETING

REFERENCE:

Agenda Item 14.3 (Minute No. 268/2017) Ordinary Meeting

of Council 21 November 2017

Summary Hamersley Iron Pty Ltd has approval pursuant to the Iron Ore (Hamersley Range) Agreement Act 1963 to use the existing 700 bed camp adjacent to the Tom Price Mine, also known as Jundunmunnah Village, until 31 December 2020. The company now wishes to extend the life of the camp by four years.

ATTACHMENT 9.0.1

Page 73


This item seeks consideration from Council regarding the proposed extension of time that Jundunmunnah Village is able to continue to operate.

Background Due to the proposed short term use of the then 120 person construction camp at Tom Price, Council endorsed a 12 month extension only at the November 2017 Ordinary Meeting of Council. The Jundunmunnah Village, also known as the Tom Price Camp, was approved by the Minister for State Development under the Iron Ore (Hamersley Range) Agreement Act 1963 (WA) on 21 December 2017 for extended use until 31 December 2020 for its 698 rooms. On 11 August 2020, correspondence was received from Rio Tinto seeking feedback from the Shire of Ashburton on its proposal for the four (4) year extension to the approval for the Jundunmunnah Village ahead of the submission to the Minister for State Development later this year.

ATTACHMENT 13.1 It is Rio Tinto Iron Ore’s (RTIO) intention later this year to seek approval from the Minister for State Development for an extension to the use of the Jundunmunnah Village located on Mine Road south of Tom Price town for an additional 4 years or until 31 December 2024. The village is identified is ‘transient workforce accommodation’, with the definition within the Shire of Ashburton Local Planning Scheme No. 7 defined as:

transient workforce accommodation

Dwellings intended for the temporary accommodation of transient workers and may be designed to allow transition to another use or may be designed as a permanent facility for transient workers and includes a contractor’s camp and dongas.

The Department of Planning, Lands and Heritage released a Positon Statement in January 2018 for ‘Workforce Accommodation’. The position statement outlines that in Western Australia the development requirements for ‘Workforce Accommodation’ are predominantly covered by three legislative instruments.

The Planning and Development Act 2005 establishes a general requirement for all development to obtain approval through a development application made under a planning scheme. However, the jurisdictions of the Mining Act 1978 and State Agreement Acts can vary the application of the Planning and Development Act 2005, and this needs to be reflected in local planning instruments.

The latter two legislative instruments are able to identify the extent of buildings, structure and uses that may be exempt and undertaken without prior planning approval as defined within the Planning and Development Act 2005, Planning and Development (Local Planning Schemes) Regulations 2015 and Shire of Ashburton Local Planning Scheme No. 7. This is a legacy issue within the Shire, as a large percentage of the mining uses within the local government area are acted upon under the State Agreement Acts and Mining Act 1978. The Shire does not support “fly-in, fly-out (FIFO)” mining as it is considered that it leads to a loss of economic and social value to the Shire and the regional area as a whole. However, the Shire does acknowledge that there are certain circumstances such as remoteness and limited life of a particular mining or industrial activity that result in a need for ‘Transient Workforce Accommodation’. The requirements of this type of land use and development are outlined within

ATTACHMENT 9.0.1

Page 74


Local Planning Policy No. 13 – Transient Workforce Accommodation. The Pilbara Regional Council has previously identified and advocated within the Transient Worker Accommodation – Position Statement that; 1. That the State Government’s Planning Position Statement reflect the recommended ‘60km

rule’ for transient workforce accommodation integration; 2. That the State Government apply a premium to payroll tax as applied to workers undertaking

FIFO work arrangements in recognition of the additional environmental and social impact on the State;

3. That the State Government allow Local Government to set and apply differential rating to transient worker accommodation facilities on a three year approval cycle, amending this from the current annual cycle; and

4. That the State Government, through its licensing regime(s), actively preclude transient worker accommodation facilities from offering hotel accommodation and amenities to the general public in light of the above, greater policy direction and guidance from the State Government in relation to the move away from FIFO developments within close proximity to an established townsite needs to be established.

Jundunmunnah Village does not comply with the Transient Worker Accommodation – Position Statement. On 1 April 2020, the WA State Government put into place regional border closures for anything other than essential services, it also announced that from 4 April 2020, Inter-state borders were also closed to all non-essential travel. On 21 July 2020, Premier Mark McGowan, called upon resource companies to employ more State-based employees as the current levels of interstate employees was unsustainable in the present environment. The resource sector has taken proactive measures to ensure a comprehensive testing regime for workers travelling from outside the Pilbara to their mine sites. However, Interstate workers have been unable to return to their families, due to the State’s closed borders which may have detrimental effects on the worker’s mental health and wellbeing. The mental health stresses on FIFO workers has been long established. In May 2018, the Medical Journal Australia released a report - ‘Psychological distress in remote mining and construction workers in Australia’ which detailed the results of a survey held on mine sites in South Australia and Western Australia. The conclusion of the report was that ‘Psychological distress is significantly more prevalent in remote mining and construction workforce that in the overall Australian population’. Of those surveyed, the most frequently reported stressor was ‘missing special events’ when on-site (86% of respondents) and away from their families. In its ‘Impact of FIFO arrangement on the mental health and wellbeing of FIFO workers’ report dated September 2018, the WA Mental Health Commission provided several recommendations to support improved mental health and wellbeing of FIFO workers; ‘Recommendation 11: Implement rosters and shift structures that optimize mental health and wellbeing’. With the associated strategy;

‘Options to move or be housed in the regional, local township should be considered and offered where possible.’

With the impacts of separation from their families being the major stressor for FIFO workers, it makes logical and economic sense for resource companies to invest more into accommodation for their workers and families within towns, potentially reducing the amount of staff turnover and

ATTACHMENT 9.0.1

Page 75


loss of production due to mental health illness. Increasing the numbers of people living in towns will stimulate economic activity and support community connectedness through increased participation in sporting and community activities that in turn improve the mental health and wellbeing of the employees of the resource sector. In addition, the report provided ‘Recommendation 15: Provide a permanent room at accommodation sites’; with the associated strategy;

Organisations should enable workers to remain in the same “permanent” accommodation space where possible.

Encourage a sense of security, place and belonging.

Locating workforce accommodation within established townsites (like Tom Price), can stimulate greater integration of the workforce within the community, encourage the adoption of a sense of place and belonging, rather than a disassociation with the supporting community. The incorporation of a workforce within a townsite also allows for a greater degree of autonomy and diversity for FIFO workers to undertake activities, and facilitates opportunities to live a less regimented and strenuous lifestyle, whilst still being within proximity of their workplace (as identified within Recommendation 13 and Recommendation 14 of the report). This promotes health and wellbeing, recovery from work, social connection and an increased sense of choice and control. On 17 August 2020, Cr. Foster tabled a Notice of Motion – In support of intrastate FIFO to support the Western Australian economy. The Notice supported by Council resolved the following: 1. That the Shire of Ashburton supports comments made by the Premier Mark McGowan and

others, including neighbouring Pilbara local governments. The Council authorises the Chief Executive Officer to engage with resource companies to encourage moving away from using interstate fly in, fly out (FIFO) workers and towards employing state-based workers.

2. That the Chief Executive Officer is requested to write a letter stating that it is the Shire of Ashburton's preference that the McGowan State Government support our four Ashburton towns becoming more liveable. Encouraging investment through the Pilbara Development Commission and other Government agencies to support a greater residential based workforce, with flow on effects supporting growth of business and jobs in our towns. As this will contribute to better mental health outcomes for workers who will have the opportunity to live closer to their families rather than working away from home.

3. That the State Government commit to investing in Regional Communities that are driving the recovery of our State and Nation and create investment opportunities for companies to invest within the towns of Western Australia where the resources of this State are extracted and produced providing opportunities for economic and social wellbeing of these towns.

Comment The existing ‘transient workers accommodation’ located at Jundunmunnah Village, is exempt from requiring planning approval under the Planning and Development Act 2005 by virtue of the conditions and obligations set out within the Iron Ore (Hamersley Range) Agreement Act 1963 (WA) and s.120 of the Mining Act 1978. State Agreements are contracts between the Government of Western Australia and proponents of major resources projects, which are ratified by an Act of State Parliament. They specify the rights, obligations, terms and conditions for development of the project and establish a framework for ongoing relations and cooperation between the State and the project proponent.

ATTACHMENT 9.0.1

Page 76


One of the functions of the State Agreement Acts can be to remove some of the power of local governments so that the local planning system does not prevent a proposed development from going ahead. Often there is a provision included which expressly exempts the proponent from having to obtain development approvals. Some of the more recent State Agreement Acts provide that the local planning scheme ceases to apply in relation to the area the subject of the agreement. The Department of State Development administers State Agreement Acts on behalf of the Government of Western Australia. Clause 5B of the Iron Ore (Hamersley Range) Agreement Act 1963 (WA), identifies considerations of the Minister in respect of each proposal pursuant to subclause (1) of clause 5A of the Iron Ore (Hamersley Range) Agreement Act 1963 (WA). It is identified within subclause 5B(ii) that if the Minister is considering to refuse to approve a proposal, they must assess whether the implementation of the proposal by itself or together with any other submitted proposal will be contrary to or inconsistent with the planning and development policies and objectives of the State, amongst other specified reasons. The overarching strategic direction of the development within the Pilbara region is directed partly through the implementation of the Pilbara Planning and Infrastructure Framework 2012 and the State Planning Strategy 2050. The State Planning Strategy 2050, promotes that within the regional areas of Western Australia, consolidation and expansion of existing settlements is required to make regional communities more sustainable in the long term. Likewise the need to avoid ad-hoc and dispersed new settlements in competition with existing settlements should be avoided. The Pilbara Planning and Infrastructure Framework 2012 (pg. 16); specifically recognises that:

It is important that short-term transient workforce accommodation is aligned with long-term planning and community outcomes. In urban situations, this type of accommodation needs to be integrated into the urban fabric rather than be segregated developments. Preference needs to be given to forms of transient workforce accommodation development, that can perform longer-term urban functions, rather than be demolished after a short life.

The Department of Planning, Lands and Heritage Position Statement 2018, also identifies where practicable, workforce accommodation should be located within an established townsite. Though the position statement is not a defined State Planning Policy or Development Control Policy, it does provide a guiding statement with which future workforce accommodation developments should be undertaken, that is in an orderly and properly planned manner. A similar provision is gazetted within the Mining Act 1978, requiring that in considering an application for the grant of a mining tenement, pursuant to s.120 (2) (b) the Minister of the Department of Mines, Industry Regulation and Safety (DMIRS) is required to consult the Minister for Planning; where the local government, in writing has informed the Minister of DMIRS and Minister of Planning, that the mining lease if granted would be contrary to the provisions of a town planning scheme or local law referred to in s.120(1) of the Mining Act 1978. Part 1.5 of the Shire of Ashburton Local Planning Scheme No. 7 identifies the purpose of the Scheme. Part 1.5(b) of the Shire of Ashburton Local Planning Scheme No. 7 specifically relates to the strategic planning directions for the Shire as follows:

(b) Respond to strategic planning directions for the Shire by facilitating development in accordance with the Scheme objectives, strategic statements in the Scheme Report and any other strategic and policy statement adopted by Local Government.

ATTACHMENT 9.0.1

Page 77


The draft Shire of Ashburton Local Planning Strategy advertised on 27 March 2018, identifies that:

With regard to operational workers however, the Shire strongly opposes the FIFO model and the housing of permanently employed staff in short-term accommodation, preferring that such workers be employed on a residential basis, contributing to the growth and development of towns within the Shire.

This alignment and longer term planning has been considered by the Shire, with the Shire’s Local Planning Scheme No. 7 permitting ‘transient workforce accommodation’ to potentially be developed within a range of zones. The permissibility of the ‘transient workforce accommodation’ use within the Shire is as follows:

ZONING TABLE

Re

sid

en

tial

Urb

an

De

ve

lop

me

nt

Co

mm

erc

ial a

nd

Civ

ic

To

uri

sm

Mix

ed

Bu

sin

es

s

Ind

ustr

y

Ind

ustr

ial &

Mix

ed

Bu

sin

es

s

De

ve

lop

me

nt

Str

ate

gic

Ind

ustr

y

Ru

ral

Ru

ral

Liv

ing

Co

mm

un

ity

Ed

uc

ati

on

Air

po

rt

Residential

Transient Workforce

Accommodation D X D I X D X D D I I I

The ‘transient workforce accommodation’ use is identified as a ‘D’ use and means that the use is not permitted unless the Local Government has exercised its discretion by granting planning approval. This discretionary use is further clarified by Council’s adoption of Local Planning Policy 13 – Transient Workforce Accommodation (LPP 13). The local planning policy was adopted to provide guidance to potential developers of Transient Workforce Accommodation by ensuring that they are aware of the requirements and design required for the proposed in relation to the location and life of the workforce accommodation. Moreover, within the townsite of Tom Price, land has been designated at Lots 3010 to 3015 (inclusive) and Lot 3017 Central Avenue and Jacaranda Drive, Tom Price; specifically to be utilised for Residential, Transient Workers Accommodation, Tourist Accommodation, and Tourist related uses and ancillary uses. The gazettal of the amendment identifies that the Shire is supportive of ‘transient workforce accommodation’ within the urban fabric, rather than seeking to prohibit the integration of the land use. Therefore, in seeking to extend the operation of the Jundunmunnah Village outside of the defined gazetted townsite of Tom Price but within close proximity of the townsite, would be contrary to the purpose of State Planning Strategy 2050, Pilbara Planning and Infrastructure Framework 2012 and the Shire of Ashburton Local Planning Scheme No. 7. A further extension to the operational status of the short term ‘transient workforce accommodation’, is not aligned with the strategic guidance of the State Planning Strategy 2050, Pilbara Planning and Infrastructure Framework 2012 and the desired strategic and statutory direction of the Shire. The following options are provided in regards to the proposed extension of time that the Jundunmunnah Village should operate;

ATTACHMENT 9.0.1

Page 78


OPTION 1

1. To not support any extension of time that Jundunmunnah Village is able to operate as the proposed extension of time:

a. Does not align with the strategic direction of the State Planning Strategy 2050, promoting

the consolidation and expansion of existing settlements to make regional communities more sustainable in the long term; and

b. Is in conflict with strategic direction of the Pilbara Planning and Infrastructure Framework

2012 for transient workforce accommodation, as the camp is within the proximity of the

townsite of Tom Price and is a segregated development from the established urban

area; and

c. Is in opposition to the Department of Planning, Lands and Heritage Position Statement

2018 – Workforce Accommodation; as its fundamental purpose is to guide, where

practicable, future workforce accommodation developments within established towns;

and

d. Does not incorporate the strategic and statutory provisions of the Shire of Ashburton

draft Local Planning Strategy and Shire of Ashburton Local Planning Scheme No. 7. In

so much as the operational workers are not being residentially housed and contributing

to the growth and development of towns within the Shire.

2. Authorise the Shire President and Chief Executive Officer to advocate to the State

Government of Western Australia that a policy and position of the State is required regarding the integration of ‘workforce accommodation’ into existing townsites in regional areas.

OPTION 2

1. To support the extension of time that Jundunmunnah Village is able to operate by an additional 2 years (until 31 December 2022); and

2. Authorise the Shire President and Chief Executive Officer to advocate to the State Government of Western Australia that a policy and position of the State is required regarding the integration of ‘workforce accommodation’ into existing townsites in regional areas.

OPTION 3

1. To support the extension of time that Jundunmunnah Village is able to operate by an additional 4 years (until 31 December 2024) as part of the Community Lifestyle and Infrastructure Plan; and

2. Authorise the Shire President and Chief Executive Officer to advocate to the State Government of Western Australia that a policy and position of the State is required regarding the integration of ‘workforce accommodation’ into existing townsites in regional areas.

Consultation Executive Leadership Team

ATTACHMENT 9.0.1

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Statutory Environment Iron Ore (Hamersley Range) Agreement Act 1963 (WA) Consideration of Company’s proposals under clause 5A 5B. (1) In respect of each proposal pursuant to subclause (1) of clause 5A the Minister shall:

(a) subject to the limitations set out below, refuse to approve the proposal (whether it requests the grant of new tenure or not) if the Minister is satisfied on reasonable grounds that is not in the public interest for the proposal to be approved; or

(b) approve of the proposal without qualification or reservation; or (c) defer consideration of or decision upon the same until such time as the Company

submits a further proposal or proposals in respect of some other of the matters mentioned in clause 5A(1) not covered by the said proposal; or

(d) require as a condition precedent to the giving of his approval to the said proposal that the Company make such alteration thereto or comply with such conditions in respect thereto as he thinks reasonable, and in such a case the Minister shall disclose his reasons for such conditions;

PROVIDED ALWAYS that where implementation of any proposals hereunder has been approved pursuant to the EP Act subject to conditions or procedures, any approval or decision of the Minister under this clause shall if the case so requires incorporate a requirement that the Company make such alterations to the proposals as may be necessary to make them accord with those conditions or procedures. In considering whether to refuse to approve a proposal the Minister is to assess whether or not the implementation of the proposal by itself, or together with any one or more of the other submitted proposals, will:

(i) detrimentally affect economic and orderly development in the said State, including

without limitation, infrastructure development in the said State; or (ii) be contrary to or inconsistent with the planning and development policies and

objectives of the State; or (iii) detrimentally affect the rights and interests of third parties; or (iv) detrimentally affect access to and use by others of the lands the subject of any grant or

proposed grant to the Company.

The right to refuse to approve a proposal conferred by paragraph (a) may only be exercised in respect of a proposal where the Minister is satisfied on reasonable grounds that a purpose of the proposal is the integrated use of works installations or facilities (as defined in subclause (7) of clause 7C for the purpose of that clause) as contemplated by clause 7C. It may not be so exercised in respect of a proposal if pursuant to clause 5C(5) the Minister, prior to the submission of the proposal, advised the Company in writing that the Minister has no public interest concerns (as defined in that clause) with the single preferred development (as referred to in clause 5C(5)(a)) the subject of the submitted proposals and those proposals are consistent (as to their substantive scope and content) with the information provided to the Minister pursuant to clause 5C(5) in respect of that single preferred development.

Mining Act 1978 120. Town planning schemes and local laws to be considered but not to derogate from this Act (1) In considering any application for the grant of a mining tenement the Minister, warden or

mining registrar, as the case requires, shall take into account the provisions of any town

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planning scheme in force under the Town Planning and Development Act 1928 or local laws in force under the Local Government Act 1995 affecting the use of the land concerned, but the provisions of any such scheme or local laws shall not operate to prohibit or affect the granting of a mining tenement or the carrying out of any mining operations authorised by this Act.

(2) Without affecting subsection (1), where —

(a) an application has been made for a mining lease or a general purpose lease; and (b) the local government has, in writing, informed the Minister and the Minister for the time

being administering the Town Planning and Development Act 1928, that the mining lease or general purpose lease would, if granted, authorise the carrying on of mining operations contrary to the provisions of a town planning scheme or local laws referred to in subsection (1),

The Minister shall not dispose of the application until he has first consulted the Minister for the time being administering the Town Planning and Development Act 1928 and obtained his recommendation thereon. Financial Implications It is identified that there is a financial implication in regards to the proposed matter. The expected ongoing revenue associated with the existing ‘transient workforce accommodation’ camp outside the townsite boundary is $112,152.25 for the 2020/21 year. The closure of the Jundunmunnah Village will impact the rates received from the camp. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 04 Quality Services and Infrastructure Objective 3 Well planned towns Goal 05 Inspiring Governance Objective 1 Effective planning for the future Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Reputation (Social / Community)

Possible (3) Major (4) High (12) Substantiated, public embarrassment, widespread high impact on community trust, high media profile, third party actions

Endorse Option 1

ATTACHMENT 9.0.1

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Financial Impact

Possible (3) Extreme (5) High(15) >$5 million Endorse Option 1


Possible (3) Minor (2) Moderate (6)

Substantiated, localised impact on community trust or low media item

Endorse Option 2

Financial Impact

Possible (3) Major (4) High (12) $1million - $5 million

Endorse Option 2


Possible (3) Insignificant (1)

Low (3) Unsubstantiated, localised low impact on community trust, low profile or no media item.

Endorse Option 3

Financial Impact

Possible (3) Insignificant (1)

Low (3) Less than $10,000

Endorse Option 3


Risk Matrix

Consequence

Likelihood


1 2 3 4 5

Almost

Certain 5 Moderate (5) High (10) High (15)

Extreme

(20) Extreme (25)




(6)

Moderate

(9) High (12) High (15)

Unlikely 2 Low (2) Low (4) Moderate

(6)

Moderate

(8) High (10)


Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be high - moderate due to the risk to the Shire’s reputation and financial implications. Policy Implications There are no known policy implications for this matter. Voting Requirement Simple Majority Required

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Officers Recommendation That with respect to the Extension to the Operational Use of Jundunmunnah Village, Tom Price, Council: Endorse Option 1 1. To not support any extension of time that Jundunmunnah Village is able to operate as the

proposed extension of time: i. Does not align with the strategic direction of the State Planning Strategy 2050, romoting

the consolidation and expansion of existing settlements to make regional communities more sustainable in the long term; and

ii. Is in conflict with strategic direction of the Pilbara Planning and Infrastructure Framework 2012 for transient workforce accommodation, as the camp is within the proximity of the townsite of Tom Price and is a segregated development from the established urban area; and

iii. Is in opposition to the Department of Planning, Lands and Heritage Position Statement 2018 – Workforce Accommodation; as its fundamental purpose is to guide, where practicable, future workforce accommodation developments within established towns; and

iv. Does not incorporate the strategic and statutory provisions of the Shire of Ashburton draft Local Planning Strategy and Shire of Ashburton Local Planning Scheme No. 7. In so much as the operational workers are not being residentially housed and contributing to the growth and development of towns within the Shire.

2. Authorise the Shire President and Chief Executive Officer to advocate to the State

Government of Western Australia that a policy and position of the State is required regarding the integration of ‘workforce accommodation’ into existing townsites in regional areas.

Alternate Recommendation MINUTE: 147/2020 MOVED: Cr P Foster SECONDED: Cr M Lynch That with respect to the Extension to the operational use of Jundunmunnah Village Tom Price Council; 1. Conditionally supports the extension of time that Jundunmunnah Village is able to

operate by an additional two (2) years (until 31 December 2022) on the basis that Rio Tinto Iron Ore provides a detailed plan to integrate its Transient Workforce Accommodation into the townsite of Tom Price within a twelve (12) month period;

2. Authorises the Shire President to write to the Hon. Minister for Mines and Petroleum

advising the Minister of Council’s resolution; 3. Authorise the Shire President and Chief Executive Officer to advocate to the State

Government of Western Australia that a policy and position of the State is required regarding the integration of ‘workforce accommodation’ into existing townsites in regional areas; and

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4. Reaffirm Council’s position that it supports the decommissioning of Jundunmunnah Village and that Council’s position that resource companies move away from FIFO workforces and rely on a residential workforce and where operational camps are required such as shutdown or construction work, be constructed inside the townsite.

CARRIED 7/1

Cr Rumble voted against the motion

Reason for change – Council to grant approval for a 2 year period subject to conditions.

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14. COMMUNITY SERVICES REPORTS

14.1 KARINGAL NEIGHBOURHOOD CENTRE – REQUEST FOR PERMISSION FOR A MURAL AND SIGNAGE

FILE REFERENCE:

RC42129


Fiona Pengel Manager Community Services – East


Kellie Bartley Director Community Services


Karingal Neighbourhood Centre


10 August 2020




Not Applicable

Summary In response to a request from Karingal Neighbourhood Centre (Karingal), this report seeks consideration from Council to grant permission for the Karingal to design, paint and erect a mural and signage, adjacent to the area leased by Karingal on Reserve 42129, Paraburdoo.

Background In numerous cities across the world, ‘street art’ has evolved into an acceptable and widespread desirable art form. What started as a subversive and radical act of creative vandalism is now popularised and adorned on buildings and landmarks worldwide as a creative intervention in the urban landscape. Some of the outcomes of mural projects throughout Australia have been and continue to bring socio-economic benefits to the towns in which they are located and revitalise the communities. The media also continues to report of the positive impacts, which include but not limited to:

Economic rejuvenation for rural communities;

Increased trade for local businesses;

Murals being tourist attractions and unique landmarks in their own right, cause traffic to stop where motorists would normally keep on driving, also generating a huge social media following; and

A boost for community spirit and pride.

The Shire of Ashburton’s Economic and Tourism Development Strategy 2019 identifies mural art as an opportunity for future economic growth in the form of a ‘Mural trail’. The strategy states that: ‘Community stakeholders have expressed a strong desire to pursue public art and/or cultiural projects especially on assets such as water tanks, empty walls, school yards, that could be turned into canvases for mural artists to work on and engage with youth.’ The mural trail is recongised

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as a value add to the Shire’s rich cultural vibrancy and heritage while being a creative way to attract tourism. Karingal lease portion of the Karingal Neighbourhood Centre, located within the Paraburdoo Community Hub, Paraburdoo. The lease includes the authorised use of ‘Neighbourhood Centre’ for the provision of services for the Paraburdoo community to connect, learn new skills, access support services and participate in a range of community buildings activities and events. The lease commenced on 25 January 2019, and ends on 24 January 2021. A further term of two years is able to be exercised, at Council’s discretion, and if supported, the final expiry date being 24 January 2023. Comment On 22 May 2020, a request was received from Karingal to erect a mural painted on boards and affixed to the fence Karingal’s lease area on Reserve 42129, Anzac Place, Paraburdoo. It was concluded that the weight of the proposed boards would compromise the load on the fence making it non-compliant with engineering requirements. Therefore, the proposal was not supported.

ATTACHMENT 14.1A Karingal provided a second proposal of mounting the mural and signage board adjacent to the fence which encloses the play group outdoor area, which forms part of Karingal’s lease area.

The proposed mural design includes themes such as ‘Resilience’ and flora and fauna endemic to the area. The community will be involved in the painting of the mural. The objective of the project is to reconnect the community post COVID-19 through a permanent installation. As the proposed location (marked in blue on the plan below) is outside of Karingal’s lease area (marked in yellow on the plan below) Councils approval is required to erect the structure.

ATTACHMENT 14.1B

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Materials The proposed method of construction is;

- 6000 x 1700mm MDF/heavy duty board; - Fixed to a freestanding metal frame with heavy duty screws; - Frame to be secured with concrete footings; and - Painted with outdoor weather proof paint

All maintenance, including repainting, replacement and removal, will be the responsibility of Karingal. Approval to proceed with the proposal will be held pending Karingal’s acceptance of full responsibility for all maintenance and public liability. It is recommended that if permission is granted, the request will be subject to completion of the Shire of Ashburton’s Development Application process. There is no Building Licence requirement for this request due to the size of the structure. Consultation Executive Leadership Team Manager Building and Health Services Manager Land and Asset Compliance Acting Manager Town Planning Lease and Accommodation Officer Manager Karingal Neighbourhood Centre

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Statutory Environment Local Government Act 1995 3.18. Performing executive functions (1) A local government is to administer its local laws and may do all other things that are

necessary or convenient to be done for, or in connection with, performing its functions under this Act.

(2) In performing its executive functions, a local government may provide services and facilities.

(3) A local government is to satisfy itself that services and facilities that it provides — (a) integrate and coordinate, so far as practicable, with any provided by the

Commonwealth, the State or any public body; and (b) do not duplicate, to an extent that the local government considers inappropriate,

services or facilities provided by the Commonwealth, the State or any other body or person, whether public or private; and

(c) are managed efficiently and effectively. Shire of Ashburton Local Planning Scheme No. 7 3.2 USE AND DEVELOPMENT OF RESERVES

3.2.1 A person shall not carry out any development on, other than the erection of a boundary fence defined or accepted by Local Government, or change the use of a reserve without first applying for and obtaining the planning approval of the Local Government in accordance with Part 5.

5.1 REQUIREMENT FOR PLANNING APPROVAL

5.1.1 A person shall not carry out any development on, other than the erection of a boundary fence defined or accepted by Local Government, or change the use of a reserve without first applying for and obtaining the planning approval of the Local Government in accordance with Part 5.

5.1.2 Any person proposing to undertake development is required to submit a planning

application in accordance with subclause 5.5, unless it is exempted from this requirement by subclause 5.3.1.

Financial Implications No provisions are identified in the 2020/21 Annual Budget however all costs incurred for the mural and mounting structure will be borne by Karingal, including any fees and costs for the Development Application. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Community Objective 1 Connected, caring and engaged communities Goal 04 Quality Services and Infrastructure Objective 1 Quality public infrastructure

ATTACHMENT 9.0.1

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Risk Rating Principal Risk Theme


Property

Possible (3) Minor (2) Moderate (6) Localised damage requiring external resources to rectify

Risk Mitigated by compliance with Development Permit.


Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be moderate due to property damage risk. The level of risk will be mitigated through the Development Application process. Policy Implications There are no known policy implications for this matter. Voting Requirement Simple Majority Required

Officers Recommendation and Council Decision MINUTE: 148/2020 MOVED: Cr P Foster SECONDED: Cr M Lynch That with respect to Karingal Neighbourhood Centre – Request for Permission for a Mural and Signage, Council: 1. Support the request for a freestanding mural and signage by Karingal Neighbourhood

Centre Inc. on Reserve 42129; and 2. Authorise the Chief Executive Officer to formally advise Karingal Neighbourhod

Centre Inc. that the request is subject to a Development Application process.

CARRIED 8/0

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14.2 TOM PRICE HOSPITAL SITE

FILE REFERENCE:

PH11


Kellie Bartley Director Community Services Ben Leary Acting Manager Planning Services




Western Australia Country Health Services


18 August 2020




Agenda Item 16.1 (Minute No. 292/2018) – Ordinary Meeting of Council 16 January 2018 Agenda Item 11.3 (Minute No. 301/2018) – Ordinary Meeting of Council 13 February 2018 Agenda Item 13.3 (Minute No. 678/2019) – Ordinary Meeting of Council 22 October 2019

Summary The purpose of this report is for Council to consider progressing the future of the proposed Tom Price Hospital site for the residents of the Tom Price and surrounding districts.

Background At the 13 February 2018 Ordinary Meeting of Council, the Council supported to liaise with the Health Minister and Premier with the intent to raise the awareness of the state of the ageing hospitals within the Shire of Ashburton (the Shire), as outlined in the previous Government’s North West Health Initiative. A tour of the Paraburdoo Hospital for the Councillors and Directors was arranged after the Ordinary Meeting of Council 13 February 2018. The tour of the facility was to encourage open discussions and communication regarding the status of the hospitals within the Shire into the near future. At the time, considerable research and discussions were going to be held with the Health Minister and Premier, taking into account the available budget, remoteness of the area and a procedural motion for the process to become a reality for both aging hospitals in Tom Price and Paraburdoo. Further discussions were held in May 2019, with the then Chief Executive Officer and staff to continue further discussions between the parties (the Shire, Rio Tinto and Western Australia Country Health Services (WACHS) around the identification of an appropriate alternative site for a potential new build hospital in Tom Price. Representatives from the WACHS, Rio Tinto and the Shire met on 28 May 2019 to discuss the future of the Tom Price Health Service and, alternative land opportunities to locate the service.

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Lot 400 and 46 South Road, Tom Price was discussed as an alternative site, which WACHS has confirmed they are prepared to financially support further geotechnical studies in-principle, based upon an agreed scope of works and price, to determine the suitability of the site. The parties were keen to understand the best possible site location along with the provisions of just upgrading the current site. The discussions lead into the potential new site to be identified whilst maintaining the health service delivery. Council endorsed the following at the 22 October 2019 Ordinary Meeting of Council, That with respect to the Tom Price Health Service, Council: 1. Authorise the Chief Executive Officer to advise WA Health Country Service (WACHS) that

Council support: a. in-principle, a new Health Service being located on portion of Lot 400 on Deposited Plan

409078 and Lot 46 on Deposited Plan 413028 (ATTACHMENT 13.13); and b. investigations by WACHS to determine the suitability and viability of a site;

2. Authorise the Chief Executive Officer to determine a suitable site within Lot 400 on deposited

Plan 409078 and Lot 46 on Deposited Plan 413028 for a new Health Service; 3. Request the Chief Executive Officer undertake public consultation in regards to a new Health

Service being located within Lots 400 and 46; and 4. Request the Chief Executive Officer to prepare a further report for Council’s consideration

after determining the above. Comment As outlined in the Shire’s Strategic Community Plan 2017-2027 and Corporate Business Plan that identifies the Shire to formally advocate to partners for investing to upgrade/redevelop Tom Price Hospital including new Triage facilities and to continue these discussions with WACHS and Rio Tinto. Public consultation was undertaken in conjunction with the Collocation Emergency Services facility (CES) site in June 2020 with no submissions received. WACHS preference was for their site to be beside the Tom Price Childcare Centre (TPCC) however due to the unusual shape proposed to adjoin the Tom Price Childcare Centre, the initial plan was progressed ie the CES site and TPCC to be adjoining, as depicted below.

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Proposed Site Location

WACHS were to engage an architect to prepare a concept design to determine the exact land parcel size required for the site. The Shire’s geotechnical results were shared to inform their decision making. Once they can provide the Shire with what size they require, then the indicative plan can commence. On the 28 July 2020, correspondence was sent to the Director General, Dr David Russell-Weisz of Department of Health WA, to advocate to rekindle discussions on a new hospital for Tom Price. It must be acknowledged that demand on the current health system in Tom Price and Paraburdoo along with the lack of facilities that is needed to support the increased population and visitor numbers to the region during the tourist season.

ATTACHMENT 14.2A On the 7 August 2020, the Chief Executive Officer, Director Community Services and Manager Lands and Asset Compliance met with the Regional Director and Director Projects from WACHS – Pilbara branch to openly discuss the opportunities for the Shire to engage with WACHS and the State on the support of a new hospital for Tom Price. After discussions, it was identified that the State would require land to entertain the support for a new site. An acknowledgement from the Director General’s Office was received on 14 August 2020, indicating that $5.25 million is currently available to support improvement of the Tom Price Hospital facilities and a business case will be considered as part of the 2020/21 budget process, the outcome of which will be known later this year.

ATTACHMENT 14.2B The Shire sent a letter of provision on 21 August 2020 to WACHS to reaffirm the Shire’s support and strengthen WACHS request to the Treasury for funding. It also identified the land that would be available should the State Government support this request through the 2020/21 State Budget process.

ATTACHMENT 14.2C

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Further discussions with regards to the support from Rio Tinto are to be undertaken, with support required with the headworks on this site and additional in-kind support that may be identified. At the Ordinary Meeting of Council held on 11 August 2020, Council supported the development of the Community Lifestyle and Infrastructure Plan (CLIP) to help understand the Town Planning review, revitalisation and Community Development Strategy. This process will also identify the service provisions that will include the health services of the towns of Tom Price and Paraburdoo. Officers acknowledge that Paraburdoo Hospital is also in need of an upgrade, however no formal engagement has been received in relation to this facility. Town Planning The proposed site at Lot 400 on DP 409078 and Lot 46 on DP 413028 is designated:

‘Urban’ under the Draft Shire of Ashburton Local Planning Strategy; and

‘Residential R20’ under the Shire of Ashburton Local Planning Scheme No. 7.

The proposed use of the site for community purposes is in accordance with the direction and objectives of the draft Shire of Ashburton Local Planning Strategy. The Shire of Ashburton Local Planning Scheme No. 7 currently identifies a ‘hospital’ use within the Residential zone as an ‘X’ use, meaning that the use is not permitted by the Scheme.

ZONING TABLE

Resid

en

tia

l

Urb

an

Develo

pm

en

t

Co

mm

erc

ial

an

d

Civ

ic

To

uri

sm

Mix

ed

Bu

sin

ess

Ind

ustr

y

Ind

ustr

ial &

Mix

ed

Bu

sin

es

s

Develo

pm

en

t

Str

ate

gic

In

du

str

y

Ru

ral

Ru

ral L

ivin

g

Co

mm

un

ity

Ed

ucati

on

Air

po

rt

Health, Welfare and Community Services

Hospital X D X X X X X X X X X X

However, by virtue of s.6 of the Planning and Development Act 2005; the Crown, statutory authorities and local governments undertaking, constructing or providing public works are exempt from the requirements to obtain planning approval but are required to consult with the Local Government and to have regard to the purpose and intent of the scheme and local amenity. Part 1.5 of the Shire of Ashburton Local Planning Scheme No. 7 identifies the purpose of the Scheme. Part 1.5(b) of the Shire of Ashburton Local Planning Scheme No. 7 specifically relates to the strategic planning directions for the Shire as follows:

(c) respond to strategic planning directions for the Shire by facilitating development in

accordance with the Scheme objectives, strategic statements in the Scheme Report and any other strategic and policy statement adopted by Local Government.

Pursuant to s. 6 of the Planning and Development Act 2005, due regard must be given to the Shire’s Local Planning Scheme No. 7 reserve and land objectives, as well as the draft Shire of Ashburton Local Planning Strategy. On those grounds, the proposed location of the ‘Hospital’ use in a ‘Residential’ designation is not in accordance with the objective of the zone set out within the Shire of Ashburton Local Planning Scheme No. 7; to provide for residential development at a range of densities as indicated on the Scheme Maps.

ATTACHMENT 9.0.1

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Therefore, a scheme amendment is required to be undertaken to redesignate the site to an appropriate land use reserve or zone for the intended purpose of the site. The scheme amendment should also include the co-located CES site, to accurately reflect the intended uses of the sites. The scheme amendment is also required to be undertaken to allow for any potential impacts on the surrounding areas to be identified, as a number of matters for consideration are yet to be adequately addressed:

Compatibility with the surrounding land uses

No. of beds proposed

Traffic access and egress

Built design (single or two storey)

Area of land required

Ancillary infrastructure

Utility provisions

Amenity impacts (ambulance/fire brigade)

Further to the above, the proposed development of Lot 400 and Lot 46 South Road, Tom Price is currently being undertaken in an ‘ad hoc’ process. As part of the scheme amendment an indicative local development plan can be incorporated to illustrate the proposed future development of the site to ensure orderly and proper planning in accordance with the Act. In addition, an amended subdivision plan will also need to be lodged to reflect the proposed development on the site. Consultation Executive Leadership Team WA Country Health Services Acting Manager Planning Director General – Department of Health Statutory Environment Planning and Development Act 2005 6. Public works, Act does not interfere with (1) Subject to section 5(2) and (3) and subsections (2) and (3) of this section, nothing in this Act

interferes with the right of the Crown, or the Governor, or the Government of the State, or a

local government —

(a) to undertake, construct or provide any public work; and

(b) to take land for the purposes of that public work.

(2) Rights referred to in subsection (1) are to be exercised having regard to —

(a) the purpose and intent of any planning scheme that has effect in the locality where,

and at the time when, the right is exercised; and

(b) the orderly and proper planning, and the preservation of the amenity, of that locality at

that time.

(3) The responsible authority is to be consulted at the time when a proposal for any public work,

or for the taking of land for a public work, is being formulated to ensure that the undertaking,

construction, or provision of, or the taking of land for, the public work will comply with

subsection (2).

ATTACHMENT 9.0.1

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Shire of Ashburton Local Planning Scheme No. 7 1.5 PURPOSE OF THE SCHEME The general purpose of the scheme is to: (a) facilitate community input into planning for the appropriate balance between economic

and social development, conservation of the natural environment, heritage structures and places, and improvements in lifestyle and amenity,

(b) respond to strategic planning directions for the Shire by facilitating development in accordance with the Scheme objectives, strategic statements in the Scheme Report and any other strategic and policy statement adopted by Local Government,

(c) reserve certain portions of land required for public and other purposes, (d) zone the balance of the land within the Scheme Area for purposes described in the

Scheme, define the uses and types of development to be permitted on land within the Scheme Area, and

(e) control and regulate the development of land, erection and demolition of buildings and the carrying out of works,

(f) make provision for the conservation of areas and places of heritage interest, (g) make provisions for development having regard for the long term protection of natural

resources, such as clean air, water, soil and biological diversity. (h) make provision for the administration and enforcement of the Scheme, (i) address other matters contained in Schedule 1 of the Act. Financial Implications There are no known financial implications for this matter currently however until further investigations into the proposal are considered, it will be required to be supported with relevant funding to support the proposal. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Communities Objective 3 Quality education, healthcare, childcare, aged care and youth services Corporate Business Plan Strategy 1.3.1 – Play a leadership role in advocating to, and engaging with, relevant government and private sector stakeholders to foster a whole of Shire approach to the provision of quality education, training, healthcare, childcare, aged care, youth services and facility provision. Action 1.3.1.5 – Advocate for the redevelopment or refurbishment of Tom Price and Paraburdoo Hospitals. Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



That support is not provided to improve health services within

Possible (3) Moderate (3) Moderate (9)

Continuation of drain of services on the health

The Shire will continue to advocate to the State

ATTACHMENT 9.0.1

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Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be moderate due the opportunities for new and improved services to the region and also the possibility for future land opportunities for the shire. Policy Implications There are no known policy implications for this matter. Voting Requirement Simple Majority Required

the town of Tom Price

services and lack of local services.

Government Agencies for the support of better services for the region.

Opportunity of the existing hospital site for possible temporary office space or use for future land development for the Shire to be considered

Possible (3) Moderate (3) Moderate (9)

Risk is moderate however can be lowered if the opportunity it so present itself through this process.

That the Shire will request WACHS for the opportunity for possible land to be negotiated through the State.

ATTACHMENT 9.0.1

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Officers Recommendation and Council Decision MINUTE: 149/2020 MOVED: Cr P Foster SECONDED: Cr M Lynch That with respect to the Proposed Tom Price Hospital Site, Council:

1. Authorise the Chief Executive Officer to continue to liaise with State Government Agencies and Western Australia Country Health Services to provide support and determine the opportunities, risks and constraints of the proposed site as to its suitability for use as a future hospital site by the WA Country Health Service; and

2. Authorise the Chief Executive Officer to commence a scheme amendment to

redesignate the sites on Lot 400 on Deposited Plan 409078 and Lot 46 on Deposited Plan 413028, to an appropriate land use reserve or zone for the intended purpose of the site for the future development of the site.

CARRIED 8/0

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14.3 REQUEST FOR ADDITIONAL FUNDING – TOURISM AND WELLBEING

OUTREACH

FILE REFERENCE:

CS28


Lisa Boyd Manager Community West




Jason Kennedy – MCW Promotions Robert DiPiedomenico


25 August 2020




Not Applicable

Summary For Council to consider a budget amendment to the 2020/2021 Annual Financial Budget to make provision for a tourism campaign and mental wellbeing during the current COVID 19 climate.

Background The Shire of Ashburton (the Shire) has been approached to help leverage the tourism and mental wellbeing opportunities with celebrity and retired Australian Rules footballer Robert DiPierdomenico (nickname Dipper). Dipper is a popular media personality promoting tourism and travel destination in Australian and around the world. Dipper also delivers programs to Sporting Groups, Clubs and Schools about mental health, welfare and education programs that build both collective and individual mental health and wellbeing within our communities. In 2019, the Shire of Ashburton engaged in a media, tourism and wellbeing campaign with celebrity, Robert DiPierdomenico (Dipper). Dipper has a long standing relationship with the Shire of Ashburton and its residents. In October 2019, Dipper and his production team in conjunction with channel 7 network filmed and produced an episode on tourism and economic growth in the Shire of Ashburton, in particular the town of Onslow.

Dipper’s Destination “Onslow” episode was aired in May 2020. The program was heavily marketed and estimated over 80,000 viewers watched per week as well as downloads and catch up on 7plus.com. During filming and production, Dipper hosted the Onslow Men’s Shed Charity Auction, visit and talk to the students at Onslow Primary School, and was celebrity guest at the Onslow Annual Gala.

More recently, the Shire teamed up with Dipper to participate in the “Stigma Stops Here” tour (Perth to Roebourne), raising awareness on mental health and wellbeing. The program consisted of visits to a number of towns to engage with local schools, sporting clubs and community groups. Comment In order to reach sustainability of funding Dipper's visit and filming, it will ideally be looking for external partners and funding streams aligned with the event objects of the Shire of Ashburton

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http://7plus.com/


region as a great place to live work and holiday as well as encouraging community connectedness and cohesion. The Shire proposes other funding streams that may be associated are tourism, the Pilbara Development Commission and seeking grant opportunities or organisations that may be available. The budget provisions have been identified within the Shire’s COVID 19 Small Business Community Grants Funds for assistance to help revitalise the Shire on opportunities for business and economic development.

CONFIDENTIAL ATTACHMENT 14.3 The project benefits all community members, tourists, local and regional businesses. With the correct planning and funding this event could potentially attract thousands of people to the region, promoting our natural wonders and beauty, local attractions and economic opportunities in the Shire. Filming scope and screen time includes:

Shire of Ashburton will receive a full 30 minute show/special featuring all of the benefits and features that you require to promote in the show

Alongside a social media campaign to align with the Ashburton special which will reach a further 279,000 followers on Facebook, Instagram and You Tube.

Additional opportunity for a 15 second You Tube clip as well as Dipper featuring in a 60 second Webisode of him personally endorsing the Shire of Ashburton.

A supply a mini – sode (condensed show reel of the show) for the Shire’s social media advertising.

As identified in the Economic and Tourism Development Strategy 2019, the strategic goals are to promote the Shire, encourage infrastructure development and investment and to promote business development. This opportunity will help to leverage the Shire’s target markets and social media capacities and support the initial concept already aligned with the promotional material that Dipper produced in 2019. With the current COVID19 environment, having the opportunity to reach across the Western Australian Tourism and to help revitalized the Pilbara Region by capturing our towns and tourism across Australia. Provisions have been made for small marketing budget however the Shire Officers are seeking additional funding to support this opportunity. It must be acknowledged that Dipper is required to apply for the relevant COVID19 restrictions and therefore the funds will only be required, if Dipper is approved by the Western Australian Government to travel interstate. Consultation Executive Leadership Team Manager Media and Communication Manager Community West Statutory Environment There are no known statutory impediments for this matter. Financial Implications The support of a budget adjustment will need to be considered for this request. There is no budget amount identified within the 2020/21 Annual Budget and therefore the additional funds of $53,440 is being sort from Council unless other in-kind support can be garnered from supporting organisations.

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GL/Job No.

General Ledger

Description

Current Budget

Amendment

Revised Budget

Reason

NEW Community Wellbeing Program

0 53,440 53,440

To allow for provisions of wellbeing and media promotions.

11300440

Transfer from COVID- Relief and Stimulus Reserve

0 (53,440) (53,440)

Utilisation of COVID-19 funds for Shire wellbeing and media promotions.

Strategic Implications This item is relevant to the Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 and the Strategic Corporate Plan 2019-2023. In particular, the strategic direction provided for this activity: Goal 01 Vibrant and Active Communities Objective 1 People feel connected and actively involved in the community Objective 4 A rich cultural life Goal 02 Economic Prosperity Objective 1 Well-managed tourism Objective 2 Sustainable tourism benefitting local economies and the Shire as a whole Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Reputation Unlikely (2) Minor (2) Low (4) Substantiated, localised impact on community trust or low media item

Reputation is managed by following adopted policies and the support the Shire’s Strategic Corporate Plan.

Financial Impact

Unlikely (2) Minor (2) Low (4) $10,000 - $100,00

Financial provisions are allocated in the 20/21 tourism budget.

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Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low due to the financial value of the project and the risk to the Shire’s reputation. Regular monitoring will be undertaken with specific procedures and controls engaged throughout the delivery of the project and will be consistently reviewed and managed. Policy Implications There are no known policy implications for this matter. Voting Requirement Absolute Majority Required

Officers Recommendation and Council Decision MINUTE: 150/2020 MOVED: Cr D Diver SECONDED: Cr R de Pledge That with respect to the Request for Additional Funding – Tourism and Wellbeing Outreach, Council; 1. Approve the proposal for Dipper’s Destinations to be undertaken in the 2020/21

financial year to promote the inland towns within the Shire of Ashburton; 2. Authorise expenditure to be allocated from its COVID19 Financial Support and

Stimulus Fund 11300440 for an amount of $53,440; 3. Authorise the Chief Executive Officer to seek additional funding sources that may be

available that promote wellbeing and economic and tourism development.


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14.4 TOM PRICE CO-LOCATED EMERGENCY SERVICES FACILITY




FILE REFERENCE:

POI.0400






Not Applicable


27 August 2020




Agenda Item 13.1 (Minute No. 12/2020) Ordinary Meeting of Council 11 February 2020

Summary At the Ordinary Meeting of Council on 23 May 2017, Council endorsed the Memorandum of Understanding (MOU) between the Shire of Ashburton and Rio Tinto for the Community Infrastructure and Services Partnership (CISP). Annexure Two of the MOU outlines the priority projects agreed between the parties, including the Tom Price Colocation Emergency Services Precinct. In accordance with the CISP Rio Tinto have agreed to contribute $1,500,000.00 towards the construction of the Tom Price Co-located Emergency Services Facility. This report is for Council to endorse the proceedings of the business case and the funding deed for the Tom Price Co-located Emergency Services Facility.

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Background A MOU between Rio Tinto and the Shire commenced in July 2017, creating a long-term partnership to work together to revitalise existing and develop new civic, sporting and community facilities and programs in the towns that Rio Tinto has a significant presence. The MOU provides an engagement framework and CISP, which details the projects that will be the focus of the partnership. The engagement framework provides for a Partnership Governing Committee (PGC) to review the activities of the partnership in accordance with the MOU and provide to Council for consideration. After endorsement from Council, funding agreements and conditions for the various projects outlined in the CISP are prepared in consultation with both parties. The Co-located Emergency Services Facility, to accommodate both the State Emergency Services (SES) and Bush Fire Brigade (BFB), was identified as a priority project in the Community Infrastructure and Services Partnership with Rio Tinto in the Memorandum of Understanding that was executed for the 2017-2022 period. The consultation and development of the Tom Price DFES Colocation Facility has been a priority project for both the Shire and Rio Tinto, with significant work being undertaken to date on scoping of the building and site under the advice from Department of Fire and Emergency Services (DFES). At the February 2020 Ordinary Meeting of Council, Councilors endorsed the Acting Chief Executive Officer to undertake public consultation in regards to the new Co-located Emergency Services Facility being located within Lots 400 and 46. This was undertaken from 12 June 2020, closing on 26 June 2020 with no submissions received. The site meets all objectives for new Town Centre redevelopment and provides a suitable land parcel for development of a new co-located facility which will enable the services to respond more efficiently and effectively to natural disasters including bushfires. The design will cater for future expansion of both volunteer emergency services whilst also providing a suitable facility for a Local Emergency Coordination Centre from where larger incidents in the central Pilbara region can be coordinated. Comment The growth of both the SES and BFB, both in terms of volunteer numbers and associated equipment and vehicles has led to the existing facilities being unable to meet the basic requirements of either organisation. Limitations of the existing sites have resulted in temporary accommodation of various vehicles and equipment in nearby locations however this has had an adverse effect on the operational effectiveness of the volunteer emergency services and their ability to respond to emergencies. The amalgamation of the two services into one co-located facility will provide cohesion of operation and create operating efficiency for the volunteer brigades. An application for funding was submitted through the Department of Fire and Emergency Services Local Government Grants Scheme (LGGS) – Capital and Operating Grants in April 2019 and the Shire was notified on 19 July 2019 that the funding submission was successful. The Director Community Services revised the grant submitted and an increase of funding was provided and supported by DFES resulting in a contribution of $1,720,400.

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On 2 July 2020, the Tom Price Co-location Emergency Services Facility Rio Tinto specific business case, letter of request for funding and relevant attachments were submitted for Rio Tinto’s consideration for support of $1,500,000 to assist financially with the project.

CONFIDENTIAL ATTACHMENT 14.4A By return correspondence Rio Tinto have committed to provide the additional funds to finalise this project.

CONFIDENTIAL ATTACHMENT 14.4B

A funding agreement outlining the terms and conditions of the contribution of the Shire and Rio Tinto will be prepared by a legal team. Should no submissions be received from advertising of the business case, it is recommended that Council authorise the Chief Executive Officer to negotiate the funding agreement between the parties and, upon agreement between the parties of the funding agreement, authorise the Shire President and the Chief Executive Officer to execute the document. An internal Project Control Group has been established by the Chief Executive Officer and include the appropriate Directors and Officers relevant to the project. Consultation Executive Leadership Team Manager Land and Asset Compliance Rio Tinto Department of Fire and Emergency Services Statutory Environment Local Government Act 1995 3.59.Commercial enterprises by local governments (1) In this section — … major land transaction means a land transaction other than an exempt land transaction if the total value (a)the consideration under the transaction; and (b)anything done by the local government for achieving the purpose of the transaction, is more, or is worth more, than the amount prescribed for the purposes of this definition; … (2) Before it — (a) commences a major trading undertaking; or (b) enters into a major land transaction; or (c) enters into a land transaction that is preparatory to entry into a major land transaction, a local government is to prepare a business plan. … (10) For the purposes of this section, regulations may — (a) prescribe any land transaction to be an exempt land transaction; (b) prescribe any trading undertaking to be an exempt trading undertaking. Regulation 8(1) of the Local Government (Functions and General) Regulations 1996 provides the necessary assurance that a business plan is not required:

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8. Exempt land transactions prescribed (Act s. 3.59) (1) A land transaction is an exempt land transaction for the purposes of section 3.59 of the

Act if the local government enters into it — (a) without intending to produce profit to itself; and (b) without intending that another person will be sold, or given joint or exclusive use of, all or any of the land involved in the transaction. The Shire plays an ongoing role in the management of the BFB under the Bush Fires Act, allowing the exemption of 8(1) of the Local Government (Functions and General) Regulations 1996 to apply to this major land transaction. “Section 9.49A. Execution of documents (1) A document is duly executed by a local government if — (a) the common seal of the local government is affixed to it in accordance with

subsections (2) and (3); or (b) it is signed on behalf of the local government by a person or persons authorised

under subsection (4) to do so. (2) The common seal of a local government is not to be affixed to any document except as

authorised by the local government. (3) The common seal of the local government is to be affixed to a document in the presence of

— (a) the mayor or president; and (b) the chief executive officer or a senior employee authorised by the chief executive officer,

each of whom is to sign the document to attest that the common seal was so affixed.

(4) A local government may, by resolution, authorise the chief executive officer, another employee or an agent of the local government to sign documents on behalf of the local government, either generally or subject to conditions or restrictions specified in the authorisation.”

Financial Implications The financial provisions have been adopted in the 2020/21 CAPEX and Annual Financial year budget allocations. It must be noted that through this process, that any further additional costings are to be submitted to DFES for consideration and any variances that DFES will review and make the necessary adjustments that meet the LGGS guidelines. Ongoing maintenance costs for the facility are administered through the LGGS operating grant scheme once the building is completed.

Project Budget

Item of Expenditure

Budget Amount Funding Source

Funding Secured?

Quality of Estimates

Design & Construction

$3,589,570

$850,000 Shire of Ashburton

Yes

BSM Consulting $1,720,400 DFES Yes

$1,500,000 RTIO Yes

Site works & Headworks

$ 480,000 - Shire of Ashburton

Yes Shire/Talis

TOTAL $ 4,069,570

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Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Communities Objective 1 Connected, caring and engaged communities Objective 2 Active people, clubs and associations Goal 02 Enduring Partnerships Objective 2 Enduring partnerships with industry and government Goal 04 Distinctive and Well Serviced Places Objective 1 Quality public infrastructure Objective 3 Well planned towns Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Project Time Minor (2) Possible (3) Moderate (6)

Project timeline exceeds deadline by 20% of project timeline

Proceed as per Officers recommendation

Financial Impact

Unlikely (2) Major (4) Moderate (8)

Project over budget $1,000,000 to $5,000,000 project value

Monitoring will be undertaken with specific procedures and controls engaged throughout delivery

ATTACHMENT 9.0.1

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Risk Matrix



1 2 3 4 5

Almost Certain






Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be moderate due to the financial value of the project and the risk to the Shire’s reputation. Regular monitoring will be undertaken with specific procedures and controls engaged throughout the delivery of the project and will be consistently reviewed and managed. Policy Implications ELM10 Financial Sustainability Policy ENG09 Asset Management Policy Voting Requirement Absolute Majority Required

Officers Recommendation and Council Decision MINUTE: 151/2020 MOVED: Cr D Diver SECONDED: Cr M Lynch That with respect to the Tom Price Co-location Emergency Services Facility, Council: 1. Extend its appreciation to Rio Tinto for their support of the project; 2. Authorise the Chief Executive Officer to negotiate the funding agreement with Rio

Tinto; 3. At the conclusion of advertising of the business case, should no submissions be

received, authorise the Shire President and Chief Executive Officer to affix the common seal to the finalised agreement; and

4. Authorise the Chief Executive Officer to prepare and advertise the Request for Tender

for the Design and Construction of the Tom Price Co-location Emergency Services Facility and all associated works.

CARRIED BY ABSOLUTE MAJOIRITY 8/0

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15 INFRASTRUCTURE REPORTS

15.1 TOM PRICE PUMP TRACK - LOCATION

FILE REFERENCE:

RC29

AUTHOR’S NAME AND

POSITION:

Tracey Rogers

Projects Officer


POSITION:

Mike Hudson

Director Infrastructure Services

NAME OF APPLICANT/

RESPONDENT:

Not Applicable


24 August 2020


INTEREST:



PREVIOUS MEETING

REFERENCE:

Agenda Item 13.12 (Minute No. 677/2019) – Ordinary

Meeting of Council October 2019

Council consideration is requested to endorse the location and update of the project scope for the Tom Price Pump Track project.

Background At the October 2019 Ordinary Meeting of Council, Councilors endorsed Reserve 44839 as the preferred location for the Tom Price Pump Track, subject to community consultation. Council requested a further report after community consultation for consideration and determination as to the sites suitability for the Pump Track.

To ensure adequate siting of the Pump Track to deliver a quality facility, amalgamation of Reserves 49947 and 44839 is proposed. Reserve 49947, being Lot 3001 on Plan 48403, is a 3.2254 hectare Crown Reserve located adjacent to Reserve 44839. Reserve 44839 comprises Lots 331 and 334 on Plan 15263 with a combined area of 2.5066 hectares. Access to the Pump Track will be via the currently facility on North Road or via Ngardi Place, Tom Price. Management Orders for both reserve are issued to the Shire of Ashburton for its care, control and management for the purpose of “Drainage” and “Public Recreation” respectively. Under the Shire of Ashburton Town Planning Scheme No. 7 (TPS7) Lot 3001 is zoned Residential ‘R30’ (development approval required to proceed with the proposal) and Lots 332 and 334 are reserved for ‘Parks, Recreation and Drainage’. Comment Community consultation was undertaken from Monday 10 August to Sunday 23 August 2020 via: i. An online survey as advertised on social media, the Shire’s webpage and via email to the

local sporting clubs; and

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ii. Letterbox drop to the owners/occupiers of the properties within a 200 meter radius of the

proposed site. 54 responses were received, all of which were from residents of Tom Price. 83% of respondents confirmed that this is the preferred location to build the track. 45 respondents agreed that this was the best location for the facility to be built, with 9 not in agreement. Respondents were requested to provide alternate locations if they disagreed with the proposed location. This feedback included previously considered sites, being:

The grassed area at the skate park

Vacant land at Lot 400 across from the golf club

Lot 248 between Mine Road and Poinciana Street A resident of Ngardi Place responded opposing the location of the build. Potential noise from the use of the finished facility formed the basis of their concern due to shift workers residing at the premises. Although a valid concern in Tom Price, this is the only negative feedback on the location received from residents in close proximity to the proposed location. To alleviate this concern, vegetation buffers will be incorporated into the project to reduce the potential noise irritation to neighbouring residents. When asked what type of track they would like to see built, the responses included:

48 people supported a pump track

31 requested a skills track

30 a learn to ride area

With the substantial adopted budget it is feasible to extend the scope of works to include the build of these additional tracks. Their inclusion would cater to a larger portion of the community.

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The community gave feedback regarding other features for the Pump Track. This feedback will be utilised to plan the project, budget permitting. Suggested features include:

Upgraded dog park

Toilet facilities

Shade structures

Seating

Water fountains

Parking

Footpaths

Plants and trees

A BBQ

Grassed areas

Lighting

Larger dirt jump set

Although not in the original scope, this information is essential to enabling us to integrate the Pump Track into the existing facilities to create a functional space for all ages. The portion of Reserve 49947 proposed to be developed (shaded yellow on the below plan) is adjacent to the water course flowing from beside the high school through to wombat crossing. Any high level flood data will be used to inform the site plan to ensure the facility is not compromised during weather events. Reserve 44839 is hachured green and Reserve 44947 is hachured red on the plan below.

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Council support is sought to proceed with a request to the Minister for Lands to revoke Reserves 49947 and 44839 for creation of a new Reserve with management by the Shire of Ashburton to progress design and construction of the Tom Price Pump Track. Consultation Executive Management Team Manager Land and Asset Compliance Facilities Officer Acting Manager Town Planning Part 4, Reserves of the Land Administration Act 1997 sets out the Ministers powers in relation to reserving Crown land, Cancelling, changing the purpose of or amending the boundaries of, or the locations or lots comprising, a reserve. Financial Implications Council has allocated $950,000 for this project in the 2020-21 budget. An estimated ongoing annual maintenance budget of $60,000 will be confirmed at the completion of the budget.

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Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Communities Objective 1 Connected, caring and engaged communities Goal 01 Vibrant and Active Communities Objective 2 Sustainable services, clubs, associations and facilities Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Reputation That community members opposing the build voice their concerns

Possible (3) Insignificant (1) Low (3) Possible negative feedback from community members through social media

Form a panel of community members with perceived experience or a background in BMX/MTB riding to provide feedback gaining community support


Risk Matrix

Consequence

Likelihood


1 2 3 4 5

Almost

Certain 5 Moderate (5) High (10) High (15) Extreme (20) Extreme (25)





Adoption of this item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be low due to the financial value of the project and the risk to the Shire’s reputation. Regular monitoring will be undertaken with specific procedures and controls engaged throughout the delivery of the project and will be consistently reviewed and managed. Policy Implications There are no known policy implications for this matter. Voting Requirement Simple Majority Required

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Officers Recommendation and Council Decision MINUTE: 152/2020 MOVED Cr M Lynch SECONDED: Cr P Foster That with respect to the Tom Price Pump Track – Location, Council: 1. Endorse portion of Reserves 49947 and 44839 as the location of the Tom Price Pump

Track; 2. Resolve in accordance with the Land Administration Act 1997 to request the Minister

for Lands to: a) Revoke management order of Reserves 44947 and 44839; b) Cancel Reserves 44947 and 44839 in accordance with section 51; c) Create a new Reserve as a result of the amalgamation of Reserves 44947 and

44839 for the purpose of “Recreation” or similar in accordance with section 41; d) Issue a Management Order for the new Reserve to the Shire of Ashburton for

the purpose of “Recreation” or similar in accordance with section 46; 3. Authorise the Chief Executive Officer to extend the scope of the project to include all

necessary works and inclusions to integrate these tracks into the existing facilities; and

4. Authorise the Chief Executive Officer to prepare and advertise any necessary Request

for Tender or Request for Quotations for the Design and Construction of the Tom Price Pump Track and all associated works.

CARRIED 8/0

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16. COUNCILLOR AGENDA ITEMS / NOTICES OF MOTIONS There were no Councillor Agenda Items / Notices of Motions for this meeting.

17. NEW BUSINESS OF AN URGENT NATURE INTRODUCED BY DECISION OF MEETING

Council Decision MOVED: Cr D Diver SECONDED: Cr L Rumble In accordance with Standing Order 5.4 – An item of Urgent Business relating to: 17.1 AWARD OF RFT 06.20 TOM PRICE TENNIS CLUB REDEVELOPMENT; be introduced to the business of Council under 17.1.

CARRIED 8/0

17.1 AWARD OF RFT 06.20 TOM PRICE TENNIS CLUB REDEVELOPMENT

FILE REFERENCE:

RC45726

AUTHOR’S NAME AND

POSITION:

Chantelle McGurk



POSITION:

Kenn Donohoe


NAME OF APPLICANT/

RESPONDENT:

Not Applicable


4 September 2020


INTEREST:



PREVIOUS MEETING

REFERENCE:

Agenda Item 13.8 (Minute No.65/2020) Ordinary Meeting

of Council 14 April 2020

Summary A request for Tender (RFT) 06.20 Tom Price Tennis Club Redevelopment was issued via Tenderlink on the 18 July 2020 and closed 18 August 2020. Three (3) tenders (all conforming) were received in response to the RFT 06.20. The evaluation panel has completed its assessment of the conforming submissions and makes its recommendation. Council is requested to authorise the engagement of the recommended contractor for Tom Price Tennis Club Redevelopment to complete capital works program.

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Background The Shire of Ashburton undertook a Request for Tender process in compliance with s 3.57 of the Local Government Act 1995 to engage a suitably qualified, licensed and experienced construction company to construct new tennis courts, a clubhouse, amenities and external works in accordance with the drawings and specifications attached to RFT 06.20 Tom Price Tennis Club Redevelopment (RFT). The objective of the RFT is to appoint a suitably qualified contractor who will provide all necessary services including, materials, products, labour, plant and equipment for its construction and completion of the whole works. The scope of works includes:

Demolition

New Club House with Kitchen

New Toilet Amenities

New Undercover Area

New Storage Shed

Removal and replacement of playing courts in acrylic Comment The successful contractors’ works must be compliant with the National Construction Codes (NCC) 2016 and all relevant Australian Standards, Codes of Practice, Western Australian and Commonwealth legislation, statutes, ordinance, rules and regulations bearing on the provision of such services and conduct of the work under the contract. Respondents were requested to include all items necessary to provide a compliant installation, protecting all surrounding finishes during construction, and leaving the existing surrounding area in original condition. The selection criteria, based upon FIN 12 Purchasing Policy were:

Qualitative Selection Criteria Weighting

Relevant Experience 15%

Key Personnel 15%

Resources 10%

Methodology 10%

Price 50%

The evaluation and recommendation report, including the overall evaluation scores and rankings is attached as a confidential item.

CONFIDENTIAL ATTACHMENT 17.1

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Consultation Assessment Panel Statutory Environment Local Government Act 1995 3.57. Tenders for providing goods or services

(1) A local government is required to invite tenders before it enters into a contract of a prescribed kind under which another person is to supply goods or services.

(2) Regulations may make provision about tenders. Local Government (Functions and General) Regulation 1996 Pt.2 Div.2 Division 2 —Tenders for providing goods or services (s. 3.57) 11.When tenders have to be

publicly invited (1) Tenders are to be publicly invited according to the requirements of this Division before a local

government enters into a contract for another person to supply goods or services if the consideration under the contract is, or is expected to be, more, or worth more, than $250 000 unless sub regulation (2) states otherwise.

Financial Implications The budgeted provision for project management is $1,500,000 in the 2020/21 budget. The recommended contractor has submitted a fixed lump Sum of $1,211,465.89 ex GST as per the Price Schedule contained in RFT 06.20. The existing 2020/21 budget will be utilised for the Tom Tennis Club Redevelopment Project to deliver the capital works program set by Council. Strategic Implications Shire of Ashburton 10 Year Strategic Community Plan 2017-2027 (Desktop Review 2019) Goal 01 Vibrant and Active Communities Objective 2 Sustainable services, clubs, associations and facilities Goal 04 Quality Services and Infrastructure Objective 1 Quality public infrastructure Risk Management Risk has been assessed on the basis of the Officers Recommendation.



Risk Rating



Reputation

Possible 3 Moderate 3

Moderate (9)

Substantiated, public embarrassment, moderate impact on community trust or moderate media profile

Adopt officer recommended to appoint Project Management Consultancy

Financial Impact

Possible 3 Moderate 3 Moderate (9)

$100,001 to $1,000,000

Mitigated by the appointment of a Project

ATTACHMENT 9.0.1

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Risk Rating



Management Consultant with the specialised skills to run multiple projects to deliver Council’s adopted Capital Works Program.

Project Time Major 4 Major 4 High (16) Exceeds deadline by 20% of project timeline

Mitigated by the appointment of a Project Management Consultant with the specialised skills to run multiple projects to deliver Council’s adopted Capital Works Program.


Risk Matrix



1 2 3 4 5

Almost Certain






This item has been evaluated against the Shire of Ashburton’s Risk Management Policy CORP5 Risk Matrix. The perceived level of risk is considered to be moderate to high risk and will be managed by mitigated by the appointment of a Project Management Consultant with the specialised skills to run multiple projects to deliver Council’s adopted Capital Works Program. Policy Implications AMP 01 Asset Management Policy FIN12 Purchasing Policy Voting Requirement Simple Majority Required

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Officers Recommendation and Council Decision MINUTE: 153/2020 MOVED Cr M Lynch SECONDED: Cr P Foster That with respect to the Award of RFT 06.20 Tom Price Tennis Club Redevelopment, Council: 1. Resolve that Report CONFIDENTIAL ATTACHMENT 17.1 is confidential in accordance

with s5.23 (2) of the Local Government Act 1995 because it deals with matters affecting s5.23 (2)(c);

“A contract entered into, or which may be entered into, by the local government and which relates to a matter to be discussed at the meeting.”

2. Award RFT 06.20 Tom Price Tennis Club Redevelopment for the tendered fixed lump

sum of $1,211,465.89 ex GST; and

3. Authorise the Chief Executive Officer to negotiation, execute and manage the Contract for Tom Price Tennis Club Redevelopment, including variations to the scope of works and contract value, providing this does not exceed the project budget or reduce the overall scope.

CARRIED 8/0

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18. CONFIDENTIAL MATTERS

Under the Local Government Act 1995, Part 5, and Section 5.23, states in part:

2. If a meeting is being held by a Council or by a committee referred to in subsection (2)(b), the Council or committee may close to members of the public the meeting, or part of the meeting, if the meeting or the part of the meeting deals with any of the following:

(a) a matter affecting an employee or employees; (b) the personal affairs of any person; (c) a contract entered into, or which may be entered into, by the local

government and which relates to a matter to be discussed at the meeting; (d) legal advice obtained, or which may be obtained, by the local government

and which relates to a matter to be discussed at the meeting;

(I) a matter that if disclosed, would reveal; (II) a trade secret; (III) information that has a commercial value to a person; or (IV) information about the business, professional, commercial or

financial affairs of a person,

Where the trade secret or information is held by, or is about, a person other than the local government.

(e) a matter that if disclosed, could be reasonably expected to:

(I) impair the effectiveness of any lawful method or procedure for

preventing, detecting, investigating or dealing with any contravention or possible contravention of the law;

(II) endanger the security of the local government’s property; or (III) prejudice the maintenance or enforcement of any lawful measure for

protecting public safety.

(f) information which is the subject of a direction given under section 23(1a) of the Parliamentary Commissioner Act 1981; and

(g) such other matters as may be prescribed.

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Council Decision MOVED: Cr P Foster SECONDED: Cr M Lynch That Council move behind closed doors at 1.33 pm to consider the following Confidential Items. 18.1 CONFIDENTIAL ITEM – LODGING HOUSES; and 18.2 CONFIDENTIAL ITEM - PILBARA REGIONAL WASTE MANAGEMENT FACILITY –

MANAGEMENT MODEL

Pursuant to sub section 5.23 (2) (c) of the Local Government Act 1995 which provides: (a) a matter affecting an employee or employees; and (b) the personal affairs of any person. No visitors present, no one left the room for the confidential items.

ATTACHMENT 9.0.1

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18.1 CONFIDENTIAL ITEM – LODGING HOUSES

FILE REFERENCE:

FM17


Robert Jehu Manager Building and Health Services


Chantelle Bryce Acting Director Development Services


Not Applicable


11 August 2020




Not Applicable

REASON FOR CONFIDENTIALITY The Acting Director Development Services Report is confidential in accordance with s5.23 (2) the Local Government Act 1995 because it deals with matters affecting s5.23 (2): d) legal advice obtained, or which may be obtained, by the local government and which relates

to a matter to be discussed at the meeting.

Officers Recommendation and Council Decision MINUTE: 154/2020 MOVED: Cr P Foster SECONDED: Cr R de Pledge That with respect to the Lodging Houses, Council: 1. Request the Chief Executive Officer prepare an agenda item to the Pilbara zone of

WALGA, identifying the need for lodging house inspections at mining camps to be retained within legislation for the wellbeing of contractors and employees accommodated within these facilities within the district;

2. Recognise the need for a fee to be applied to provide this service to the community in

a similar vein to the Auditor General guidance to Local Governments that any service be provided on a full cost recovery basis, taking into consideration the remoteness and isolation of these facilities; and

3. Request the Chief Executive Officer write to the Chamber of Minerals and Energy, the

Department of Health and Unions Western Australia identifying that the removal of

this service provided by local government may result in the health and safety and the

wellbeing impacts to members.

CARRIED 8/0

ATTACHMENT 9.0.1

Page 121


18.2 CONFIDENTIAL ITEM - PILBARA REGIONAL WASTE MANAGEMENT

FACILITY – MANAGEMENT MODEL

FILE REFERENCE:

WM07


Andrew Quispe Waste Consultant – Talis Consulting Mike Hudson Director Infrastructure Services




Not Applicable


27 August 2020




Not Applicable

REASON FOR CONFIDENTIALITY The Director Infrastructure Report is confidential in accordance with s5.23 (2) the Local Government Act 1995 because it deals with matters affecting s5.23 (2): d) legal advice obtained, or which may be obtained, by the local government and which relates to a matter to be discussed at the meeting.

Officers Recommendation That with respect to the Pilbara Regional Waste Management Facility – Management Model, the Pilbara Regional Waste Management Committee recommend Council: 1. Endorse a Hybrid Alliance Model as the preferred contract model for the Pilbara Regional

Waste Management Facility; and 2. Proceed Investigate with a Hybrid Alliance Model style of contract which will allow Council to

determine the exact services to be included in the contract through the use of mandatory and discretionary services.

ATTACHMENT 9.0.1

Page 122


Council Decision MINUTE: 155/2020 MOVED: Cr M Lynch SECONDED: Cr R de Pledge That with respect to the Pilbara Regional Waste Management Facility – Management Model, the Pilbara Regional Waste Management Committee recommend Council: 1. Endorse a Hybrid Alliance Model as the preferred contract model for the Pilbara

Regional Waste Management Facility; 2. Investigate a Hybrid Alliance Model style of contract which will allow Council to

determine the exact services to be included in the contract through the use of mandatory and discretionary services; and

3. Investigate the Hybrid Model and costing regime be presented to the Pilbara Regional

Waste Management Facility Committee before any contracts are entered into including a definition of Total Waste Services Management.

CARRIED 8/0

Reason for change – Council would like to pursue further clarification regarding the Total Waste Management Services and the definitions around a Hybrid Model.

Council Decision MOVED: Cr P Foster SECONDED: Cr M Lynch That Council re-open the meeting to the public at 1.48 pm.

CARRIED 8/0

19. NEXT MEETING

The next Ordinary Meeting of Council will be held on 13 October 2020, at the Clem Thompson Sports Pavilion, Stadium Road, Tom Price commencing at 1.00 pm.

20. CLOSURE OF MEETING There being no further business to discuss the Presiding Member closed the

meeting at 1.49 pm.

ATTACHMENT 9.0.1

Page 123

OnslowLocal Emergency Management Committee

MINUTES

1 September 2020 Held at the Onslow Council Chambers

1000hrs

No Item Speaker

1. Welcome m 1.1 Meeting opened – 1006HRS 1.2 Members and visitors welcomed

Chair

2. 2.1 Attendance and apologies

Attendance Adam Conwell - VFRS Kyle Cameron SoA Oliver Lund - WA Police Mike Hudson – SoA Paul Leaper - DFES Helen Kent – DFES Lexene Mills - Transport WA Mark Minogue – Pilbara Port Authority Brendon Archer - Water Corp Karratha

Apologies Chantelle McGurk – SoA Kellie Bartley – SoA

Chair

4. Confirmation of previous minutes

4.1 The minutes of the Onslow LEMC meeting held on 17 April 2020 moved as true

and correct

MOVED: Oliver Lund SECONDED: Adam Conwell

Chair

ATTACHMENT 9.1.1

Page 124

5. Business arising from previous minutes

Review of outstanding action list completed.

Cyclone signs have been ordered, to be installed within the next fortnight. Carryover item for November LEMC with Mike Hudson (SoA) to provide an update for the November LEMC meeting – Ongoing.

WAPOL, Marine Search and Rescue Plan, listed as ongoing with further updates to be provided – Ongoing.

Chair to contact CR Rory De Pledge and invite Mr. De Pledge to Chair the Onslow LEMC – Chair to Action, Ongoing.

Contact list to be reviewed as part of each LEMC – Ongoing.

Chair

6. Correspondence 6.1 Inward Nil

6.2 Outward

Nil

Chair

7. General Business

Onslow OIC Mr. Oliver Lund (WAPOL) re-confirmed as Deputy Chair.

Chair raised the topic of lack of indigenous representation within the Onslow LEMC with Thalanyji now in administration and that it was highlighted during Covid-19 that there was a lack of Indigenous representation within LEMC’s.

Chair sought advice from local LEMC members on the best person or group to represent the Indigenous Community moving forward.

VFRS, Mr. Adam Conwell stated that Thalanyji AMG’s are no longer conducted but their board meetings due to the Corporation being placed into administration Mr. A Conwell stated that he would follow up with the current GM to seek a nomination and or person to represent Onslow Indigenous Community members through the Onslow LEMC.

Onslow Firebreaks yet to be installed Chair to provide an update at the November LEMC.

Firebreak notices have gone out and a copy of the notice will also be included in the next issue of Inside Ashburton and on the Shire FB Page and Website with Ranger Service to carry out inspections of all properties to ensure compliance by 1 of October 2020.

In consultation Helen Kent (DEMA) and as part of the five (5) year LEMA review the Shire of Ashburton is required to conduct a Revised Risk Management Process - Mrs. H Kent has offered to provide a training workshop for SoA staff which will also be open to LEMC members who wish to be involved. RRMP workshop will assist in

Chair

Adam Conwell VFRS

Chair

Chair

Helen Kent DEMA

ATTACHMENT 9.1.1

Page 125

ensuring best practices are followed and meets SEMC policy and procedures – Mrs. H Kent has also offered to be present at the November LEMC to assist in reviewing the committee's functions and answer any question that members may have concerning roles and functions and responsibilities. Dates to be confirmed.

SoA Chief Executive Officer Kenn Donohoe has indicated that he is supportive of all SoA EM staff, Directors, and recovery management staff to receive Aiims training.

Cyclone season 1 November 2020, Chair to work with Paul Leaper (DFES) to arrange dates and time for Mr. P Leaper to present to the Onslow LEMC and local industry on Cyclone preparedness and response processes, public address no longer viable. Presentation to include a synopsis from the BoM tour. Mr. P Leaper informed the committee that the BoM tour is not coming to Onslow this year.

Chair, SoA to do a letterbox drop providing Shire residents with bushfire and cyclone information packs as part of a community engagement program.

In consultation with Mrs, H Kent will look to introduce an updated Terms of Reference to be reviewed and adopted by the Committee for the November LEMC meeting.

Chair, Onslow five (5) year LEMA review due to be completed, current Onslow LEMA expired 4 August 2020. SoA will adopt and single LEMA moving forward with sub-plans for each of the three (3) LEMC’s to capture the different makeup and requirements for each of the three (3) LEMC areas.

Mr. P Leaper requested a status report on the welfare center MOU from the actions list Chair, believed that the MOU has not yet been completed by would follow up with Mrs Pauline Howrie (Communities WA) who was not present.

Chair, Bush Fire Risk Management (BFRM) Coordinator to be appointed on a fixed-term contract with the BFRM Coordinator to be based in Karratha. It is envisioned that the appointment of the BFRM Coordinator will enable the SoA to completed the BFRM Plan within the next twelve (12) months.

Chair to provide updates to committee members - Listed as Ongoing

Chair

Chair Paul Leaper

DFES

Chair

Chair

Chair

Paul Leaper DFES

Chair

ATTACHMENT 9.1.1

Page 126

Agency Reports • VFRS, Mr. Adam Conwell – Two new members have joined in recent weeks. •

Mr. Hamsih James (new Onslow ranger) has contacted Mrs. A Conwell before his official starting date of 29t September, looking to join the Onslow VFRS. Mr. H James has served as a VFRS member for twelve (12) years. Covid-19 has impacted members availability to commit to some of the training courses Training still going ahead on Tuesday nights with good numbers attending, current training is focused on hands-on activities with response capabilities currently at a good level in all areas.

Nothing to table

Nothing to table.

Ashburton Port Authority - Mr. Mike Minogue – Currently working in conjunction with Fire Safe to design a fire suppression system for the Ashburton Cargo Warf (ACW) The plan has been forwarded through to DFES for review with DFES being the HMA for the ACW. Currently waiting on the plan to be approved by DFES before installation. Currently, ACW has a temporary fire-fighting pump and monitoring system onsite.

Mr. M Minogue informed the Committee that he has a new role as Harbour Master for the of Port Dampier Commencing 14 September 2020 with Mr. M Minogue’s replacement being Mr. Anurodh Prasad who will move into the role of Ashburton Harbour Master. Mr. Minogue to provide an update contact list prior to the departure (updated contact list has now been supplied) with a test message to be sent to out to make sure the contact list is current for cyclone response for the Port before the cyclone season commences. WAPOL, Onslow OIC, Mr. Oliver Lund – Onslow Station currently at full strength with the addition of a replacement Officer. Currently, Onslow Station only has one LANDSAR trained Officer, however, looking to have more Officers trained to be able to provide coverage for when officers are on leave. Some training has been delayed due to Covid-19 but hopeful to receive some training towards the end of the year. There are LANDSAR trained Officers in Pannawonica and other sub-districts that are able to offer Onslow support if required. All other plans are up to date with MSAR exercise/test to be listed as ongoing

Adam Conwell VFRS

Brendon Archer

Water Corp

Lexene Mills Department of Transport

Mike

Minogue Ashburton

Port Authority

WAPOL OIC Oliver

Lund

9. Next Meeting Date: Start of November 2020 TBC Close:1035 HRS

Chair

ATTACHMENT 9.1.1

Page 127

Shire of Ashburton Inland Local Emergency Management

Committee

MINUTES

10 SEPTEMBER 2020 1000hrs

Clem Thompson Sports Pavilion Dial In Details 03 PIN: No pin

No Item Speaker

1. Welcome 1.1 Meeting opened – 1005hrs 1.2 Members and visitors welcomed

Chair

2. 2.1 Attendance and apologies (please complete attendance register) Cr Doug Diver – SoA Council Claire Ridge – SoA Exec Kathryn Honeyfield – SES Carl Fjastad – Paraburdoo Police Barry Osborne – Paraburdoo Police Nicole Mizen – Tom Price Police Wayne Hatton – TPVBFB Carol Smith – SJA Matt Campbell – RTIO Regional Sharon Jager – RTIO Tom Price Richard Hannington – RTIO Paraburdoo Dan Peterson – Parks & Wildlife Kyle Cameron – Ranger Pauline Howrie – DOC Darryl – FMG Eliwana Kellie Bartley – SOA Helen Kent - DFES Trevor – FMG Solomon Geoff – Parks & Wildlife Steven Longo – DFES Nathan Marsh – Paraburdoo VFRS Kenn Donohoe – CEO SoA

Apologies Cr Peter Foster – SoA Council Keighley Bremner - FMG

Chair

3. Confirmation of previous minutes (attachment 2)

4.1 The minutes of the SoA Inland LEMC meeting held on April 15 2020

confirmed as true and correct

Moved: Wayne Hatton Seconded: Kyle Cameron

Chair

ATTACHMENT 9.1.2

Page 128

4. Business arising from previous minutes

4.1 Review action list and contact list (attachment 2 & 3)

4.2 Business arising

Ranger update for Onslow & Pannawonica – SoA has secured aRanger, Hamish James has been in the business for 12 years, ex volunteerso good addition, starting end of September.

Organizational structure changes within the SoA – Council recentlyadopted a new org structure for the organisation this brings a 5th Directoronto that, new Director for Property Development Services commencing inOctober, Adam is from the wheat belt region and comes with a bit ofexperience.

Did lose manager of community / emergency services role, Kyle Cameronhas is now coordinator for emergency management and the rangersbetween the towns. Upskill and training for staff.

CEO started at the start of the year comes with wealth of knowledge.

Morgwn Jones departure from SoA to DFES – Morgwn is now workingfor DFES in Karratha.

Chair / Deputy Chair – Recommendation is the chair to be a member ofcouncil and deputy chair be a member of the OIC of the local area.Misconception LEMC, not committee of council not established under thelocal government act, function is under emergency management act.

According the agenda October 2019, 3 councillors were voted in asmembers of the inland LEMC, not clear chair etc.

Leave as is for now and bring back to the table next meeting and vote.

Covid 19 has highlighted lack of indigenous representation within theLEMC’s – At the wellbeing meetings there was representation, hard whenthere is 200+ communities, can be co-opted members and invite keypeople as required. Gets political, corporations and communities etc., norep from the Aboriginal Corporation at this time.

Firebreak notice mitigation update – Firebreak notices have gone outjust a bit late with the changeover. Will go out in the next issue of InsideAshburton, facebook page and website.

Completed most of the towns firebreaks, still a bit of work to do.

Issued 13, section 33 notices to property owners so far needs to berectified by the 1st of October.

Work with Helen Kent in regards to ERM training and possibly riskworkshop – Helen is happy to come down deliver training to localgovernment & LEMC members.

1 workshop done in October 2019, still have 4 or 5 hazards to look at thatworking with Kyle.

Kellie advised there is going to be an overview / audit of the plans we havein place.

Kellie is now the nominated local recovery coordinator, fantastic idea tohave her in that role.

SoA CEO supportive of directors and front line staff to receive AIMStraining – Kellie and CEO had a meeting and discussed support for AIMStraining / refreshers, so internal systems can improve.

Cyclone season, 1st November – Any concerns? No date yet for pre-season clean up, so we are one set ahead.

Terms of Reference – Just going through files etc. we do not have a terms of reference for LEMA groups, need to look at introducing will get a copy toall out in the next week or two.

LEMA Review – 3 LEMA’s have expired, in consultation with the CEO wehave agreed to move away from a 3 LEMA policy and just adopt a singleLEMA. Different variances between town sites and community groupsunder the sub documents. More efficient and review time will make iteasier.

Chair

ATTACHMENT 9.1.2

Page 129

5. General Business

Carl from Paraburdoo Police had a question for Pauline from DOC –

Trying to get the new emergency evacuations centre signed off on

Paraburdoo hub, requires DOC to come & do inspection? This is done

when SoA reviews of the plans done.

Action – Communication line between SoA, WAPOL & DOC.

• Kenn update on IGIS – But in a series of portfolios for each town. Police are running HMA’s on these. Universal set of emergency management on each town. Local government has a group call local government insurance services and do a lot of this risk relation to EMA for a lot of local governments, best of service sort of review.

Helen asked what service will LGIS be doing – all of the LEMA requirements, structure & look at EM arrangements review those across the industry. Looking at a gentleman called Greg Cooke. Helen does the compliance check on LEMA so need to meet the requirements in the act. Better to do that in house, number of reasons. Have had issues with consultants undertaking, have 2 local governments who have had massive issues with getting consultants to do the EM risk management process as did not comply with the state policy.

Kenn Onslow Police Station – Council considered at item at the September meeting in regards to the Onslow station asked if the LEMC could put in a letter to the police minister for an upgrade, it is substandard and would go under if there was a flood. Barry Osborne also advised that it is not cyclone rated so would have to move equipment etc.

All agreed.

Chair

6. Correspondence

6.1 Inward

6.2 Outward

All

7. Agency Report DFES Helen – Send through electronic copy of report, natural disaster resilience is open. State recovery coordinator sent out survey to local governments asking questions about any emerging risks that continue to happen as part of Covid-19, asking about pre-season capacity and preparedness with the upcoming cyclone season.

DOC Pauline – Currently visiting all aboriginal communities in the Pilbara, working with them to complete their pandemic plan, what each community want.

FMG Darryl – Quick update, running at 1100 people still in construction phase Going through pre-season for cyclones.

Trevor – Pre-season cyclone as well Firebreak and prescribed burn plan come through for the next 5 years come through.

Karijini Dan – Karijini as a whole still running at capacity, online bookings for Dales George, Eco Retreat. Longer season, dropping off in November.

All

ATTACHMENT 9.1.2

Page 130

All dirt roads, grading just completed. Won’t last long. Vertical rescue training coming up in the next few weeks with DFES & SES looking at doing it at Hancock Gorge. May close gorge for half the day. Closures still in place as advised at last meeting. Comms upgrade occurring soon, new repeater tower going on repeater hill, current tower does not allow personnel access to top. Looking at moving mobile repeater to Mt Innoxa. Annual repeater maintenance happening in the next few weeks, rep from comms branch will look at all emergency radios etc. Had 5 vehicle rollovers, excessive speed or inattentive driving. Full blown rescues with all the agencies, many other incidents that have taken themselves to the hospital only aware of after the fact. Ranger team working hard in the field, patrolling gorges every day. November to February when rangers start to take their annual leave, so reduced numbers in the park.

Geoff – big thanks to everybody working together, call system is working well.

RIO TINTO Business as usual state coming out of Covid TFB awareness campaign - 30,000 employees & contractors within the business trying to communicate across that span of people working through that Bushfire mitigation is underway, in line with the section 33 Notice Cyclone prep, commencing internal packs & area checklists.Fleet upgrades improve capability for our Tom Price and Brockman fleet happen over the next few months. Dave & Greg sends apologies, captaincy now sits with Greg Lincoln. Capital works underway to improve facilities to improve the Tom Price Station, Richie going, we now have Darryl West moving into that role. Rob from greater Brockman sends his apologies. Big thanks to Steve Longo he is moving on thanks for your help over the years with Rio and private brigades.

St John Ambulance Carol – Business as usual, Paraburdoo have reported busiest month of the year. 120 call outs since last meeting, half of that was fly outs. Increase going into Karijini with rescues Covid not too much of a worry, a lot of PPE and continuing with training. 6 new AED’s have gone around town thanks to Cadets and Shire, campaign on how to use first responder app. Karijini group call, working with state operations centre to see how we can approve things, finalise a few details.

Paraburdoo VFRS Nathan - Sandbags left over from cyclone Damo, looking at relocating them to central hub, numbers are increasing, training & getting being qualified still an ongoing issue transient community.Quite a few jobs, 30 for the year. Power issue has been rectified since last cyclone.

WAPOL Nicole – raise about Karijini rescue plan, district officer has asked has been changed hazard agency should be health. Comes down to money. To be looked at again. Item 22 on action list – police still don’t have a key access for the platforms. Usually have 7 officers down to 5 at the moment, will go down to 3 for 4 weeks. Housing is an issue. Drop in crime.

ATTACHMENT 9.1.2

Page 131

Carl – Don’t have much to report, Oct / Nov there is only going to be 1 police officer in Paraburdoo. Local desktop exercise with the airport just recently Actual real exercise at the airport July next year, will be speaking with the SES to try and get some volunteers to act as potential victims. More to come.

SES Kathryn – Few rescues of late, got to do a vertical over handrail which was good for us.

16 active members – now have 6 chainsaw operators. In process with DFES to try and get a weather station put on top of the tower at the SES for a more localised reading of weather, getting some funding from around town possibly. New co-op building will hopefully start April 2021. Getting a trial general rescue remote area vehicle up in the next 3 months to trial that, specifically made for SES rescues Pilbara region have annual rope rescue continuation course out at karijini on the 19/20 September, 8 of our members going.

BFB Wayne – numbers have gone down few have left, in the process trying do a bit of recruitment 2 x high season LT’s been supplied by DFES, can go anywhere regional Working with Helen manager of waste services, water tank and firefighting trailer out at the tip, working with her. Green waste pile 2 / 3 years old trying to get it burning again, try to do in controlled but action in place if uncontrolled.

DFES Steve – operations normal, training back in full swing post borders coming down. Local training brigade level trying to catch up only certain amount, conclude end of this month as we enter fire season. 34 high tankers. After Cyclone Damien a lot happening in Karratha rehabilitation Steve’s time in the Pilbara come to the end, hole in the interim for CBFO it is covered by DFES if any incidents coming in BFAC next week, things for discussion in regards Deputy BFO. At the moment it is Morgwn Jones. Position in process of being filled at the moment. Most likely have Morgwn Jones in that seat in the interim. Thank you for the support he has had in the region over the past 3 ½ years. Enjoyed working with you.

10. Next Meeting Date: November 2020 – Date TBC

Close: 1117hours

Chair

ATTACHMENT 9.1.2

Page 132

Summary Minutes

STATE COUNCIL MEETING

2 September 2020

ATTACHMENT 9.1.3

Page 133

Summary Minutes 2 September 2020 State Council Meeting 2

NOTICE OF MEETING Meeting of the Western Australian Local Government Association State Council held at Crown Perth in Botanical Room 3, on Wednesday 2 September 2020.

1. ATTENDANCE, APOLOGIES & ANNOUNCEMENTS 1.1 Attendance

Members President of WALGA - Chair Mayor Tracey Roberts JP Deputy President of WALGA, Northern

Country Zone President Cr Karen Chappel JP

Avon-Midland Country Zone President Cr Ken Seymour Central Country Zone President Cr Phillip Blight Central Metropolitan Zone Cr Jenna Ledgerwood Central Metropolitan Zone Cr Paul Kelly East Metropolitan Zone Cr Catherine Ehrhardt East Metropolitan Zone Cr Kate Driver - Deputy Goldfields Esperance Country Zone President Cr Malcolm Cullen Gascoyne Country Zone President Cr Eddie Smith – Deputy

via teleconference Great Eastern Country Zone President Cr Stephen Strange Great Southern Country Zone Cr Ronnie Fleay Kimberley Country Zone Cr Chris Mitchell JP Murchison Country Zone Cr Les Price North Metropolitan Zone Cr Frank Cvitan JP North Metropolitan Zone Mayor Mark Irwin North Metropolitan Zone Mayor Albert Jacob - Deputy Peel Country Zone President Cr Michelle Rich Pilbara Country Zone Mayor Peter Long South East Metropolitan Zone Cr Julie Brown South East Metropolitan Zone Mayor Ruth Butterfield South Metropolitan Zone Cr Doug Thompson South Metropolitan Zone Mayor Carol Adams OAM South Metropolitan Zone Mayor Logan Howlett JP South West Country Zone President Cr Tony Dean Ex Officios Chair Commissioner, City of Perth Mr Andrew Hammond, arrived at

4:13pm Local Government Professionals WA Mr Jamie Parry Guests Minister for Local Government; Heritage;

Culture and the Arts Hon. David Templeman MLA – arrived at 5:11pm

Minister’s Chief of Staff Mr Gary Hamley, arrived at 5:11pm LGIS Chair Mr Peter Forbes LGIS Chief Executive Officer Mr Jonathan Seth Secretariat Chief Executive Officer Mr Nick Sloan EM Strategy, Policy and Planning Mr Mark Batty EM Governance & Organisational Services Mr Tony Brown EM Commercial and Communications Mr Zac Donovan EM Infrastructure Mr Ian Duncan Intergovernmental Relations and Risk Ms Joanne Burges Manager Strategy & Association Governance Mr Tim Lane Chief Financial Officer Mr Rick Murray Manager Governance Mr James McGovern Executive Officer Governance Ms Margaret Degebrodt

ATTACHMENT 9.1.3

Page 134


ORDER OF PROCEEDINGS

OPEN and WELCOME

The Chair declared the meeting open at 4:00pm.

Acknowledgement of Country

I would like to acknowledge the Whadjuk Nyoongar People who are the Traditional Custodians of this land we meet on today and I would like to pay my respects to their Elders past, present and future.

Welcome to:

Hon David Templeman MLA Minister for Culture and the Arts, Local Government and Heritage (arrived at 5:11pm).

Mr Gary Hamley Minister’s Chief of Staff (arrived at 5:11pm).

Mr Peter Forbes Chair LGIS

Mr Jonathan Seth Chief Executive Officer LGIS

Hon Mayor Albert Jacob North Metropolitan Zone Deputy

Cr Kate Driver East Metropolitan Zone Deputy

President Cr Eddie Smith Gascoyne Country Zone Deputy –via teleconference

State Councillors

WALGA secretariat APOLOGIES

Cr Russ Fishwick North Metropolitan Zone

Cr Cate McCullough East Metropolitan Zone

President Cr Cheryl Cowell Gascoyne Country Zone ANNOUNCEMENTS Nil

2. DECLARATIONS OF INTEREST

Pursuant to our Code of Conduct, State Councillors must declare to the Chair any potential conflict of interest they have in a matter before State Council as soon as they become aware of it.

Mayor Logan Howlett declared an interest in Item 5.1, as an owner of a park home covered by the Act

Cr Fleay declared an interest in Item 5.3 as a member of the WA Planning Commission

The following State Councillors declared an impartiality interest in Item 5.3 as a member of a Joint Development Assessment Panel (JDAP).

o Mayor Peter Long o Cr Frank Cvitan o Cr Julie Brown o Cr Chris Mitchell o Mayor Carol Adams o Cr Catherine Ehrhardt o President Cr Michell Rich o Mayor Ruth Butterfield o Cr Paul Kelly o Cr Kate Driver o President Cr Karen Chappel o Cr Jenna Ledgerwood

ATTACHMENT 9.1.3

Page 135


Cr Paul Kelly declared and impartiality interest in Item 5.5 PAPERS

State Councillors received the following papers under separate cover:

Strategic Forum Agenda

Flying Minute – Template Noongar Heritage Agreement for Local Government

Flying Minute – Infrastructure WA Discussion Paper

Item 5.6 Finance and Services Committee Meeting Minutes 22 July. o Management Financials o May Financial Dashboard o WALGA Financial Report for year ending 31 May 2020 o Deloittes Report o Deloittes Review o OAG Correspondence

Item 5.7 Finance and Services Committee Minutes 19 August 2020 o 2020/21 Governance Financials Pack period ending 31 July 2020 o 2020/21 Management Financials ending 31 July 2020

Item 5.8 Selection Committee Meeting Minutes

Item 5.9 LGIS Board Minutes

Item 5.10 LGIS Review Action Points Schedule - Confidential

CEO’s report to State Council

President’s Report (previously emailed to your Zone meeting) 3. MINUTES OF THE PREVIOUS MEETINGS

3.1 Minutes of Meeting Held 1 July 2020

Moved: Cr Julie Brown Seconded: Cr Chris Mitchell That the Minutes of the State Council meeting held Wednesday 1 July 2020 be confirmed as a true and correct record of proceedings. RESOLUTION 113.4/2020 CARRIED 3.1.1 Business arising from the Minutes of 1 July 2020. Nil

ATTACHMENT 9.1.3

Page 136

https://walga.asn.au/getattachment/3274853a-c491-424d-a565-297cf3f85976/Full-Minutes-State-Council-1-July-2020-(1).pdf


3.2 Flying Minutes of Template Noongar Heritage Agreement for Local Government – 6 August 2020

Moved: President Cr Karen Chappel Seconded: Mayor Logan Howlett That the Flying Minutes of the Template Noongar Heritage Agreement for Local Government, 6 August 2020, be confirmed as a true and correct record of proceedings. RESOLUTION 114.4/2020 CARRIED 3.2.1 Business arising from the Flying Minutes of the Template Noongar Heritage Agreement. Nil

3.3 Flying Minutes Infrastructure WA Discussion Paper and Submission

Moved: President Cr Michelle Rich Seconded: President Cr Stephen Strange That the Flying Minutes of the Infrastructure WA Discussion Paper of 18 August 2020 be confirmed as a true and correct record of proceedings. RESOLUTION 115.4/2020 CARRIED 3.3.1 Business arising from the Flying Minutes of 18 August 2020. Nil

ATTACHMENT 9.1.3

Page 137




5. MATTERS FOR DECISION

5.1 Park Home Approvals and the Caravan Parks and Camping Grounds Act 1995 (05-018-02-0002 VJ)

By Vanessa Jackson, Policy Manager Planning and Improvement

Mayor Logan Howlett declared an interest in Item 5.1, as an owner of a park home covered by the Act and left the meeting at 4:04pm.

Recommendation

That WALGA requests the State Government to:

1. Urgently amend the Caravan Parks and Camping Grounds Act 1995 to allow the continued lawful placement of new manufactured homes on caravan park sites until 2030; and

2. Undertake a full review of the Caravan Parks and Camping Grounds Act 1995 and

associated legislation and regulations.

Avon Midland Country Zone WALGA Recommendation supported

Central Country Zone WALGA Recommendation supported

Central Metropolitan Zone WALGA Recommendation supported

East Metropolitan Zone WALGA Recommendation supported

Gascoyne Zone WALGA Recommendation supported

Goldfields Esperance Country Zone WALGA Recommendation supported

Great Eastern Country Zone WALGA Recommendation supported

Great Southern Country Zone WALGA Recommendation supported

Kimberley Zone WALGA Recommendation supported

Murchison Country Zone WALGA Recommendation supported

North Metropolitan Zone WALGA Recommendation supported

Northern Country Zone WALGA Recommendation supported

Pilbara Zone WALGA Recommendation supported

South Metropolitan Zone WALGA Recommendation supported

South West Country Zone WALGA Recommendation supported

PEEL ZONE

That the Peel Country Zone recommends the deletion of the first section of the recommendation and supports the following recommendation: - That WALGA requests the State Government to undertake a full review of the Caravan Parks and Camping Grounds Act 1995 and associated legislation and regulations. SOUTH EAST METROPOLITAN ZONE The South East Metropolitan Zone supports Item 5.1 with the following amendment to point one: That WALGA requests the State Government to:

1. Urgently amend the Caravan Parks and Camping Grounds Act 1995 to allow the continued lawful placement of new manufactured homes on caravan park sites until 2025; and

2. Undertake a full review of the Caravan Parks and Camping Grounds Act 1995 and associated legislation and regulations.

ATTACHMENT 9.1.3

Page 138


SECRETARIAT COMMENT The intent of the initial resolution was to request the State Government to undertake a full review of the Caravan Parks and Camping Grounds Act 1995 and associated legislation and regulations, due to the issues raised through the SAT case on manufactured homes on caravan park sites. Rather than set a timeframe, or be specific about ‘continued lawful placement’ of the park homes, an urgent review could be suggested to look at the issues raised in the SAT case and to enable further consultation with members.

Moved: Cr Julie Brown Seconded: Cr Catherine Ehrhardt

That WALGA urgently requests the State Government to undertake a full review of the Caravan Parks and Camping Grounds Act 1995 and associated legislation and regulations, to address manufactured homes on caravan park sites.

RESOLUTION 116.4/2020 CARRIED

Mayor Howlett returned to the meeting at 4:07pm.

ATTACHMENT 9.1.3

Page 139


5.2 Submission on Decision Paper – Swimming Pool and Safety Barrier Control (05-015-02-0010 VJ) By Vanessa Jackson, Policy Manager Planning and Improvement

Recommendation

That the submission on the Decision Paper on Swimming Pool and Safety Barrier Control, be endorsed.













Peel Zone WALGA Recommendation supported


South East Metropolitan Zone WALGA Recommendation supported



Moved: Cr Chris Mitchell Seconded: President Cr Malcolm Cullen

That the submission on the Decision Paper on Swimming Pool and Safety Barrier Control, be endorsed. RESOLUTION 117.4/2020 CARRIED

ATTACHMENT 9.1.3

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5.3 Development Assessment Panels (05-047-01-0016 CH) By Chris Hossen, Senior Planner

Cr Fleay declared an interest in Item 5.3 as a member of WA Planning Commission and left the room at 4:09pm.

The following State Councillors declared an impartiality interest in this item as members of a Joint Development Assessment Panel (JDAP).

Mayor Peter Long

Cr Frank Cvitan

Cr Julie Brown

Cr Chris Mitchell

Mayor Carol Adams

Cr Catherine Ehrhardt

President Cr Michell Rich

Mayor Ruth Butterfield

Cr Paul Kelly

Cr Kate Driver

President Cr Karen Chappel

Cr Jenna Ledgerwood

Recommendation

That the findings and recommendations of the Development Assessment Panels, 2011-20 Review be endorsed and that WALGA advocate for: 1. The abolishment of the current ‘mandatory’ mechanism which requires a Development

Assessment Panel to act as the decision maker where a proposal has a value of $10 million or greater, and replace this with an ‘opt in’ mechanism for all proposals;

2. Raising the Development Assessment Panel threshold from the current $2 million back

to $3 million; and 3. The Department of Planning, Lands and Heritage to make public comprehensive data

related to the performance of the Development Assessment Panel system to improve the transparency of the system.
















ATTACHMENT 9.1.3

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PEEL ZONE

That the Peel Zone supports the Agenda resolution, with the following amendment to Dot point 2: - 2. Raising the Development Assessment Panel threshold from the current $2 million to $5

million. EAST METROPOLITAN ZONE

Supported subject to the amendment to point 2.

That the findings and recommendations of the Development Assessment Panels, 2011-20 Review be endorsed and that WALGA advocate for:

1. The abolishment of the current ‘mandatory’ mechanism which requires a Development Assessment Panel to act as the decision maker where a proposal has a value of $10 million or greater, and replace this with an ‘opt in’ mechanism for all proposals;

2. Raising the Development Assessment Panel threshold from the current $2 million to $4

million; and

3. The Department of Planning, Lands and Heritage to make public comprehensive data related

to the performance of the Development Assessment Panel system to improve the transparency of the system.

SECRETARIAT COMMENT The raising of the minimum threshold is supported, either to $3, $4 or $5 million, would be better than the current low threshold of $2 million. Given the State Development Assessment Unit has established a $5 million threshold for optional applications in the ‘Region’, this benchmark could be considered an appropriate amount to increase to, aligning with the State’s current approach.

Moved: Cr Les Price Seconded: Cr Chris Mitchell That the findings and recommendations of the Development Assessment Panels, 2011-20 Review be endorsed and that WALGA advocate for:

1. The abolishment of the current ‘mandatory’ mechanism which requires a Development Assessment Panel to act as the decision maker where a proposal has a value of $10 million or greater, and replace this with an ‘opt in’ mechanism for all proposals;

2. Raising the Development Assessment Panel threshold from the current $2 million to

$5 million; and 3. The Department of Planning, Lands and Heritage to make public comprehensive data

related to the performance of the Development Assessment Panel system to improve the transparency of the system.


Cr Ronnie Fleay returned to the meeting at 4:13pm.

ATTACHMENT 9.1.3

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5.4 Air Handling Discussion Paper Part Two (05-031-01-0001 BW)

By Bec Waddington, Policy Officer, Community

Recommendation

That the submission to the Department of Health in response to the Air Handling discussion paper Part Two be endorsed.













Peel Zone WALGA Recommendation supported





Moved: President Cr Michelle Rich Seconded: Mayor Carol Adams That the submission to the Department of Health in response to the Air Handling discussion paper Part Two be endorsed.


ATTACHMENT 9.1.3

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5.5 Local Government Review Panel Final Report (05-034-01-0001 TB)

Tony Brown, Executive Manager Governance and Organisational Service James McGovern, Manager Governance Cr Paul Kelly declared an impartiality interest in this item.

1. That WALGA SUPPORT the following Recommendations from the Local Government Review Panel Final Report:

Recommendations 1, 2, 3, 4, 6 and 7;

Recommendation 8;

Recommendation 11;

Recommendations 12, 13 and 14;

Recommendation 15;

Recommendations 16 and 17;

Recommendation 24;

Recommendations 25(b) to (f);

Recommendations 26(b), (d), (e) and (f);

Recommendations 28, 29, 30, 31, 32(1)(a) to (o) and 32(2)(a);



Recommendations 38(c), (d) and (e);

Recommendations 39, 40, 41(a) to (g) and (i);

Recommendation 42;


Recommendations 45, 46, 47, 48 and 49;

Recommendations 50, 51 and 52;

Recommendation 54;

Recommendations 55(a), (b), (d), (e), (f), (h) and (i);

Recommendation 56;

Recommendation 57;

Recommendation 59;


Recommendation 64(c);

Recommendations 65(a) to (e).

2. That WALGA OPPOSE the following Recommendations from the Local Government

Review Panel Final Report:

Oppose Recommendation 5;


Oppose Recommendations 23 and 25(a);

Oppose Recommendation 26(c);

Oppose Recommendations 32(2)(b) and (c);


Oppose Recommendations 38(a) and (b);

Oppose Recommendation 41(h);

ATTACHMENT 9.1.3

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Oppose Recommendations 53(a) and (b);

Oppose Recommendations 55(c) and (g);




3. That WALGA CONDITIONALLY SUPPORT the following Recommendations from the

Local Government Review Panel Final Report as described:

Recommendations 9 and 10 and but oppose any proposal to remove the poll provisions (Dadour provisions) in Schedule 2.1, Clause 8 of the Local Government Act;

Recommendation 18 and reiterate WALGA’s current advocacy position that there be adequate funding of legislative responsibilities assigned to Local Governments in relation to service delivery to remote Aboriginal communities;

Recommendations 20, 21 and 27 in support of a broad review of the property franchise including a community consultative process;

Recommendation 26(a) conditional upon a review of the relative benefits and merits of changes to reduce numbers of Elected Members on Council be supported, on the following basis:

o Populations up to 5,000 – 5 to 7 Councillors (incl. President)

o Populations between 5,000 and 75,000 – 5 to 9 Councillors (incl. Mayor/President)

o Populations above 75,000 – up to 15 Councillors (incl. Mayor);

4. That WALGA carry out further consultation on the following Recommendations from

the Local Government Review Panel Final Report:

Recommendation 22 – All In/All Out Elections;

Recommendations 64(a) and (b) - WALGA

Recommendation 65(f) – Transfer of Employee Entitlements

SECRETARIAT COMMENT 11 Zones have provided a recommendation to endorse the WALGA recommendation either in full or subject to amendments. Six Zones have requested State Council to consider deferring the item.



SOUTH METROPOLITAN ZONE That the South Metropolitan Zone supports item 5.5 as listed in the September 2020 State Council Agenda subject to the following;

1. That WALGA’s position on Recommendation 19 of the Local Government Panel’s recommendations be changed from oppose to support.

2. That WALGA’s position on Recommendation 22 of the Local Government Panel’s recommendations be changed from carrying out further consultation to opposition to the proposal.

3. That WALGA’s position on Recommendation 26(b) of the Local Government Panel’s recommendations be changed from support to oppose.

ATTACHMENT 9.1.3

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4. That WALGA’s position on Recommendation 32(2)(b) and 32(2)(c) of the Local Government Panel’s recommendations be changed from oppose to conditional support.

5. That WALGA’s position on Recommendation 33(f) of the Local Government Panel’s recommendations be changed from support to oppose.

6. That WALGA’s position on Recommendation 44(g) of the Local Government Panel’s recommendations be changed from support to oppose.

7. That WALGA’s position on Recommendation 44(d) of the Local Government Panel’s recommendations be changed from support to oppose.

8. That WALGA’s position on Recommendation 50(c) of the Local Government Panel’s recommendations be changed from support to oppose.

9. That WALGA’s position on Recommendation 55(c) of the Local Government Panel’s recommendations be changed from oppose to support.

NORTH METROPOLITAN ZONE

That the North Metropolitan Zone endorses the WALGA recommendations with the following amendments:

1. Recommendation 22 - Oppose All In/All Out Elections (no further consultation required).

2. Recommendation 26(e) - Oppose introduction of four-year elections, council elected Mayors/Presidents elected for 2-year terms.

3. Recommendation 56(b) - Conditionally support, subject to recognition of prior learning being acknowledged and noting the cost impact on small Councils of compulsory training.

MURCHISON COUNTRY ZONE

That the Murchison Country Zone support WALGA’s response to the Local Government review panel final report, with the following amendments:

3(b) – Oppose. Councils represent all groups and to single one out would be divisive;

7(c) – No need to reference any particular section of the community;

8(e) – Oppose. Peak bodies should have no role;

12 – Conditionally support, optional not mandatory;

12(c) - Conditionally support, optional not mandatory;

16 – Oppose. Councils represent all groups and to single one out would be divisive;

17 – Oppose. Councils represent all groups and to single one out would be divisive;

22 – Oppose. Consultation not considered necessary;

25(d) – Oppose;

26(a) – Oppose;

33(b) – Term “responsive” to be reviewed as dictionary definition “reacting quickly and positively” not considered appropriate for all individuals/groups;

46 – Oppose;

51 – Delete term “reasonable”;

52 – Oppose. Full cost recovery impractical for currently subsidised services e.g. swimming pool entry fees;

54(c) – Oppose. Should not be mandatory as internal audits impractical for small councils;

ATTACHMENT 9.1.3

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55 – Oppose in entirety, noting WALGA is opposed to 55(b),(c)&(g);

63 – Oppose;

While silent on the matter, the zone believes the review should have included consideration of vexatious complainants.

SOUTH WEST COUNTRY ZONE That the WALGA recommendation relating to Item 5.5 be supported with the following amendments:

1. Panel recommendation 11 be subject to further consultation (i.e. moved from Part 1 of the

recommendation to Part 4).

2. Panel recommendation 55 (h) be opposed.

3. In relation to Panel recommendation 26 (a), the number of Elected Members applicable to

Local Governments with populations between 5,000 and 75,000 be amended to read:

“Populations between 5,000 and 75,000 – 5 to 11 Councillors (incl. Mayor/President)”

4. That Panel recommendation 22 be opposed. PILBARA COUNTRY ZONE That the Pilbara Zone:

1. Suggests WALGA concentrates on a small number of important concerns but makes a

positive contribution by explaining what it considers would be an unsatisfactory outcome and

recommends changes that would result in an improved outcome;

2. Supports in particular, WALGA’s opposition to Recommendations 38a, 38b, 53a and 53b and

will provide further information on Pilbara Zone concerns before the September State Council

meeting;

3. Notes all Matters for Noting and Organisational Reports as listed in the September 2020 State

Council Agenda. GOLDFIELDS ESPERANCE COUNTRY ZONE

GVROC support the WALGA recommendations 1 through 4 as presented in this item, with the following amended resolutions regarding:

Recommendation 18 – GVROC support rather than conditionally support, that there be adequate funding of legislative responsibilities assigned to Local Governments in relation to service delivery to remote Aboriginal Communities.

Recommendation 26(a) – GVROC support rather than conditionally support, WALGA’s suggested numbers of Elected Members on Council on the following basis:

o Populations up to 5,000 – 5 to 7 Councillors (incl. President) o Populations between 5,000 and 75,000 – 5 to 9 Councillors (incl. Mayor/President) o Populations above 75,000 – up to 15 Councillors (incl. Mayor).

Recommendation 22 – GVROC Oppose All in /All out Elections. CENTRAL COUNTRY ZONE

That WALGA SUPPORT Recommendations 8 and 11 subject to the following conditions:

a) The Emergency Services Levy receipt and distribution being included as one of the functions of the Local Government Commission; and

b) The Local Government Commission include two current elected members.

That WALGA OPPOSE Recommendations 9 and 10.

ATTACHMENT 9.1.3

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That WALGA SUPPORT Recommendations 12, 13 and 14 on the condition that WALGA advocates

for regional cooperation to remain voluntary and not be mandated as recommended in the Review

Panel’s Recommendation 12.

That WALGA OPPOSE Recommendations 16 and 17 as the recommendations are considered

divisive and unnecessary.

That WALGA CONDITIONALLY OPPOSE Recommendation 19 requesting that further research

into voting methodologies be undertaken before a final WALGA position is determined.

That WALGA OPPOSE Recommendation 22.

That WALGA OPPOSE Recommendation 25(d) which reads:

A caretaker policy should be introduced barring elected members up for re-election from

representing the council at events, handing out council grants or donations and moving

substantive notices of motion in the period before the election, and a requirement to comply

with this policy should be included in the Code of Conduct.

That WALGA CONDITIONALLY SUPPORT Recommendation 26(a) subject to a review of the

relative benefits and merits of the number of Elected Members on Council being determined on the

following basis:

(i) Populations up to 75,000 – 5 to 9 Councillors (incl. Mayor/President)

(ii) Populations above 75,000 – up to 15 Councillors (incl. Mayor)

That WALGA CONDITIONALLY SUPPORT Recommendations 36 and 37 subject to further

consultation on the impact to the sector of Review Panel Recommendation 37d(v) which reads:

“Require a ‘regional issues and priorities’ section within Council Plans, to be prepared in consultation

with neigbouring local governments.”

That the Central Country Zone and WALGA reserves the right as accorded in the State Local Government Partnership Agreement to the period of 12 weeks consultation on any legislative change that affects the sector.

GREAT EASTERN COUNTRY ZONE

That the Great Eastern Country Zone supports all matters for decision on the September 2020 State Council Agenda, subject to the below:

That WALGA’s position on recommendation 25c be changed from support to oppose That WALGA’s position on recommendation on 22 be changed from consult to oppose That WALGA’s position on recommendation 38c to 38e be changed from support to conditionally support (request to be in conjunction of the 4 year cycle) That WALGA’s position on recommendation to 46 be changed from support to conditionally support (one size doesn’t fit all). That WALGA’s position on recommendation to 54c be changed from support to oppose That WALGA’s position on recommendation to 55h be changed from support to oppose That WALGA’s position on recommendation to 55I be changed from support to oppose

ATTACHMENT 9.1.3

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GREAT SOUTHERN COUNTRY ZONE That WALGA’s recommendation relating to Item 5.5 be supported, with the following amendments:

1. Recommendation 3(e) – further clarity is requested 2. Recommendation 7(f) – further clarity is requested, noting ratios and benchmarks will take the

‘local’ out of Local Government 3. Recommendations 8 be opposed 4. Recommendation 12(b) be conditionally supported once regional subsidiary model is

understood 5. Recommendation 13 – further clarity is requested 6. Recommendation 19 be strongly opposed 7. Recommendation 22 be opposed 8. Recommendations 25(b), (d) and (e) be opposed 9. Recommendation 27 be supported 10. Recommendation 29 (i) – the word officers should be removed 11. Recommendation 32(2)(b) be supported 12. Recommendation 39 – further clarity regarding the word ‘active’ is requested 13. Recommendation 44(f) – support but remove the word ‘more’ 14. Recommendation 45(d) be strongly opposed 15. Recommendation 49 be opposed 16. Recommendation 53(b) be strongly opposed 17. Recommendations 54(c) and (d) be opposed 18. Recommendations 55(e), (f), and (h) be opposed 19. Recommendation 57 be opposed 20. Recommendation 58 be strongly opposed 21. Recommendation 59 be opposed 22. Recommendation 60 be strongly opposed NORTHERN COUNTRY ZONE

That the Northern Country Zone of WALGA requests that the paper be laid on the table until such time as all Zones have had an opportunity to form a considered response. The Northern Country Zone of WALGA does not support the report in its current form. SOUTH EAST METROPOLITAN ZONE

That the South East Metropolitan Zone:

1. Advises State Council that the Zone has a number of concerns regarding Item 5.5 of the

September State Council Agenda, but has not had sufficient time to adequately consult

Elected Members of Member Councils and reach a position on this item; and

2. Requests that State Council defer consideration of Item 5.5 until the November/December

round of meetings. That the South East Metropolitan Zone recommend:

That WALGA seek from the Minister for Local Government:

1. A commitment to consider WALGA’s feedback on the Recommendations of the Local

Government Review Panel Final Report, in accordance with the principles of the State and

Local Government Partnership Agreement; and

2. An understanding of the State Government’s intended process and timeline to address the

recommendations.

ATTACHMENT 9.1.3

Page 149


PEEL ZONE That the Peel Zone does not support the recommendation in the WALGA September Agenda, and recommends: -

1. That WALGA request that the Minister for Local Government not proceed with any of the

recommendations in the Local Government Act Review Panel Report, until each Local

Government has had a though review and discussion of the implications of the report.

2. That WALGA’s State Council defer the consideration of the Local Government Act Review

Panel Report until members have had the opportunity to review the report.

3. That WALGA arrange a process whereby every Local Governments can be surveyed on the

Local Government Act Review Panel Report recommendations, to ensure proper

democratic representation. EAST METROPOLITAN ZONE

That WALGA defer endorsing recommendations on the Local Government Act Review Panel Report until the WALGA AGM. CENTRAL METROPOLITAN ZONE

That the Central Metropolitan Zone DEFERS decision on Item 5.5 Local Government Act Review Panel Report in order for;

WALGA to seek further feedback from Local Governments and Elected Members on its

draft response to the Local Government Panel Review Final Report;

That this feedback be considered and incorporated as appropriate into its final response for

consideration at the December 2020 State Council meeting. GASCOYNE COUNTRY ZONE

Point 1. Will table a limited response to item 5.5 at State Council, listing those items where the Zone disagrees with the WALGA recommendations; and

Point 2. Requests that due to the complexity and importance of item 5.5, Sate Council grant an extension for the Zone to submit a detailed response within 3 weeks. SECRETARIAT COMMENT The Local Government Act Review Panel report needs to be read as a high level policy recommendation document. The specific wording of items will change when the legislative drafting takes place. There were a number of recommendations objecting to specific words used in the recommendations. Due to this a further recommendation has been added to include a request for WALGA to be consulted during the legislative drafting process by the Parliamentary Counsel. The following amendments have been incorporated into the composite recommendation;

Recommendation 8 (e) – Oppose on the basis that Sector peak bodies should have no power independent of its membership or constituted purpose.

Recommendation 10 (a) – Oppose: All Zones who responded have advised that there is no need for a consultation process, just to oppose the proposal any amendments to the Poll provisions.

Recommendation 12 (a) to (c) – Conditionally Support on the basis of voluntary involvement in regional cooperation based on the general competence principle.

ATTACHMENT 9.1.3

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Recommendation 22 – Oppose. All Zones who responded have advised that there is no need for a consultation process, just to oppose the proposal for all in all out elections every 4 years

Recommendation 25 (d) – Oppose on the basis that Local Governments could have a caretaker policy under the general competency principle, it should not be mandated.

Recommendation 26 (a) – Conditionally support on review of the relative benefits and merits

of the number of Elected Members on Council being determined on the following basis:

(i) Populations up to 75,000 – 5 to 9 Councillors (incl. Mayor/President)

(ii) Populations above 75,000 – up to 15 Councillors (incl. Mayor)

Recommendation 26 (e) Oppose the reference to All in All out 4 year terms.

Recommendation 46 – Conditionally support subject to the model procurement policy being developed on a size and scale basis.

Recommendation 54 (c) – Conditionally Support subject to greater clarity on the requirement for internal audits.

Recommendation 55 (e) – Conditionally support depending on the practicalities of recording meetings across the State.

Recommendation 55 (h) – Conditionally Support on the basis that the Department “oversight” role be on a voluntary opt in basis.

Recommendation 56 (b) – Conditionally Support, subject to recognition of prior learning being acknowledged and noting the cost impact on small Councils of compulsory training and that the State Government should fund the training.

ATTACHMENT 9.1.3

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MOTION

Moved: President Cr Karen Chappel Seconded: Cr Catherine Ehrhardt Defer the item until further member consultation and refer back for consideration at the December 2020 State Council Meeting. LOST

MOTION Moved: Mayor Carol Adams Seconded: Cr Stephen Strange That State Council Standing Orders be suspended for 20 minutes, (approximately 4:20pm). CARRIED MOTION Moved: Mayor Carol Adams Seconded: Cr Stephen Strange That State Council Standing Orders be suspended for a further 10 minutes, (approximately 4:40pm). CARRIED MOTION Moved: Cr Catherin Ehrhardt Seconded: Cr Paul Kelly That State Council Standing orders be resumed, (approximately 4:50pm).

CARRIED Moved: Cr Paul Kelly Seconded: President Cr Karen Chappel That WALGA:

1. Acknowledges the panel report and the recommendations received from Zones and continue to work with the Government to undertake further consultation on the recommendations contained therein;

2. Requests a formal commitment from the Minister for Local Government that the Local Government Sector be consulted on the Draft Local Government Bill in line with the State / Local Government Partnership Agreement and that WALGA actively participates in the legislative drafting process to develop the new Local Government Act; and

3. Strongly encourages individual Local Governments to consider responding to the

recommendations of the panel report and advise WALGA of their submissions by 31 October 2020.


ATTACHMENT 9.1.3

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MATTERS FOR CONSIDERATION BY STATE COUNCILLORS (UNDER SEPARATE COVER)

5.6 Special Finance and Services Committee Minutes (01-006-03-0006 TB) Moved: Cr Julie Brown Seconded: Mayor Logan Howlett That the Minutes of the Special Finance and Services Committee Meeting held 22 July 2020 be endorsed. RESOLUTION 120.4/2020 CARRIED

5.7 Finance and Services Committee Minutes (01-006-03-0006 TB) Moved: Cr Julie Brown Seconded: Mayor Logan Howlett That the Minutes of the Finance and Services Committee Meeting held 19 August 2020 be endorsed. RESOLUTION 121.4/2020 CARRIED

5.8 Selection Committee Minutes (01-006-03-0011 CO)

By Tim Lane, Manager Strategy and Association Governance Since the 18 August Selection Committee meeting, a request has been received from the Minister for Health, Hon Roger Cook MLA, seeking two panels of names for the following positions on the Local Health Authorities Analytical Committee:

Two metropolitan members

One non-metropolitan member The Minister has requested the panels to be submitted by 30 September 2020. While this timeframe will not be able to be met, it is recommended that the vacancies be included in the special Selection Committee process proposed in the 18 August Selection Committee Minutes to seek nominations for the vacancies on the DFES Bush Fire Services Capital Grants Committee and the DFES State Emergency Services Capital Grants Committee. Utilising this process, panels of names will be able to be provided to the Minister for Health by the end of October, and the Minister for Health will be advised of the Selection Committee process and timeframe if the proposed course of action is endorsed. It is recommended that State Council delegate authority to the Selection Committee to undertake this process during September and October. The outcomes of this process will be reported to State Council at the 2 December 2020 State Council meeting. Moved: Cr Ronnie Fleay Seconded: Cr Frank Cvitan That:

1. The recommendation in the 18 August 2020 Selection Committee Flying Minute be endorsed; and,

ATTACHMENT 9.1.3

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2. The Selection Committee be granted authority to advertise positions on the Local Health Authorities Analytical Committee and put forward panels to the Minister for Health.


5.9 LGIS Board Minutes

Moved: Mayor Logan Howlett Seconded: Cr Chris Mitchell That the Minutes of the LGIS Board meetings held 25 June 2020 and 13 August 2020 be noted. RESOLUTION 122.4/2020 CARRIED

5.10 LGIS Review Action Points Schedule - Confidential

Moved: Cr Julie Brown Seconded: Cr Frank Cvitan

That the LGIS Review Action Points Schedule, August 2020 be noted. RESOLUTION 123.4/2020 CARRIED

ATTACHMENT 9.1.3

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6. MATTERS FOR NOTING / INFORMATION

6.1 COVID-19 Pandemic – Update

By Nicole Matthews, COVID-19 Coordinator

WALGA RECOMMENDATION

That the information contained in this report be noted.

Avon Midland Country Zone WALGA recommendation noted

Central Country Zone WALGA recommendation noted

Central Metropolitan Zone WALGA recommendation noted

East Metropolitan Zone WALGA recommendation noted

Gascoyne Zone WALGA recommendation noted

Goldfields Esperance Country Zone WALGA recommendation noted

Great Eastern Country Zone WALGA recommendation noted

Great Southern Country Zone WALGA recommendation noted

Kimberley Zone WALGA recommendation noted

Murchison Country Zone WALGA recommendation noted

North Metropolitan Zone WALGA recommendation noted

Northern Country Zone WALGA recommendation noted

Peel Zone WALGA recommendation noted

Pilbara Zone WALGA recommendation noted

South East Metropolitan Zone WALGA recommendation noted

South Metropolitan Zone WALGA recommendation noted

South West Country Zone WALGA recommendation noted

Moved: Mayor Logan Howlett Seconded: Cr Les Price That the information contained in this report be noted. RESOLUTION 124.4/2020 CARRIED

ATTACHMENT 9.1.3

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6.2 Planning and Development Amendment Act 2020 (06-03-01-0001)

By Vanessa Jackson, Policy Manager Planning and Improvement


That the advocacy undertaken on the Planning and Development Amendment Act 2020 be noted.


















Moved: Mayor Logan Howlett Seconded: Cr Les Price That the advocacy undertaken on the Planning and Development Amendment Act 2020 be noted. RESOLUTION 125.4/2020 CARRIED

ATTACHMENT 9.1.3

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6.3 Australian Fire Danger Rating System (AFDRS) Program (05-024-03-0035 EDR)

By Evie Devitt-Rix, Acting Policy Manager Emergency Management


That the following be noted:

1. An update on progress of the Australian Fire Danger Rating System (AFDRS), including the implementation timeline for the project.

2. Advice from the Department of Fire and Emergency Services (DFES) for Local

Governments to suspend investment in current fire danger rating signage (including electronic signs) until a final prototype is announced.


















Moved: Cr Chris Mitchell Seconded: President Cr Phillip Blight That the following be noted:

1. An update on progress of the Australian Fire Danger Rating System (AFDRS), including the implementation timeline for the project.

2. Advice from the Department of Fire and Emergency Services (DFES) for Local

Governments to suspend investment in current fire danger rating signage (including electronic signs) until a final prototype is announced.


ATTACHMENT 9.1.3

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6.4 Report Municipal Waste Advisory Council (MWAC) (01-006-03-0008 RNB)

By Rebecca Brown, Manager Waste and Recycling


That the resolutions of the Municipal Waste Advisory Council at its 24 June 2020 meeting be noted.


















Moved: Cr Doug Thompson Seconded: Mayor Logan Howlett That the resolutions of the Municipal Waste Advisory Council at its 24 June 2020 meeting be noted. RESOLUTION 127.4/2020 CARRIED

ATTACHMENT 9.1.3

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7. ORGANISATIONAL REPORTS

7.1 Key Activity Report

7.1.1 Report on Key Activities, Commercial and Communications (01-006-03-0017 ZD)

Moved: President Cr Karen Chappel Seconded: Mayor Logan Howlett That the Key Activity Report from the Commercial and Communications Unit to the September 2020 State Council meeting be noted.


MINISTERIAL PRESENTATION - Local Government Act Panel Report

The Minister and Mr Gary Hamley arrived at 5:11pm. The Minister for Local Government; Heritage; Culture and the Arts, Hon. David Templeman MLA, presented to the meeting on the Local Government Act Panel Report.

7.1.2 Report on Key Activities, Governance and Organisational Services (01-006-03-0007 TB)

Moved: Mayor Logan Howlett Seconded: Cr Chris Mitchell That the Key Activity Report from the Governance and Organisational Services Unit to the September 2020 State Council meeting be noted. RESOLUTION 129.4/2020 CARRIED

7.1.3. Report on Key Activities, Infrastructure (05-001-02-0003 ID)

Moved: Mayor Logan Howlett Seconded: Cr Chris Mitchell That the Key Activity Report from the Infrastructure Unit to the September 2020 State Council

meeting be noted.


ATTACHMENT 9.1.3

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7.1.4 Report on Key Activities, Strategy, Policy and Planning (01-006-03-0014 MJB)

Moved: Mayor Logan Howlett Seconded: Cr Chris Mitchell That the Key Activity Report from the Strategy, Policy and Planning Unit to the September

2020 State Council meeting be noted.


7.2 Policy Forum Reports (01-006-03-0007 TB)

Moved: Mayor Logan Howlett Seconded: Cr Chris Mitchell That the report on the Key Activities of the Association’s Policy Forums to the September State Council Meeting be noted. RESOLUTION 132.4/2020 CARRIED

7.3 President’s Report

Moved: Cr Julie Brown Seconded: President Cr Phillip Blight That the President’s Report for September 2020 be received. RESOLUTION 133.4/2020 CARRIED

7.4 CEO’s Report

Moved: Mayor Logan Howlett Seconded: President Cr Phillip Blight That the CEO’s Report for September 2020 be received. RESOLUTION 134.4/2020 CARRIED The Chair acknowledged the resignation of Mr Mark Batty, Executive Manager Strategy, Policy and Planning. On behalf of State Council thanks were extended to Mark for his loyalty and commitment to WALGA and the sector.

7.5 Ex-Officio Reports

7.5.1 LG Professionals Report Mr Jamie Parry, President, LG Professionals, provided an update to the meeting.

ATTACHMENT 9.1.3

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Cr Julie Brown left the meeting at 6:20pm. 7.5.2 City of Perth Report Mr Andrew Hammond, Chair Commissioner, City of Perth, provided an update to the meeting.

ATTACHMENT 9.1.3

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8. ADDITIONAL ZONE RESOLUTIONS

Moved: Mayor Logan Howlett Seconded: Mayor Peter Long That the additional Zone Resolutions from the August 2020 round of Zones meetings as follows be referred to the appropriate policy area for consideration and appropriate action. RESOLUTION 135.4/2020 CARRIED

NORTHERN COUNTRY ZONE

Corella Control – Strategy, Policy and Planning

That the Northern Country Zone of WALGA 1. Forms a Working Group to progress the regional control of Corellas and 2. Advocates, through WALGA, for a state-wide strategy for the control of mobile pest species, including Corellas.

EAST METROPOLITAN ZONE

WALGA Advocacy – Prevent Support Heal Campaign – People and Place

That WALGA:

1. Recognises the important role Local Governments play in helping people stay connected and contributing members of their communities through prevention programs and community development initiatives and more broadly helping community mental health organisations care for people with mental health challenges, particularly through the COVID pandemic;

2. That WALGA formally endorse and support the Prevent Support Heal campaign by; a. Writing to all Mayors and CEOs at each LGA in WA about the campaign b. Promoting the campaign through their various communications channels; and

3. Requests all Mayors write to Premier Mark McGowan that funding for mental health prevention and community support must be increased as a matter of urgency for Local Governments to care for their communities through the COVID recovery and beyond.

Family and Domestic Violence Discussion Paper – People and Place 1. That WA Local Governments recognise the prevalence, seriousness and preventable nature of

family and domestic violence and the roles that Local Governments can play in addressing gender equity and promoting respectful relationships in their local community.

2. That WALGA advocates to the State Government: a. to define and communicate the role, responsibilities and expectations of Local

Governments in family and domestic violence. b. for adequate funding for family and domestic violence programs and services,

particularly in regional areas. c. for appropriate resources and funding be allocated to Local Governments to

implement any particular roles and actions addressing family and domestic violence as defined in the State Strategy.

d. to provide support to Local Government in the broader rollout of the Prevention Toolkit for Local Government.

e. to continue advocacy to the Commonwealth Government for additional funding and support.

3. That WALGA organises presentations for Local Governments that address family and domestic violence, as part of relevant events or webinars.

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SOUTH METROPOLITAN ZONE

C40 Climate Leadership Group ‘Statement of Principles’ – Environment

That WALGA consider the principles adopted in the “Statement of Principles” announced by the Mayors of the C40 Climate Leadership Group and adopt a position to put to Local Governments to support a similar COVID 19 recovery plan through action and advocacy.

Advocacy for Corella Management – Environment That WALGA advocate to State Government to establish and implement a Corella Management Strategy for the Perth Metropolitan area as well as the broader impacted regions of Western Australia with the objective of:

(a) Having a State Government body / department facilitate a Corella Control Program. (b) Apply a tenure blind approach to Corella control. (c) Reduce the pest Corella population to levels that are determined to be ecologically

sustainable.

SOUTH WEST COUNTRY ZONE

Family and domestic Violence Discussion Paper – People and Place

1. That WA Local Governments recognise the prevalence, seriousness and preventable nature of

family and domestic violence and the roles that Local Governments which have capacity can

voluntarily play in addressing gender equity and promoting respectful relationships in their local

community.

2. That WALGA advocates to the State Government:

a. to define and communicate the role, responsibilities and expectations of Local Governments in family and domestic violence.

b. for adequate funding for family and domestic violence programs and services, particularly in regional areas.

c. for appropriate resources and funding be allocated to Local Governments to implement any particular roles and actions addressing family and domestic violence as defined in the State Strategy.

d. to provide support to Local Government in the broader rollout of the Prevention Toolkit for Local Government.

e. to continue advocacy to the Commonwealth Government for additional funding and support.

3. That WALGA organises presentations for Local Governments that address family and domestic

violence, as part of relevant events or webinars.

Waste Management Levy Charges – Governance & Organisational Services

That the South West Zone of WALGA seek the support of the State Council of WALGA to advocate with the Department of Local Government, Sport and Cultural Industries to resolve discrepancies in interpretation of the provision of the Waste Avoidance and Resource Recovery Act 2007 relating to the application of minimum payment levels for waste management rates.

PILBARA COUNTRY ZONE

Draft WA Aviation Strategy – Infrastructure

The Pilbara Zone considers the location of mining airstrips close to existing local government airports is a major risk to both the services provided and the overall viability of those Local Government airports and requests that WALGA:

1. Advocates to the State Government to amend C7 of the Draft Aviation Strategy to provide a clearer policy framework for the approval of jetports which consider the location of the nearest regional airport.

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2. Strongly recommends that the State Government should not allow new mining airstrips within a

radius of (WALGA to find Queensland benchmark on this distance) km.

3. Expresses the security concerns and unfair competition that arises when mining companies avoid

security screening of passengers and baggage by using charter rather than RPT aircraft.

4. Investigates current legislative impediments to limiting construction of mining airstrips within a

certain distance of regional towns.

5. Requests the State conduct consultation with both the Local Government in which the mining

airstrip is located in and with the nearest communities that will be impacted by the airstrip.

6. Advocates that the State Government always focus on encouraging RPT flights, given the

liveability, health and economic flow on effects and job creation potential from regional airports,

are based on access to flights. 9. PRESENTATION

9.1 LGIS Presentation

Mr Peter Forbes, Chair LGIS, presented to the meeting.

10. DATE OF NEXT MEETING

The next meeting of the Western Australia Local Government Association State Council will be held on Wednesday 2 December 2020 at WALGA, commencing at 4pm.

11. CLOSURE

There being no further business the Chair declared the meeting closed at 6:40pm.

DECLARATION

These minutes will be confirmed at the meeting held on 2 December 2020. Signed ______________________________________________________________________ Person presiding at the meeting at which these minutes were confirmed

ATTACHMENT 9.1.3

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MINUTES

Annual General Meeting

Friday, 25 September 2020

Crown Perth

www.walga.asn.au

ATTACHMENT 9.1.4

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WALGA Annual General Meeting 2020 1

Table of Contents

1 Annual General Meeting – Order of Proceedings ................................................. 4

3. Consideration of Executive and Member Motions ............................................... 6

3.1 Drought in Western Australia ................................................................................ 6

3.2 State Owned Unallocated Crown Land (UCL) House Blocks ............................. 9

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AGENDA

WALGA

Annual General Meeting

Held at

Crown Perth, Grand Ballroom

Friday 25 September 2020

The meeting commenced at 4pm

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1 Annual General Meeting – Order of Proceedings

1.1 Record of Apologies

City of Albany

Town of Bassendean

Shire of Boyup Brook

Shire of Carnarvon

Shire of Coorow

Shire of Dumbleyung

Shire of Halls Creek

Shire of Meekatharra

Shire of Murchison

Shire of Ngaanyatjarraku

Shire of Sandstone

Shire of Shark Bay

Shire of Three Springs

Shire of Williams

Shire of Woodanilling

Cr Thomas Oversby Shire of Boyup Brook

Cr Helen O’Connell Shire of Boyup Brook

Cr Brett McGuinness Shire of Quairading

Cr Len Armstrong Shire of Lake Grace

Cr Ian Mickel Shire of Esperance

Cr Amanda Yip City of Bunbury

Cr Anthony Farrell Shire of Chapman Valley

Mayor Dan Bull City of Bayswater

Cr Cheryl Kozisek City of Bunbury

Cr Steven Carter Shire of Dalwallinu

Cr Keith Carter Shire of Dalwallinu

Cr Sue Meeking Shire of Kondinin

Cr Julie Russel Shire of Wickepin

Cr Steven Martin Shire of Wickepin

Cr Dot Newton City of Wanneroo

Mr Tony Nottle City of Busselton

Cr Jason Russell Shire of Mundaring

1.2 Adoption of Standing Orders RESOLUTION: Moved Mayor Shane Van Styn, City of Greater Geraldton Seconded Cr Julie Brown, City of Gosnells That the AGM Association Standing Orders be adopted. CARRIED

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1.3 Confirmation of Minutes

Minutes of the 2019 WALGA Annual General Meeting were contained within the AGM Agenda. RESOLUTION: Moved Cr Paul Kelly, Town of Claremont Seconded Mayor Logan Howlett, City of Cockburn That the Minutes of the 2019 Annual General Meeting be confirmed as a true and correct record of proceedings.

CARRIED 2.0 Adoption of Annual Report

Annual Report including audited Financial Statements were distributed to members separately.

RESOLUTION: Moved President Cr Michelle Rich, Shire of Serpentine Jarrahdale Seconded Mayor Shane Van Styn, City of Great Geraldton That the 2020 Annual Report including the 2019/20 Audited Financial Statements be received.

CARRIED

3.0 Consideration of Executive and Member Motions

As per motions listed.

4.0 Closure

There being no further business the Chair declared the meeting closed at 4:29pm.

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3. Consideration of Executive and Member Motions

3.1 Drought in Western Australia Shire of Dundas Delegate to move RESOLUTION Moved: President Cr Laurene Bonza, Shire of Dundas Seconded: Cr Rasa Patupis, Shire of Dundas That WALGA: 1. Requests assistance from the Federal Minister for

Agriculture, Water and Environment, to reconsider the Federal Government’s approach when determining the criteria on what areas are eligible for drought assistance; and

2. Requests the State Minister for Agriculture and Food,

to reconsider the State Government approach of not assisting with the drought situation, and if the State cannot help under their Water Deficiency Program that is implemented to cart water, then an alternative assistance package be considered.

CARRIED MEMBER COMMENT

In relation to the above the Hon David Littleproud MP, Minister for Agriculture, Drought and Emergency Management announced on 1 July 2020 that the Australian Government was investing $3.9 billion (growing to $5 billion) in the Future Drought Fund. This long-term, sustainable investment will make $100 million available each year to help farmers and communities become more prepared for, and resilient to, the impacts of drought. The first of the Future Drought Funds Programs were announced and began to roll out from July 2020, funding farm business planning, greater access to information for decision-making, adoption of research and technologies, and building the drought resilience of natural resources such as soil and vegetation in agricultural landscapes. Communities will also benefit through improved regional planning, strengthening networks, leadership and community capabilities and small-scale infrastructure projects. The eight programs, totalling $89.5 million, are:

1. The $20m Farm Business Resilience program will provide farm businesses with training to strengthen their strategic business management skills and develop a farm business plan to build risk management capacity and drought resilience.

2. The $10m Climate Services for Agriculture program will fund the development and delivery of

interactive digital ‘climate information services’ for the agriculture sector to assist farmers to make real-time decisions.

IN BRIEF The Australian Government has released a drought response, resilience and preparedness plan. The plan is focused on three themes:

Immediate action for those in drought.

Support for the wider communities affected by drought.

Long-term resilience and preparedness.

Read the detail in the: Australian Government’s Drought Response, Resilience and Preparedness Plan.

Most regions in WA did not form part of the Drought Program

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https://www.agriculture.gov.au/ag-farm-food/drought/drought-policy




3. The $3m Drought Resilience Self-Assessment Tool will provide an online self-assessment tool for farmers to self-identify drought risks based on a range of social, economic and environmental indicators, and take action to build the drought resilience of their farm business.

4. The $20.3m Drought Resilience Research and Adoption program will establish two regionally

located Drought Resilience Adoption and Innovation Hubs, and Innovation Grants will become available to research organisations, private sector, industry, not-for-profit organisations and community groups.

5. The $15m Natural Resource Management (NRM) Drought Resilience program will fund regional

NRM bodies to undertake projects to build drought resilience of natural resources on agricultural landscapes, and there will also be grants available to organisations, farmer groups and individuals to undertake NRM projects to build the drought resilience of natural resources on small scales.

6. The $3.75m Networks for Building Drought Resilience program will support community-driven

projects that enhance drought resilience and strengthen networks, including small-scale infrastructure projects to make community facilities drought resilient.

7. The $7.45m Drought Resilience Leaders program will develop leadership capability in

communities and include a mentoring component to foster uptake of innovative practices to build drought resilience of farmers and their businesses.

8. The $10m Regional Drought Resilience Planning will provide funding to consortia of local

councils or equivalent entities to develop Regional Drought Resilience Plans for agriculture and allied industries.

In response to the above announcements on the 1 July 2020, the Western Australian Government was critical of these as they had bypassed critical WA projects that had been presented in a WA Government submission. WA's submission included research and development projects to regenerate degraded and dehydrated lands, projects to prove and promote on-farm desalination, a boost to Strategic Community Water Supplies in the grainbelt and support for horticulture on the Gnangara Mound. While any Federal drought funding is welcomed by the State Government, they felt that this program represents a lost opportunity for WA farmers in need of long-term drought support. Despite its disappointment with the outcome, the McGowan Government stated it will work with the Federal Government to deliver programs in WA and will continue to push for projects to deal with systemic dry conditions in WA. Recently the State Government has also declared a water deficiency in another area of the Goldfields Esperance Region in the Shire of Esperance - Cascade area. This is the 12th declaration since May 2019. A declaration is made as a last resort, after continued dry conditions due to climate change have depleted on-farm and State Government managed community water supplies. https://map.drought.gov.au/

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https://map.drought.gov.au/


The above map identifies the Shires or Regions eligible for this funding. Unfortunately most areas in WA are excluded from any assistance for these programs, and it is important to highlight the Western Australian position as severely impacted with a lack of understanding or support from both Federal and State Governments.

SECRETARIAT COMMENT

The motion is in keeping with the State Council resolution of March 2020, requesting WALGA, in consultation with ALGA, to liaise with the WA State Government Ministers for Water, Agriculture and Environment to provide a coordinated holistic response in respect to the ongoing drying climate issues and access to the Drought Communities Funding Program. RESOLUTION 37.1/2020

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3.2 State Owned Unallocated Crown Land (UCL) House Blocks Shire of Dundas Delegate to move

RESOLUTION Moved: President Cr Laurene Bonza, Shire of Dundas Seconded: Cr Rasa Patupis, Shire of Dundas That WALGA request the Minister for Local Government, Hon. David Templeman to consider a review into the justification and fairness of the State Government not paying rates on Unallocated Crown Land (UCL). CARRIED

MEMBER COMMENT

The Shire of Dundas is concerned that the State Government does not pay rates on Unallocated Crown Land. What is not considered is the roads in front of these properties still need to sealed every ten years, the drains need repairs and verges need to be mowed, not to mention the portion of rates that contribute to the landfill, footy grounds, town-hall, public amenities, swimming pool and the general beautification of the Town. The Shire of Dundas has 679 Town-site Properties. The Shire of Dundas has 352 lots of Crown Land within the Town Boundary not paying rates or not vested to anyone to pay rates. This is just over 50% of blocks in our community that does not pay rates while the infrastructure in-front of these blocks of land has to be maintained by the rest of our community. This equates to $158,400.00 per year that the community has to find to maintain the infrastructure in front of these properties, which is 16% of the Shire’s rates revenue. The Shire of Dundas believes that the State should review the rate exemption provisions into the justification and fairness of the State Government not paying rates on Unallocated Crown Land (UCL). An alternative may be for the State to pay a minimum annual maintenance charge on each block to Local Governments to mitigate fire risk and asset management costs for roads, footpaths, drainage etc.

SECRETARIAT COMMENT

The above motion is consistent with WALGA’s current policy of requesting for a broad review to be conducted into the justification and fairness of all rating exemption categories currently prescribed under Section 6.26 of the Local Government Act. This would include the current exemption for State Government Unallocated Crown Land (UCL).

It is also worth noting that the Local Government Review Panel have recommended that “The Economic Regulation Authority (ERA) should be asked to undertake a review of the rating system, including a thorough examination of the case for the current wide range of exemptions”.

IN BRIEF Local Governments impose rates to raise revenue to fund the services and facilities. The State Government do not pay rates on unallocated crown land. Request a review into the justification and fairness of the State not paying rates on UCL land.

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DECLARATION

These minutes will be confirmed at the meeting held August 2021. Signed ______________________________________________________________________ Person presiding at the meeting at which these minutes were confirmed

ATTACHMENT 9.1.4

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Shire of Ashburton Council Resolutions - Status 1Decision Number Date of Meeting Meeting Type Item Title Council Decision Officers Status Update Directorate

Responsibility Directorate Email Responsible Officer Department or BusinessUnit Estimated Start Date Estimated Due

Date % Complete

1

List theDecision(Resolution)number,which isunique

01/07/00 Select one ofOCM or SCM

List the Title of the Itemfrom the Minutes

This record contains all resolutions of Council since 26 April2017 (and any 'known' outstanding prior to this date),excluding procedural motions, which have no action, otherthan those that are deferred or laid on the table, which mayhave subsequent actions.

The responsible officer (or delegate) to ensure that each task isreferenced concisely and clearly. Simply adding the word "Complete" isinadequate. Using the term "Ongoing" is also considered insufficient andinaccurate.

Select one of 6Directorates

Directorate Email Select theresponsible officerif required (onlycurrent employees)

Select theresponsibleDepartment orBusiness Unit(cannot be blank)

The estimated startdate should reflectthe date that the taskis first proposed to becommenced

Theestimateddue dateshouldreflect thedate that thetask isproposed tobecompleted

Governance toensure that all rowshave at least 0%recorded

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11972 17/06/15 OCM Karratha / Tom Price -Lobbying Proposal forFunding.

That Council:1.Note that there are multiple economic and social benefitsto sealing the Karratha-Tom Price route, that this projectsits comfortably with the original aims and objectives ofR4R and that it also delivers on all six policy objectives ofthe R4R Program;2.Note that any contribution from the private sector and theShire should be “gifted” to the State Government for thespecific purpose of constructing the road and on this basiswould attract a higher (dollar for dollar) matched fundingfrom the Commonwealth;3.Proceed to discuss with stakeholders their support for theShire to submit an application to the R4R Program forstaged funding to complete the Karratha-Tom Price routeand authorise the President and CEO to promote the grantapplication at both state and federal political levels asrequired (conditional though, that within the eventual grantapproval process, the Shire’s two policies applicable toAsset Management (ENG09) and Financial Sustainability(ELM10), and its Long Term Financial Plan, must suitablyaccommodate the road construction schedule and its longterm road maintenance program.

ProgressingApplication for funding for the Karratha-Tom Price Rd was submitted forRounds 2 (and 3) of theCommonwealth Stronger Regions Fund, but were unsuccessful. ALobbying Plan has been developed. Copies of thePlan have been provided to PDC who has already indicated support forthe project. PDC has allocated$50,000 to expand on the Shire’s existing study. Ongoing lobbying will beundertaken in conjunction withPRD and other stakeholders. Plan has been provided to Main RoadsWA, who will liaise with PDC.PDC study progressing with the Shire of Ashburton and the City ofKarratha also contributing ($25,000 and$10,000 respectively) to provide the necessary funds $85,000 for thestudy). There is no indication as to whena decision on Stage 4 is to be made by the State and Federalgovernments MRWA have agreed to construct and seal the $50m+Stage 3 funded by the State as an election promise. Survey, Design andasbestos removal proceeding. After design finalised MRWA will starttransfer process (all to be completed by December 2019).The Shire have paid Main Roads, Acting CEO has signed off on theinvoice from Main Roads for $350,000.Director of Infrastructure Services is approaching the City of Karratha togain a copy of the cost benefit analysis.Director of Infrastructure is currently liaising with MRWA on identifyingeconomic analysis for road development. 29.5.2020.Main Roads presented to Council the current plans at the July OCM. Nofurther update, information correct as of 31/8/2020, progressing.6/10/10 Update. Stage 4 fully funded by MRWA. Consultant currentlyworking on access agreements along proposed alignment. Timing TBC(likely second half of 2021 at earliest).

InfrastructureServices

[email protected]

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17.2 19/08/16 OCM Notice of Motion inregards to a review ofthe Transient WorkerAccommodation Policy

CEO to initiate a review of LPP13 transient workeraccommodation policies and any other related planning inlight of other related Councillors opposition to doublebunking. Councillors have expressed concerns asChevron’s intentions to double bunk at their WheatstoneProject.

Is prepared to suspend Stage 2 development for period of 12 months (tobe reviewed in March 2020); and proposed strategy to review and updateall LPPs submitted to Director PDS.LPP review strategy prepared and submitted to Manager DevelopmentServices 11/09/2019.Ms Bryce to give an LPP 13 update on status. To go to August 2020OCM.

Property andDevelopmentServices

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28 27/09/16 OCM Notice of Motion –Proposal for RV FriendlyTown Status

That Council continue to pursue the achievable essentialcriteria of being an RV Friendly district, as budget fundingpermits.

Funding allocated in 2019/20 FY to undertake works. Works can'tproceed until there is an agreement with Main Roads on the proposedInformation Bay site at the Mine/Paraburdoo - Tom Price Roads.Awaiting further consultation with the community on the specific location.29.5.2020.Stage 1 structure build RFQ being developed, site meetings with serviceproviders completed, contact made with Main Roads in regards to scope.The RFQ is prepared, the project is waiting confirmation of the site andlayout from Main Roads. Information correct as of 31/8/2020.6/10/20 Update. RFT for Visitor Information Bay Structure closed lateSeptember. Current budget $468K. Tender for structure $239K.Balance of $229K insufficient for site works which are still to be designedand costed. Scope of Works / Costing being organised. Report toCouncil at November OCM seeking additional budget allocation.


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Unit Estimated Start Date Estimated DueDate % Complete

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39 27/09/16 OCM Notice of Motion –Request a report on theformulation of a policyon Greening Ashburton.

That Council:1.Approve the development of a whole of district integratedLandscaping Plan; and2.At its 2016/17 Annual Budget Review, consider thepotential of providing additional funds to progress districtlandscaping as outlined in the Plan.3.Not progress a Local Law to control removal of trees onprivate property.

As discussed with Councillors on 20th November 2018 at Paraburdoopertaining to Greening Ashburton.Ian Hamilton confirms the following:* Estimated approximately 200 trees for Onslow and 100 trees betweenTom Price and Paraburdoo;* Tree species in question are 90Lts containerised bags and seeking amixture of the following species:i. Melaleuca leucadendra (Common Name … Fine Leaf Paperbark;Weeping Paperbark);ii. Tipuana tipu (Common… Name Rosewood);iii. Poinciana delonix spp regia (Common Name…Fine Leaf Paperbark; Weeping Paperbark)It is anticipated planting will commence after the summer heat period(March/April 2019). The 90Lt option will givean immediate visual effect and be more likely to survive with a fullirrigation system/s installed. Paraburdoo Irrigation system currently beingupgraded and Onslow tree planting to commence end June 2019.1/8/19 - planting commenced in Onslow with installation of irrigationsystems and in Paraburdoo are on track for construction and trees will beplanted without irrigation systems in place.Tree planting in progress where irrigation has been installed.. RFTCurrently being advertised for irrigation in the Onslow area, Ongoing.Director of Infrastructure Services to provide a Audit of works undertakenand report to Council with recommendation to remove this status item. 4May 2020.Resolution finalised, on going greening program subject to annual budgetconsiderations. 29.5.2020.Provisions made in the 2020/21 budget to further progress the strategy.Project is ongoing within the provisions of the current budget. Informationis correct as of 31/8/2020.6/10/20 Update. Refer Decision Number 703/2019 regarding current treeplanting program.


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255/2017 24/10/17 OCM Proposed PermanentClosure of PedestrianAccess Way betweenCarob Street andPoinciana Street, TomPrice

That with respect to the proposed closure of the westernPAW in Tom Price, Council:1.Request the Minister for Planning, Lands, and Heritage toclose the PAW located at the western end of Poinciana andCarob Streets, Tom Price as described in the attached plan170307-CP-01 ATTACHMENT 14.3C; and2.Advise all parties who have made submissions regardingthis matter of the Council’s request, noting the ultimatedecision and any resultant amalgamations rest with theMinister.

Request sent to Minister. Advice sent to relevant parties. Awaitingresponse from Minister.(November 2017)Closure pending final agreement between land owner and DeptPlanning, Lands and Heritage. DPLH in receipt of comment from RioTinto regarding underground assets in the PAW.(June 2020).Follow up letter to be sent to the Director General - DPLH from CEO, tobe drafted by Janelle. 29.5.2020.DPLH awaiting easement requirements from Rio Tinto.(Reviewed - September 2020).


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266/2017 21/11/17 OCM Adoption of Shire ofAshburton LocalPlanning Strategy for thepurpose of Advertising

That with respect to the Shire of Ashburton Local PlanningStrategy, Council:1.Submit the Strategy to the Western Australian PlanningCommission with a request to certify the Strategy with thefollowing modifications:a.Delete the following text from section 3.1.2.3:Due to its location on relatively low-lying land, the recentlycompleted Coastal Hazard Risk Management andAdaptation Plan for the Onslow Coast (CHRMAP)recommends against further intensification of developmentat Bindi Bindi. The identified flooding and inundation risk isnot expected to significantly threaten the community withinthe time-horizon of this Strategy. Investigations shouldcommence to consider the future relocation Bindi Bindi to anew site, or to gradually integrate residents into town.b.Insert the following text into section 3.4.1 under the‘Accessibility’ subheading:Further, the Shire strongly advocates the improvement ofthe access to Mount Augustus; and2.Following the Commission’s certification, advertise theStrategy in accordance with section 13 of the Planning andDevelopment (Local Planning Schemes) Regulations 2015for a minimum of 60 days, widely promoting it inaccordance with the consultation processes outlined in theofficer’s report.

1. Request to certify the LPS for advertising sent to WAPC forconsideration with relevant modifications made as per Council resolution.2. Awaiting certification from WAPC prior to advertising.(December 2017)Minor modifications required. Working through these prior to consent toadvertise. Likely to go to advertising in May 2018.(April 2018)Advertising expected in July when planning consultants are available.(June 2018)Advertising commenced 18 July 2018, closes 14 September 2018.(August 2018)Advertising complete - assessment of submissions andamendments/updates to be presented at July 2019 OCM. 23 March2020: Town Planning Strategy has been sent to external Planningconsultant (Joe Douglas) for completion (23 March 2020).6/5/2020 Consultants Taylor Burrell and Barnett completing, furtherinformation to be provided. 29.5.2020.//Reviewed 4.8.2020, on hold pending new Director commencing.


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193

285/2017 15/12/17 OCM Planning SchemeAmendment No. 32 -Conversion of ExistingLocal Planning SchemeNo. 7

PART 1That with respect to the proposed Planning SchemeAmendment No.32 - conversion of existing Town PlanningScheme No.7 to Model Scheme Text, and associatedmatters, Council resolve:1.That the local government, pursuant to section 75 of thePlanning and Development Act 2005, amend the aboveLocal Planning Scheme by:a.Converting the Scheme text to the Model Scheme TextFormat as established in the Planning and Development(Local Planning Schemes) Regulations 2015, Schedule 1and making the Scheme text consistent with the DeemedProvisions;b.Introducing the following Supplemental Provisions intothe converted Scheme:i.Clause 61(1)(k) Notwithstanding the zoning table or anyother Scheme requirements, any proposed development oruse located within a Special Control Area shall requiresubmission of a development application to Council forassessment, unless otherwise determined.ii.Clause 61(1)(l) The erection or extension of anoutbuilding, external fixture, boundary wall or fence, patio,pergola, veranda, garage, carport or swimming pool on thesame lot as a single house if a single house is a permitted(“P”) in the zone where the R Codes do not apply andwhere the development standards set out in the scheme forthat particular zone (including boundary setbacks) aresatisfied, unless the development is located in a place thatis: entered in the Register of Heritage Places under theHeritage of Western Australia Act 1990; or the subject of anorder under the Heritage of Western Australia Act 1990Part 6; or included on a heritage list prepared inaccordance with this Scheme; or within an area designatedunder the Scheme as a heritage area; or the subject of aheritage agreement entered into under the Heritage ofWestern Australia Act 1990 section 29.

Principal Planner preparing documents for submission to EPA &WAPC(January 2018); Amendment report to be completed followingconsideration and final adoption of Local Planning Strategy, to bepresented at August 2019 OCM as the Strategy is a higher prioritydocument. Document to be sent to Planning Consultant Joe Douglas forcompletion. 24/03/2020.PLEASE SEE PART 2.


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285/2017 15/12/17 Planning SchemeAmendment No.32 -Conversion of ExistingLocal Planning SchemeNo.7

PART 2iii.Clause 61(1)(m) The advertisements contained inSchedule 2 of this Scheme do not require developmentapproval.iv.Clause 61(1)(n) The erection of a boundary fence in azone where the R Codes do not apply.v.Clause 61(1)(o) The carrying out of works urgentlynecessary to ensure public safety, for the safety or securityof plant or equipment or for the maintenance of essentialservices.i.Clause 61(1)(p) The use of land which is a permitted (P)or incidental (I) use in the zone in which that land issituated provided it does not involve the carrying out of anybuilding or other works or requires the provision ofadditional car parking.vii.Clause 61 (1)(q) The carrying out of works associatedwith low impact telecommunications facilities as defined bythe Telecommunications (Low Impact Facilities)Determination 1997.c.Deleting Appendix 11 – Ashburton North StrategicIndustrial Area (SIA).d.Amending the Scheme Maps in accordance with Tables1, 2, and 3 contained in the Officer’s report;2.That the Amendment is complex under the provisions ofthe Planning and Development (Local Planning Schemes)Regulations 2015 for the following reason(s):a.the amendment is not addressed by any local planningstrategy; andb.the amendment relates to development that is of a scale,or will have a significant impact relative to development inthe locality;3.To request the Acting Chief Executive Officer to preparethe necessary documentation accurately describing theproposed Scheme Amendment for submission to theWestern Australian Planning Commission, and for thepurpose of public advertising and referral to theEnvironmental Protection Authority for assessment.

Principal Planner preparing documents for submission to EPA &WAPC(August 2019); see part 1 will be sent to external Planning ConsultantJoe Douglas for completion. 26/03/2020.06/05/2020 Contractor Joe Douglas was sent the details today and willbe following it up immediately. Further update will be provided for theJune 2020 OCM.CEO has provided instruction for consultant planner to finalisesubmission to EPA and WAPC in accordance with Council'sResolution.29.5.2020.Submission made to EPA and WAPC. Result pending.(July 2020).Reviewed - 4.8.2020 still pending.


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357/2018 23/04/18 OCM Ocean View CaravanPark – Realignment ofboundary and excisionfor dedication as a road

That with respect to the request to realign the boundaryand excise portion for dedication as a road at the OceanView Caravan Park, Council:1.Endorse the proposed realignment of the boundarybetween Lot 3001 on Plan 48469, Reserve 24405, Onslow(Ocean View Caravan Park), and Lot 3502 on Plan 48469,Reserve 49320, Onslow (ANZAC Memorial Park) andauthorises the necessary application be made to theMinister for Lands (ATTACHMENT 13.5B);2.Resolve, in accordance with section 51 of the LandAdministration Act 1997, to request the Minister forPlanning, Lands and Heritage to: a.Excise from Reserve 24405 that land identified on Lot3001 on Deposited Plan 48469 as ‘Road Widening’ ; andb.Modify Reserve 24405 to include Lots 300, 3502, and3508 on Deposited Plan 408851;3.Resolve to close that portion of First Avenue, Onslowidentified as Lot 3508 on Deposited Plan 408851 inaccordance with Section 58 of the Land Administration Act1997;a.Advertise the proposed road closure in accordance withregulation 9 of the Land Administration Regulations 1998;and b.If no objections are received, Request the Minister forPlanning, Lands and Heritage to permanently close thatportion of First Avenue;4.In accordance with section 56 of the Land AdministrationAct 1997, to request the Minister for Planning, Lands andHeritage to dedicate that portion of Lot 3001 on Plan 48469identified on Deposited plan 408851 as ‘Road Widening’ asa public road; and5.In accordance with section 56 (4) of the LandAdministration Act 1997, advise the Minister for Planning,Lands and Heritage that the Shire indemnifies the Ministeragainst any claim for compensation in respect of the land.

Public notice of road closure undertaken with no comment received.Formal request forwarded to Department of Planning, Lands andHeritage 14 June 2018. Delay due to additional rationalisation and NTinvestigations.DPLH advised the rationalisation has been forwarded to the DeliveryTeam for actioning - finalisation pending.(Reviewed - September 2020).


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371/2018 22/05/18 OCM Request for Excisionand Dedication ofPortions of UnallocatedCrown Land and Portionof Mine Road as a Road

That with respect to the request to dedicate the subjectportions of Unallocated Crown Land and Mine Road, TomPrice, Council:1.Resolve, in accordance with section 56 of the LandAdministration Act 1997, to request the excision anddedication of the portions of Unallocated Crown Land asdepicted in the attached plans, being Lots 23, 24 and 26 onDeposited Plan 241873 and Lot 500 on Plan 409463, forthe purpose of public roads;2.Advise the Department of Planning, Lands and Heritagein writing of the Shire of Ashburton’s commitment toindemnify the State, the Department and the Minister forPlanning, Lands and Heritage;3.Resolve, in accordance with section 56 of the LandAdministration Act 1997, to request the excision anddedication of that portion of Mine Road being Lot 9 on Plan047815 as depicted in the attached plan, for the purpose ofa public road; and4.Request Main Roads Western Australia of theRecommendations 1 and 3, above for the purposes ofupdating the Heavy Vehicle Network Road Networkdatabase.

DPLH progressing - delay with road to Archery Reserve due to miningtenement and access through RTIO's rail lease. Street names yet to besupplied by Traditional Owners and endorsed by Council.(June 2020).Director of Infrastructure to liaise with Main Roads Regional Manager forMain Roads to consider vesting of Mine Road for its inclusion on thestate network. (Restricted Access Vehicles) 29.5.2020.DPLH advised a new NT process is required to determine actionsrequired under NT Act.(Reviewed - September 2020).6/10/20 Update. No change. Acting Director to liaise with MRWARegional Manager.


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Janelle Fell InfrastructureServices

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493/2019 12/02/19 AT Onslow Water TanksPublic Art Project

That with respect to the Onslow Water Tanks Public ArtProject and the vision to develop and be part of a regionalmural trail, the Tourism Development Committeerecommends that Council:1.Seek quotes from persons listed in ATTACHMENT 7.1Bfor a mural project which includes site preparation,consultation and community workshops, design drafts andproject execution;2.Request the Chief Executive Officer to pursuegrant/commercial funding to support the mural project;3.Request the President and Chief Executive Officer toapproach Rio Tinto to investigate similar mural projects andcontributions for their water tanks in Tom Price andParaburdoo in order to achieve a ‘Water Tank Art Trail’ forthe Shire; and4.Request the Chief Executive Officer to pursue a ‘WaterTank Art Trail’ for relevant Pilbara and Gascoyne townswith similar ‘public art’ trail possibilities.

International mural artist from Brisbane (Guido van Helten) has beenengaged by the Shire Tourism & Economic Development Specialist.Third party contracts have been finalized. Community consultation to beundertaken in April 2020 to ascertain mural preference.Matter on hold due to COVID-19 Travel restrictions, Director CommunityServices to liaise with artist, consultation with community. 29.5.2020.(Agenda Discussions reassigned to Director Community Services)KB - 02.06.20 Will review documentation and assess process with Artistdue to COVID 19. Funding has been requested to be extended due tocurrent COVID 19 and accepted by Country Arts WA.01.07.20 - Until the border opens the Artist is unable to be here in WA.CEO has had discussions with Water Corporation in relation to supportthe water tank.Reviewed - KB 29.07.20: Artist has made contact with Shire offices.Currently in COVID lockdown in USA. Has requested additional fundsdue to COVID, however Director of Comm. Services is reviewing contractwith Procurement to identify if WA artist can be used instead.KB 31.08.20: Procurement advised Project to be managed by MeganWalsh as C.O.O. Airport & Tourism - all relevant documentation includingoriginal RFQ will be emailed by Procurement by COB Fri 04/09/2020.Meeting scheduled 09/09/2020 with Megan, Kellie and Lisa in Onslow.

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533/2019 12/03/19 OCM Smoke Free SignageProject

That with respect to the Smoke Free Signage Project, thatCouncil:1. Support the design of smoke free signage age by schoolchildren and for the designs then to be printed on to signsand placed in designated areas throughout the Shire; and2.Consider a submission to the 2019/20 Annual Budget thatprovides for $8000 towards the implementation of theSmoke Free Signage Project.

To be progressed in 3rd Term School Year in collaboration with WACHS.KB 24.01.2020 - Contact has been made with DoH with regards to last 3engagement sessions with Tom Price, Paraburdoo, Pannawonicaschools. Onslow has completed the engagement session in 2019.KB 29.03.2020 - Due to COVID19 current project on hold until school willresume. Discussions are supported by schools.KB 05.05.20 - Schools have returned back for Term 2 - 2020 - contacthas been made with the schools to reinvestigate the engagementsessions due to COVID 19.Reviewed KB 29.06.20 - as per comments above. Term 3 fordiscussions with DoH & local schools.FP 31.08.2020 - looking for appropriate dates in Term 4 to hold WAHealth Promotions workshop across the 5 primary schools within theShire.FP 18.09.2020 - No dates yet secured working with schools to completein term 4.

CommunityServices

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548/2019 23/04/19 OCM Outcome of PublicAdvertising of ProposedPermanent Closure of6,689M2 UnconstructedSection of First AvenueOnslow

That with respect to Outcome of Public Advertising ofProposed Permanent Closure of 6,689m2 UnconstructedSection of First Avenue Onslow, that Council:1.Authorise the Chief Executive Officer to formally requestthe Minister for Lands permanently close the 6,689m2unconstructed section of First Avenue, Onslow formallydescribed as Public Road Land ID Number 3488919 andshown as hatched on the plan provided in the report andATTACHMENT 13.1 and for the closed road to be reservedfor the purpose of Coastal Foreshore (or similar) with apower to lease; and2.Should the Minister for Land close Public Road Land IDNumber 3488919 and reserve for the purpose of CoastalForeshore (or similar) with a power to lease, the ChiefExecutive Officer be requested to determine any interest inleasing the reserve and to provide Council with a furtherreport in relation to leasing arrangements.

Formal request being processed by Department of Planning, Lands andHeritage. DPLH have advised that they will not create that portion of landproposed to be leased to the Beach Club as a Crown reserve, but wouldconsider leasing it to the Shire with the ability to sub-lease. Balance ofthe closed road may be reserved. Surveyor (required to prepared newDP's) engaged. DPLH Survey team to issue survey instructions.Water Corp assets required to be relocated prior to creation of Lot forLease. Quote from Water Corp pending prior to progressing.(Reviewed - September 2020).


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590/2019 18/06/19 OCM Request for Partial RoadClosure, Stadium Road,Tom Price

That with respect to the Proposed Partial Road Closure,Stadium Road, Tom Price, Council:1.Advertise the proposed closure of the portion 56.2m2 ofStadium Road, Tom Price and shown as identified as ‘Areato be acquired’ on Plan 10370-003 dated 02/2011(ATTACHMENT 13.4A) in accordance with Section 58 ofthe Land Administration Act 1997;2.Should no objections be received, the Minister forPlanning, Lands and Heritage be asked to permanentlyclose the subject portion of Stadium Road;3.Should objections be received, the matter will come backto Council; and4.Advise the Applicant accordingly and further advise thatthe Council does not wish to purchase the ‘Area to berelinquished’ as identified on Plan 10370-003 dated02/2011 (ATTACHMENT 13.4A).

No objections or comment - request sent to Minister for determination inJanuary 2020. DPLH investigating request with referrals to beundertaken. DPLH advised this matter is in the early stages ofinvestigation. No further update from DPLH expected until later in 2020.(Reviewed - September 2020).


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604/2019 16/07/19 OCM Outcome of PublicNotice of ProposedPermanent Closure ofPortion of PedestrianAccess Way betweenAcalypha and HibiscusStreets, Tom Price

That with respect to the Outcome of Public Notice ofProposed Permanent Closure of Portion of PedestrianAccess Way between Acalypha and Hibiscus Streets, TomPrice, Council1.Resolve in accordance with section 58 of the LandAdministration Act 1997, to request the Minister for Landsto permanently close the 270m2 portion of the PublicAccess Way linking Acalypha Street to Hibiscus Street asshown as addressed in the Shire report.

Department of Planning, Lands and Heritage progressing request. Memorequires endorsement by Assistant Manager prior to officer actioning. RioTinto consented to closure conditional on easements being lodged. RioTinto confirmed easement requirements for survey instructions to beissued by Landgate. Applicant advised DPLH of agreement to easement.Surveyor engaged to prepare plans in compliance with Landgate'ssurvey instructions.Deposited Plan lodged with Landgate 24 September 2020.(Reviewed - September 2020).


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609/2019 16/07/19 OCM Response to Notice ofMotion of 12 February2019 in regard to'Request for PedestrianCrossing"

That with respect to response to Notice of Motion of 12February 2019 in regard to ‘Request for PedestrianCrossing’, Council:1.Note the Report in response the Notice of Motion;2.Approve the design and installation of ‘Raised PlateauSpeed Humps’ in accordance with Main Roads WesternAustralia (MRWA) Standards at the crossing point from theshopping area to the library and immediately south ofStadium Road in principal;3.Approve the installation of warning signs and roadmarkings in accordance with the MRWA standards for‘Pedestrian Refuges’ at the crossing points from theshopping area to the library and immediately south ofStadium Road;4. Authorise the Chief Executive Officer to refer all works toMRWA for approval and undertake negotiations asrequired; and5.Approve commissioning of a Traffic Impact Study’s forShared Traffic Zones in Onslow, Paraburdoo and TomPrice as determined necessary by the Chief ExecutiveOfficer.

Approved but works have not yet started. Further update to be provided.11.12.19.Ongoing discussions with Main Roads continue. Further update will beprovided by the end of June 2020. Initial works on Central Rd Tom Pricecrossover carried out in June, insufficient height, further works to becompleted in July (08July 2020). Final asphalt work completed, pianokeys and additional signage due by end Aug. Information correct as of31/8/2020.6/10/20 Update. Additional line-marking quote being sourced for holdinglines, islands, turning arrows and retro-reflective paint on existing pianokeys. Road safety audit required for central road to assess compliancewith existing standards.


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634/2019 18/09/19 OCM Small Business FriendlyLocal GovernmentProgram

That with respect to the Small Business Friendly LocalGovernment Program and the vision to facilitate economicprosperity and business development in our Shire, Council:1.Seek membership to become a Small Business FriendlyLocal Government through the Small BusinessDevelopment Corporation.

Local small business funding strategy/program being developed byTourism & Economic Development Specialist. Will be put on hold nowpending the recruitment of a new officer. Information correct as of31/8/2020.6/10/20 Update. Recruitment put on hold as a result of COVID.Subsequently reviewed and changed to Managers position. Interviews tobe held in October.


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2019 18/09/19 OCM Notice of Motion That the Chief Executive Officer prepare as a matter ofurgency, a report to Council that addresses the resolutionof Council in relation to Item 9.6 Minutes of the SoATourism Development Committee Meeting of 23 April 2018insofar as the:•Ownership and interests of land associated with campingalong the Ashburton River;•Responsibilities if any, associated with the direction of theabove resolution; and•Any potential legal risk implications on the Shire for itsinvolvement in arranging.

Update pending.Reviewed August 2020. 08/10/2020 Agenda prepared for October OCM.


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Chantelle Bryce Property &DevelopmentServices

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649/2019 18/09/19 OCM Confidential Item -Interface Agreements forRoebourne - WittenoomRoad

That with respect to Interface Agreements for Roebourne-Wittenoom Road, Council:1.Endorse the Chief Executive Officer request the Ministerfor Roads accept the control and management ofRoebourne-Wittenoom Road;2.Should the Minister for Roads not accept responsibility forthe road, advise WALGA that: a.due to potential asbestos related diseases as a resultof road maintenance the Shire is not in a position to accessthe Roebourne-Wittenoom Road; and b.should a Rail Infrastructure Manager wish toprogress operations, an asbestos risk management plan isrequired. 3.Endorse the Chief Executive Officer to request WALGAto remove crossings related to Roebourne-Wittenoom Roadfrom the Interface Agreements; and4.Require Rail Infrastructure Managers to indemnify theShire of Ashburton in writing against any claim associatedwith asbestos related material.

Correspondence to be compiled to Minister for Roads. Discussions toprogress with FMG, Rio Tinto and MRWA re responsibility of crossings inAgreements. Rio Tinto Agreement received by Shire with PacksaddleRoad and Roebourne-Wittenoom Road included. MRWA liaising withFMG and RTIO on behalf of Shire. RTIO consented to undertake workson RWR at their expense. Asbestos management plan and letter ofindemnity outstanding from RTIO. FMG assessing Shire's requirements.(Reviewed - September 2020).


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667/2019 22/10/19 OCM Proposed Location forthe Development of theNew Shire of AshburtonAdministration Centre

That with respect to the Proposed Location for theDevelopment of the New Shire of Ashburton AdministrationCentre, Council:1.In Principle Support, Lot 246 Poinciana Street, Tom Price(Current location of the Shire of Ashburton AdministrationCentre) with consideration for Lot 247 as part of the re-development; and2.Request the Chief Executive Officer to prepare aCommunity Consultation Strategy and Business Plan toprogress the development of a new Tom PriceAdministration Centre.

Progressing. Workshop to be held at 11 February 2020 OMC. Workshopheld at March OMC with an endorsement for Lot 246 Poinciana Street,Tom Price. Commencement of Community Consultation &Strategy/Business Plan can now take place. 26/03/2020. Internalengagement can continue, but community engagement has been placedon hold pending relaxation of the COVID-19 social gathering restrictions.April (2020)Application made to RTIO for acquisition of L247.(Reviewed August 2020).


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675/2019 22/10/19 OCM Tom Price Flying DoctorService (RFDS) Airstrip

That with respect to Tom Price Royal Flying Doctor Service(RFDS) Airstrip, Council:1.Request the Chief Executive Officer to make furtherinvestigations into Lot 111 to determine if additional land isrequired outside the boundary;2.Request the Chief Executive Officer to make enquiries tothe Department of Planning, Lands and Heritage to:a.Obtain in-principle support for the creation of a Reserveover Lot 111 on DepositedPlan 19411900; andb.If required, request the boundary of Lot 111 be extendedto meet the Royal FlyingDoctor Service Airstrip Physical Characteristics; and3.Request the Chief Executive Officer to provide a furtherreport to Council:a.To formally request creation and management of aReserve upon receipt of in-principle support from the Department of Planning, Landsand Heritage; andb.For consideration of compensation costs andindemnification of the Minister forLands in relation to the native title future act process.

Investigations into Lot 111 (Cnr Karijini Drive and TP-Para Road)ongoing. Construction funding commitment of $2.5M from State as pre-election promise. CASA advised AMS to submit finalised report prior tomaking comment. AMS to submit finalised report to CASA by EoMOctober after workshopping risks with RFDS. DoT advised of request toallocated funding to 2020/21 FY due to delays. Further report to bepresented to Council November/December.(Reviewed - September 2020).


[email protected]


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677/2019 22/10/19 OCM Reconsideration ofPreferred Location forTom Price Pump Track

That with respect to the Reconsideration of PreferredLocation for Tom Price Pump Track, Council:1Endorse to undertake community consultation in relationto Reserve 44839 – Corner of Central Road and NorthRoad (adjacent to Lions Park) for planning proposals; and2.At the conclusion of the public consultation, the matter bereferred back to Council for consideration anddetermination as to whether the site is appropriate; and3Authorise the Chief Executive Officer or his nominatedOfficers to progress the planning, detailed design, andconstruction of the Pump Track (ATTACHMENT 13.12).

Community consultation plan drafted and submitted to Director PDS andStrategic Partnership Manager. Community Engagement to be carriedout by the Director CS and the Strategic Partnership Manger. (January2020).Community engagement to be undertaken by Community Services24/02/2020. Community Engagement on hold pending relaxation ofCOVID-19 social gathering restrictions. (22 April 2020). CommunityConsultation Plan being prepared to consult local and wider communityregarding use of Reserve 44839 (March 2020) Infrastructure communityconsultation has been conducted with findings will be reported back toCouncil on the proposed site for endorsement at the September OCM.Information correct as of 31/8/2020.6/10/20. Decision 152/2020 also refers. Recommend this item beclosed out and reported against Decision 152/2020.


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678/2019 22/10/19 OCM Tom Price HealthService

That with respect to the Tom Price Health Service, Council:1.Authorise the Chief Executive Officer to advise WAHealth Country Service (WACHS) that Council support:a.in-principle, a new Health Service being located onportion of Lot 400 onDeposited Plan 409078 and Lot 46 on Deposited Plan413028 (ATTACHMENT13.13); andb.investigations by WACHS to determine the suitability andviability of a site;2.Authorise the Chief Executive Officer to determine asuitable site within Lot 400 on Deposited Plan 409078 andLot 46 on Deposited Plan 413028 for a new Health Service;3.Request the Chief Executive Officer undertake publicconsultation in regards to a new Health Service beinglocated within Lots 400 and 46; and4.Request the Chief Executive Officer to prepare a furtherreport for Council’s consideration after determining theabove.

WACHS submitted State budget request for project. Furtherinvestigations by WACHS pending funding outcome. Shire communityconsultation received no submissions. Outcome of Treasury funding toWACHS pending.(Reviewed - September 2020).


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679/2019 22/10/19 OCM Proposed Realignmentof Onslow TownsiteBoundary

That with respect to the Proposed Realignment of theOnslow Townsite Boundary, Council:1.Request the Minister for Lands to amend the OnslowTownsite Boundary in accordance with the plan enclosedas ATTACHMENT 13.14A.

Request submitted to Minister. Referral to State agencies occurring.Onslow Salt consulted regarding tenure under the Mining Act thatencroach Lot 9001 (Airport). Concerns expressed by Onslow Salt. Planto be amended and presented Council for endorsement at August OCM.(Reviewed August 2020).Letter has been issued, no reply as yet. Progressing.


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[email protected]


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682/2019 22/10/19 OCM Award of RFT 07.19Onslow Class IV LandfillWork - Pilbara RegionalWaste ManagementFacility

That with respect to the Award of RFT 07.19 Onslow ClassIV Landfill Work– Pilbara Regional Waste ManagementFacility, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.1B is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Note the attachments RFT 07.19 Scope of WorksATTACHMENT 15.1A and Evaluation reportCONFIDENTIAL ATTACHMENT 15.1B;3.Pursuant to Clause 20, Division 2, of “Local Government(Functions and General) Regulations 1996, vary the scopeof works of RFT 07.19 by removing the Tyre Baling Shedand Maintenance Shed as a minor variation to RFT 07.19.4.Once a Works Approval for the Onslow Class IV Landfillhas been issued by the Department of Water, Environmentand Regulation, the Conditions Precedent have beensatisfied, and the Building Better Regions FundingMilestone changes have been authorised by the FederalGovernment, award RFT 07.19 Onslow Class IV LandfillEarly Works, as varied in recommendation 3 above, toRaubex Construction Pty Ltd, upon the approval of theworks by the Department of Water and EnvironmentalRegulations, and authorise the Chief Executive Officer toenter into a contract with the preferred contractor; and5.Authorise the Chief Executive Officer, prior to the signingof contracts, to negotiate the provision of possiblevariations, providing that the variations are: a)In accordance with clause 20 of the “LocalGovernment (Functions and General) Regulations1996”, b)Necessary in order for the goods or services to besupplied, and c)Managed within the overall budget for the project.

Contract being prepared for signing. Raubex has been awardedaccreditation 21 May 2020.Contract has commenced, works are well underway with the 25%completion milestone expected to be achieved by July 3, 2020(9/7/2020).Works are progressing slightly ahead of schedule. Liner materials willstart arriving on site as from August 18, 2020. It has been estimated thatthe delivery of the lining materials will require 21 trailers over a two weekperiod. Two of the principle culverts are currently being installed andseveral of the formed basins are near completion. Works are progressingwell and in accordance with the program. Information correct as of31/8/2020.6/10/20 Update. Status report prepared for PRWMF Committee on 15October 2020. A full update is provided in that report. In summary,construction is proceeding in accordance with the construction timelinewith a 15 December being the expected completion date. Project is ontime and on budget.


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684/2019 22/10/19 OCM Speed Limit on OnslowRing Road

That with respect to the New Business of an Urgent NatureIntroduced by decision of meeting by Cr White, Council;1.Request Main Roads WA to review the current 60kphspeed limit on the Onslow Ring Road.

6/10/20 Update. 80 kph extension / signage in place.Recommend closing off this item.


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Mark Lee InfrastructureServices

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674/2019 19/11/19 OCM Proposal to LeaseReserve 39327(Recreation -Speedway) NamelessValley Drive, Tom Price

That with respect to the Proposal to Lease Reserve 39327(Recreation – Speedway), Nameless Valley Drive, TomPrice, Council:1.Authorise the Acing Chief Executive Officer to finalise theterms of a Lease Agreement (ATTACHMENT 13.5B)between the Shire of Ashburton and Tom Price Motor SportClub Incorporated (Association No. A1031145U);2.Authorise the Acting Chief Executive Officer to seekformal approval of the Lease Agreement from the Ministerfor Lands; and 3.Subject to approval from the Minister for Lands, authorisethe Shire President and the Acting Chief Executive Officerto affix the Common Seal to, and execute the LeaseAgreement between the Shire of Ashburton and Tom PriceMotor Sport Club Incorporated.

Club comment on draft lease required prior to seeking Minister for Landscomment. (November 2019)Club requested water main/meter upgrades prior to agreement to lease.RTIO input sought as water supplier. (March 2020).Reviewed 4.8.2020, still ongoing.


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684/2019 19/11/19 OCM Notice of MotionConsideration of 'NoSchool, No Pool'Initiative in Tom Priceand Paraburdoo

That with respect to Notice of Motion Consideration of ‘NoSchool, No Pool’ Initiative in Tom Price and Paraburdoo,Council:1Support the community initiatives with the aim ofincreasing school attendance across all our AshburtonSchools;2.Request the Acting Chief Executive Officer undertakeconsultation/engagement with our Schools in Tom Priceand Paraburdoo to ascertain whether there is a desire toestablish a ‘No School, No Pool initiative’; and3.Request the Acting Chief Executive Officer report thefindings back to Council.

CEO formulating consultation/engagement plan. 11.12.19KB 29.03.20 - Schools have been contacted and Manager Facilities -Pools, engagement was to be held in April 2020 however due toCOVID19 now will require review and possible completed in the comingmonths. Support for this discussions was positive with the schools andhappy to support the conversations.


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700/2019 17/12/19 OCM RFT 15.19 Urban RoadsAsphalt ResealingProgram

That with respect to RFT 15.19 Urban Roads AsphaltResealing Program, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.1 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT 15.19 Urban Roads Asphalt ResealingProgram to Urban Pavements Pty Ltd (T/A AAA AsphaltSurfaces) for a total of $1,116,788.00 excluding GST peryear, for a term of two years with the option to extend for anadditional one year;3.Authorise the Acting Chief Executive Officer to enter intoa contract with the preferred contractors; and4.Authorise the Acting Chief Executive Officer to managethe contract, including the provision of possible variations,providing the variation is necessary in order for the goodsor services to be supplied and does not change the scopeof the contract and managed within the overall budget forthe project; and5.Authorise the Acting Chief Executive Officer to enter intonegotiations for a possible extension to the Contract for anadditional 1 year to present back to Council for finalapproval.

Contract is being drawn up to be sent to the successful tenderer.Contract has been awarded, works to commence 21st May 2020.Year 1completed June 2020 and Year 2 scheduled for July/August 2020. (08July 2020) Second year works on Tom Price completed on 30th July2020. Third year schedule to follow for Onslow in Aug 2021.Informationis correct as of 31/8/2020.6/10/20 Update. No change. Update as per 31/8/20 still current.


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701/2019 17/12/19 OCM RFT 21.19 RuralUnsealed RoadsRenewal Program

That with respect to RFT 21.19 Rural Unsealed RoadsRenewal Program, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.2 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c); “A contract entered into, or which may be entered into,by the local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT 21.19 Rural Unsealed Roads RenewalProgram to Goodwork Holdings Pty Ltd for a total of$2,145,546.00 excluding GST; 3.Authorise the Acting Chief Executive Officer to enter intoa contract with the preferred contractors; and4Authorise the Acting Chief Executive Officer to managethe contract, including the provision of possible variations,providing the variation is necessary in order for the goodsor services to be supplied and does not change the scopeof the contract and managed within the overall budget forthe project.

Contract executed.Contractor has started on site and works are underway. Further updatein August 2020. (08 July 2020).Work progressing on Towera-LyndonRoad, moving to Ashburton Downs in August with a scheduled Septcompletion. Information is correct as of 31/8/2020.6/10/20 Update. Shire is in dispute with contractor. Works have beensuspended. Formal litigation initiated by contractor. Solicitors appointedto act on Council's behalf. Brief of evidence prepared.


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703/2019 17/12/19 OCM RFT 17.19 Plant, Treeand LandscapingSupplies

That with respect to RFT 17.19 Plant, Tree andLandscaping Supplies, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.4 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT 17.19 Plant Tree and Landscaping Suppliesjointly to TJ Depiazzi & Sons and Domus Nursery for acombined total of up to $75,000.00 excluding GST peryear, for a term of two years with the option to extend for anadditional one year;3.Authorise the Acting Chief Executive Officer to enter intocontracts with the preferred contractors; and4.Authorise the Acting Chief Executive Officer to managethe contracts, including the provision of possible variations,providing the variation is necessary in order for the goodsor services to be supplied and does not change the scopeof the contracts and managed within the overall budget forthe project.

The RFT has been to the Council meeting (the recommendations of thisRFT were accepted by Council at the December OCM). A formulateddocument that indicates proposed tree stock species, numbers, sizesand site locations for the RFT / Greening Ashburton project has beendrafted.Orders have been placed for new trees, waiting delivery from over east(subject to boarder restrictions and quarantine requirements). Year 1Tree planting carried out in Tom Price June 2020. Further updatesincluding other townsites end July (08 July 2020) 50 trees planted inParaburdoo in July/Aug, Onslow tree planting scheduled for September.Information is correct as of 31/8/2020.6/10/20 Update. Tress Planting update for this year:* Onslow - 36 on Second Ave against new irrigation line* Tom Price - 62 at various locations* Paraburdoo - 67 at various locationsTotal of 18 trees in stock still to be planted (4 in Onslow & 9 in TomPrice)Planting of 230 shrubs in MPOC beds in Onslow by end October


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642

748/2020 11/02/20 OCM Tom Price Co-LocatedEmergency ServicesFacility

That with respect to the Tom Price Co-Located EmergencyServices Facility, Council:1.Authorise the Acting Chief Executive Officer to executethe funding instrument with Department of Fire andEmergency Services for the Co-located EmergencyServices Facility;2.Request the Acting Chief Executive Officer undertakepublic consultation in regards to a new a Co-locatedEmergency Services facility being located within Lots 400and 46;3.Pending community support for the location, request theActing Chief Executive Officer to make an application toWestern Australia Planning Commission to subdivide adedicated lot for the Co-located Emergency ServicesFacility;4.Authorise the Shire President and Acting Chief ExecutiveOfficer to execute and/or apply the Common Seal to anyland title forms;5.Authorise the allocation of $480,000 to subdivision andheadworks services through savings identified in thebudget review process; and6.Authorise the Acting Chief Executive Officer to seekfurther external funding for the project.

Endorsed at Feb OMC 2020.Reviewed 4.8.2020 - progressing.


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643

749/2020 11/02/20 OCM Onslow Property StreetAddressing

That with respect to the Onslow Property StreetAddressing, Council:1.Endorse the allocation of street addresses to Onslowresidences; and2.Upon completion of the allocation of street addresses,endorse the application of house numbers kerbside.

Draft correspondence and social media notification compiled. RatesOfficer to assign numbering.(March 2020)Rates Officer to assign Street Numbers prior to engaging contractor topaint kerb.(Reviewed - September 2020).


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750/2020 11/02/20 OCM RFT 20.19 Design andConstruction of TwoOperations Buildings

That with respect to RFT 20.19 Design and Construction ofTwo Operations Buildings, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.1 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT 20.19 Design and Construction of TwoOperations Buildings to Building Services & Cabinets PtyLtd for $360,183.00 excluding GST;3.Authorise the Acting Chief Executive Officer to enter intoa contract with the preferred contractor; and4.Authorise the Acting Chief Executive Officer to managethe contract, including the provision of possible variations,providing the variation is necessary in order for the goodsor services to be supplied and does not change the scopeof the contract and managed within the overall budget forthe project.

Contract awarded and executed.The 2 buildings for the Waste Site in Paraburdoo and Tom Price arebeing constructed off site and will be delivered upon completed. Furtherupdate will be provided end July 2020. 6 May 2020. Final designsapproved and fabrication started, building application lodged, project onschedule (08 July 2020) No change - on schedule. (Information is correctas of 31/8/2020.6/10/20 Update. Buildings on site and occupied. Installation of solarpending. Expect 100% completion by 31 October.


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751/2020 11/02/20 OCM RFT 22.19 Kerb andGutter RenewalProgram

That with respect to RFT 22.19 Kerb and Gutter RenewalProgram, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.2 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local government andwhich relates to a matter to be discussed at the meeting.”2..Award RFT 22.19 Kerb and Gutter Renewal Program toKAT 5 Pty Ltd for a total of $345,440.00 excluding GST, fora term of two years with the option to extend for anadditional one year’3.Authorise the Acting Chief Executive Officer to enter intoa contract with the preferred contractor;4.Authorise the Acting Chief Executive Officer to managethe contract, including the provision of possible variations,providing the variation is necessary in order for the goodsor services to be supplied and does not change the scopeof the contract and managed within the overall budget forthe project; and5.Authorise the Chief Executive Officer to enter intonegotiations for a possible extension to the Contract for anadditional one year, referring back to Council for finalapproval.

RFT completed and awarded - Contract has been signed and project ofworks in progress. Program of Works commenced late June in Onslow,due for completion mid July. Further update to be provided by end July2020. 2nd Year program due to start in Tom Price Aug/Sept(08 July2020). Onslow works now completed for the 2019/20 financial year.Second year works will follow road reconstruction due at Tom Price inOctober/November 2020. Information is correct as of 31/8/2020.6/10/20 Update. Contractor to complete additional minor works inOnslow - Sharkes Rd & Cornish Way - approx. $25K. Plannedcompletion by end October.Tom Price works planned for mid Nov. Includes works on KillawarraDve, East Rd, Central Rd & Wattle St - $225K.


[email protected]

[email protected]


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757/2020 11/02/20 OCM Confidential Item -Wittenoom LitigationMatter

That with respect to the Confidential Item - WittenoomLitigation Matter, Council:1Accept the recommendation of the confidential report.

A/CEO exercised delegated authority to progress damages settlement.Further negotiations required in regards to medical and legal costs.18.5.2020 Final settlement in regards to medical and legal costs isongoing, and could take as long as 12 months.1.10.2020 Agreement has been reached in regards to legal costs - coststo be paid w/e 2.10.2020 - this matter is finalised.


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672

42/2020 10/03/20 OCM RFT 25.19 FootpathConstruction andRenewal Program

That with respect to RFT 25.19 Footpath Construction andRenewal Program, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.1A is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c); “A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT 25.19 Footpath Construction and RenewalProgram to Dowsing Pty Ltd for a total term of two years,with the option to extend for an additional one year, andadopt the Schedule of Rates provided in the RFTsubmission under contract as provided in CONFIDENTIALATTACHMENT 15.1A;3.Authorise the Acting Chief Executive Officer to enter intoa contract with the preferred contractors; and4.Authorise the Acting Chief Executive Officer to managethe contract, including the provision of possible variations,providing the variation is necessary in order for the goodsor services to be supplied and does not change the scopeof the contract and managed within the overall budget forthe project.

Contract executed.Contractors will be onsite to commence works on 25th May 2020 inOnslow and will be completed by the15th June 2020. Footpath Capex forTom Price due to start in August 2020 for additional footpath assets. TomPrice renewal program also being adapted for August 2020 completion.Onslow works now completed (08 July 2020) Second year works in TomPrice program completed , grant funding submitted - works nowscheduled for early September. Information is correct as of 31/8/2020.6/10/20 Update. Works in Tom Price progressing well and slightly aheadof schedule. Overall, the contractor doing an excellent job. Expectedcompletion 14/10/20.


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[email protected]


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54/2020 14/04/20 OCM COVID-19 FinancialSupport and ReliefPackage

That with respect to the COVID-19 Support Package forSmall Business, Community Groups and Clubs, Council:1.Endorse the following financial stimulus and supportmeasures:a)No increase to rates for 2020/21;b)Defer issuing rates notices for 2020/21 until the first weekof November 2020;c)Add a monthly instalment option to allow ratepayers amore flexible alternativeto the existing three instalment arrangements;d)Extend the period of special payment arrangements forrates by 12 months to 30June 2021 and waive the $74.00 special arrangement fee;e)Upon application waive penalty and instalment interestplus the rate instalmentcharge to overdue rates debtors, as well as general interestfor sundry debtors,for a period of up to six months;f)Suspend debt recovery procedures to both rates andsundry debtors includingall forms of legal action for up to six months;g)Upon application write off outstanding debts incurred as aresult of financialhardship and loss due to COVID-19 (incurred debts mustbe no earlier than1 February 2020);h)No increase to Fees and Charges for 2020/21;i)Allow full refunds for cancellations of facility hire, kennelbookings, liquor licenses, gym memberships and tourbookings plus waive any associatedcancellation fees;j)Provide 12 month’s rent relief on leases to smallbusinesses, community groupsand clubs (ATTACHMENT 11.3D); k)Adopt ‘FIN 24 - Financial Hardship Policy’ to give effect toCouncil’s commitmentto support the whole community in meeting theunprecedented challenges ofCOVID-19 (ATTACHMENT 11.3E);l)Establish a COVID-19 Small Business and CommunityGrants Fund of $250,000 to assist those small businessesand community groups experiencingfinancial hardship and loss due to the pandemic;m)Create a new ‘COVID-19 Support and Relief Reserve’ of$250,000; andn)Create an ‘Open for Business Directory’ to encouragelocal spending andbusiness continuity in the local economy.2.Acknowledge the full impact of COVID-19 on smallbusiness, community groups and clubs is yet to bedetermined and therefore additional financial support andrelief measures will likely be required in the coming months.3.In accordance with Section 6.11 of the Local GovernmentAct 1995, Council establish a new Reserve account asfollows:COVID-19 telephone /video conference – Financial SupportReserve – To provide support and relief funds to smallbusinesses, community groups and clubs suffering financialhardship and loss due to COVID-19; and4.Authorise the Chief Executive Officer to award, uponapplication and in consultation via EMACCESS;a.Small Business and Community Grants up to $25,000;bAll commercial lease waivers; andc.All Signature Event Grants as per REC08 - CommunityDonations, Grants andFunding.

The package is being implemented. 6 May 2020.All applications received have been assessed, cash payments made toeligible applicants. Some in-kind support (eg payment of Shire fees andcharges and leases) are still to be finalised for the 2020/2021 financialyear. Reviewed 5.8.2020.


Office of the CEO 21/04/20 14/10/20 90%

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63/2020 14/04/20 OCM Wild Dog Control withinthe Shire of AshburtonCommunities

That with respect to the Wild Dog control within the Shire ofAshburton Communities, Council:1.Note the current actions being undertaken by the ShireRanger Services team in relation to wild dog control; and2.Authorise the Chief Executive Officer to:a.implement, should it be deemed necessary, aprofessional trapper program tocontrol wild dog numbers in the district;b.seek and obtain the required regulatory training andpermitting licences forRangers to add soft-claw trapping methods of control to thewild dog program;c.Request the Acting Chief Executive Officer to consult withthe Media Managerand the Coordinator of Ranger Services to release a mediastatement to updatethe community on the actions taken to date; andd.Request that the Acting Chief Executive Officer engagewith the Pilbara RegionalBiosecurity Group in regards to wild dog control inreference to 2 (a) and 2 (b)above.

Shire has removed 3 dogs, another 3 dogs are being monitored, they areon the outskirts of town but not causing any problem at the current time.Night patrols will cease from Friday 8 May 2020. Rangers will continueto monitor the situation and will take action if required. Licence and Soft- Claw Trapping will be ongoing for some time. Ranger Services willexplore further options of working with DPAW for their aerial baitingprograms in the coming months. 6 May 2020.Completed for this year will monitor if they become a problem again. RJehu Reviewed 3/8/2020.


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68/2020 14/04/20 OCM Tropical CycloneDamien - Road FloodDamage Repairs

That with respect to Tropical Cyclone Damien - Road FloodDamage Repairs, Council:1.Note report on progress of road flood damage repairs;and2.Provide a budget expenditure for the following roads forthe AGRN899 Claim post TC Damien for remedial works:FW144 Pannawonica – Millstream Road $1,150,000FW145 Banjima Drive $30,000FW146 Ashburton Downs Road / Ashburton Downs –Meekatharra Road $1,110,0000FW147 Hamersley – Mt Bruce Road $70,000FW 148 Roebourne – Wittenoom Road $950,000Funded by the following:124542 DFES AGRN899 Claim TC Damien for remedial$2,960,000Budget Surplus $350,000

Works completed on Pannawonica - Millstream (claim ready to be lodgedpost CEO authorisation), Banjima Drive (works completed and recoupbeing finalised), Ashburton Downs and Ashburton Downs -MeekatharraRoad (Cost Estimate Completed and submitted to DRFAWA), Hamersley- Mt Bruce Road (recoup being finalised) and Roebourne - WittenoomRoad assessment in progress by contractor - awaiting further informationregarding the costs to re-instate damaged sections. (08 July 2020).Awaiting second quote for Roebourne Wittenoom Road cost estimate,also waiting for DRFAWA signing Ashburton Downs / Ashburton MeekaRoads Cost Estimate to proceed to RFT. Information is correct as of31/8/2020.6/10/20 Update. Cost estimate for DRFAWA (TC Damien) reviewed byboth DFES and MRWA. Funding approved for $1.5m. Approval requiresworks to be completed by 30 June 2022.


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[email protected]


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701

71/2020 12/05/20 OCM Revised Native TitleDeterminationApplication - Robe RiverKuruma AboriginalCorporation

That with respect to the revised Native Title Determinationapplication, by the Robe River Kuruma AboriginalCorporation, Council:1.Authorise the Chief Executive Officer to: a.Instruct Civic Legal to advise the Court and other partiesto the claim, that the Shire has no objection to the proposedamendment sought by the Robe River Kuruma AboriginalCorporation and the Shire Solicitors take all stepsnecessary to withdraw the Shire from the new claim assoon as it is practicable, andb.Advise Civic Legal the Shire does not require a detailedreport be prepared in relation to the documents received todate.

27.5.2020 The Shire's legal representatives have been instructed tonotify the Court that the Shire will withdraw from the claim.10.8.2020 Notice to Cease to be party was submitted to the Court 4 June2020. Awaiting confirmation of withdrawn claim.25.9.2020 Advice received by Civic Legal that the Notice of Withdrawalwas rejected by the Federal Court as the Shire is not a party as yet. Nofurthr action is required to be taken. The Federal Court portal has beenchecked and the State of WA is named as Respondent Party.



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77/2020 12/05/20 OCM RFT 26.19 Mine Road,Pavement Renewal andWidening Works

That with respect to RFT 26.19 Mine Road, PavementRenewal and Widening Works, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT15.1 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local governmentand which relates to a matter to be discussed at themeeting.”2.Accept the tender, being that submitted by Comiskey’sContracting Pty Ltd to form a contract for tender RFT 26.19Mine Road Pavement Renewal and Widening Works;3.Delegate, by Absolute Majority, in accordance withsection 5.42 of the Local Government Act 1995, authority tothe Chief Executive Officer to negotiate in regard to thecontract for Tender RFT 26.19 Mine Road PavementRenewal and Widening Works;a)Minor variations before entry into the contract, inaccordance with Regulation20 of the Local Government (Functions and General)Regulations 1996.b)Variations, after the contract has been entered into,limited to variations whichthe variation is necessary in order for the goods or servicesto be supplied anddoes not change the scope of the contract in accordancewith Regulation 21A ofthe Local Government (Functions and General)Regulations 1996.4.Approve a budget variation for the 2019/20 Budget asoutlined below:(a) Increase Expenditure Account GL Account 11244500Mine Road PavementRenewal and Widening Works by $90,000 from $450,000to $540,000.(b) Decrease Expenditure Account GL 11244600 WorksProgram FloodwayStabilisations by $90,000 from $498,000 to $408,000.5.Accept that, should a Contract not be formed withinComiskey’s Contracting Pty Ltd then the next Tenderer,being Stabilised Pavements is accepted and a Contract isto be formed, under the terms and conditions noted above,in accordance with Regulation 20(2) of the LocalGovernment (Functions and General) Regulations 1996.

Contractors have been appointed draft contract being completed forapproval and execution. Contract executed and works started in June2020 and scheduled to be completed in July. (08 July 2020) Roadreconstruction, widening and sealing undertaken in addition to asphaltoverlay over areas subject to pavement stress. Awaiting linemarking,guideposts and guard rail install. An 3rd party engineering assessmentwill be conducted on the road to compare the completed works and thespecification Information is correct as of 31/8/2020.6/10/20 Update. Preliminary investigations completed in Sep 2020.More detailed pavement analysis recommended with that workcommencing on 5 October (to determine cause of failure andrecommend remediation options). Final report expected 23 October.Plan to have design and technical specification completed by 31October. Timeline/cost for pavement reconstruction TBC.


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[email protected]


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80/2020 09/06/20 AC National RedressScheme (Participationsof WA LocalGovernments)

That with respect to the National Redress Scheme(Participations of WA Local Governments), the Audit andRisk Management Committee recommend, Council:1.Note the consultation undertaken and informationprovided by the Department of Local Government, Sportand Cultural Industries in regarding the National RedressScheme and the participation of WA local governments;2.Agree to participate in the National Redress Scheme as aState Government institution and is included as part of theState Government’s declaration;3.Authorise the Chief Executive Officer to execute a serviceagreement with the State, if a Redress application isreceived;4.Note that a confidential report will be provided if aRedress application is received by the Shire of Ashburton;and5.Request the Chief Executive Officer prepare a Shire ofAshburton Child Safe Policy in consultation with Counciland the community for the consideration of Council as soonas practicable.

KB 17.06.20: Confirmation sent to DoC for support. Child Safe policy tobe completed by Dec 2020.KB 31.08.20: 14/07/2020 advice received by Dept LG, Sport and CulturalIndustries confirmed receipt of Shire's Resolution to join the Scheme;Granted authority for CEO to execute a service agreement if requiredand a list of Shire's relevant facilities and services. No further actionsrequired for Shire to join the Scheme.KB 27.09.2020 - commencement of Child Safe Policy will beworkshopped and presented to Council.

CommunityServices

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[email protected]

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81/2020 09/06/20 AC Confidential Item -Update on WittenoomLitigation, Use ofDelegation, WittenoomSteering Committee,Senior Counsel LegalAdvice and Roebourne -Wittnoom Road

That with respect to the Confidential Item – Update onWittenoom Litigation, Use of Delegation, WittenoomSteering Committee, Senior Counsel Legal Advice andRoebourne - Wittenoom Road, the Audit and RiskManagement Committee recommend, Council:1.Receive the Confidential Item – Update on WittenoomLitigation, Use of Delegation, Wittenoom SteeringCommittee, Senior Counsel Legal Advice and Roebourne -Wittenoom Road (CONFIDENTIAL ATTACHMENT 8.1A)and remain confidential in accordance s5.23 (2)(b) & (d) ofthe Local Government Act 1995; and2.Ensure that the Shire management continue to provideWittenoom related reports to the Audit and RiskManagement Committee; and3.Request the Chief Executive Officer to develop a SeniorCounsel legal brief in relation to developing Wittenoomclaims.

10.02.2020 December 2019 Audit & Risk Management Committeereceived an update on these matters. Mr. Peter Kyle (Solicitor) hasapproached a Senior Counsel Lawyer who is prepared to undertake thetask and Mr. Kyle will prepare a brief and once relevant Shire informationis provided the matter can be progressed. Staff have been unable toprovide requested information due to focus being on providingdocumentation for Rose case in NSW.5.5.2020 Senior Counsel Discovery has recommenced. 10.8.2020Progressing. Reviewed 25.8.2020 Discovery is progressing.Correspondence has been sent to Main Roads - no response has beenreceived. 17.09.2020 This is a standing item and updates have beenprovided on the 136/2020 September 2020.



714

84/2020 09/06/20 OCM Award of RFT 03.20Supply, Installation &Service of AirportPassenger ScreeningEquipment

That with respect to RFT 03.20 Supply, Installation andService of Airport Passenger Screening Equipment,Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT11.3 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2) (c);“A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT 03.20 Supply, Installation and Service ofAirport Passenger Screening Equipment to L3 Harris for thetendered rate of $386,470 excl of GST.3.Authorise the Chief Executive Officer to enter intonegotiations with the successful tenderer prior to contractsbeing awarded; and4. Authorise the Chief Executive Officer to approve anybudget variations in line with our legislative requirements ofthe International Monetary Exchange.

Contract has been awarded and in the process of being finalised.8.7.2020.Awaiting signing of contract then equipment will be purchased. Thedelivery and installation will be confirmed upon finalisation of thecontract. Reviewed 04.08.2020.


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92/2020 09/06/20 OCM Pilbara Trails Strategy That with respect to the request from the Pilbara TrailsAdvisory Group, Council:1.Note the draft request for quote for Pilbara Trails Strategy– Stage 1 as contained in ATTACHMENT 14.1 ; and2.Endorse support for the Draft Pilbara Trails Strategy –Stage 2 for a provision of $10,000 in the draft 2020/21Annual Budget.

KB 17.06.2020 - No further action required. Finance to add $10K to20/21 budgetsKB 29.07.20: meeting held with Pilbara Trails advisory group 29/7/20 -TRC Tourism has been engaged for stage 1 of the Pilbara Trails MasterPlan. SoA has provided contact details for relevant stakeholder forcommunity engagement anticipated Sept/Oct within the region.KB 31.08.20: Meeting scheduled Fri 18.09.20 for KB, KD and Dept LG,Sport & Cultural Industry.KB 27.09.2020 - Meeting cancelled KB to reschedule and meet withDLGSCI proposed date 02.10.2020

CommunityServices

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[email protected]


725

95/2020 09/06/20 OCM Disposal of SurplusPlant

That with respect to the Disposal of Surplus Plant, Councilauthorise the Chief Executive Officer to dispose of thelisted assets via Public Auction.

Progressing, the majority of the plant was sold, some small items did notachieve reserve price and will be relocated to Onslow and put back intoservice. (9/7/2020) Vehicle (PSW 78) CEO vehicle to be sold at auction,due to acquisition being in excess of $75,000 value, expected to beauctioned prior to the end of Aug. (04/08/20). Vehicle PUT98 Hilux hasbeen replaced, this vehicle scheduled to go to Karratha to finalise tradein. Otherwise all disposals completed from 2019/20 financial year.Information is correct as of 31/8/2020.6/10/20 Update. All disposals for FY 19/20 now complete.All plant renewals/disposals are part of the 15 year plant replacementprogram and have been costed as part of the Long Term Financial Plan.


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Mark Reid InfrastructureServices

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97/2020 09/06/20 OCM Confidential Item - TomPrice Childcare -Execution of FundingAgreement

That with respect to the Confidential Item - Tom PriceChildcare Centre – Execution of Funding Agreement,Council:1.Acknowledge that no submissions were received for thebusiness case when advertising concluded on 24 February2020;2.Acknowledge the agreement made in CONFIDENTIALATTACHMENT 18.1A that Rio Tinto appoints an architectand quantity surveyor specialists that will partake in theDesign and Construction phase through the tender processand complete the relevant declarations of confidentialityand interest forms;3.Authorise the Chief Executive Officer to finalise the draftfunding agreement for the Tom Price Childcare Project ascontained in CONFIDENTIAL ATTACHMENT 18.1Bbetween Rio Tinto Services Ltd and the Shire of Ashburtonfor $4,962,180;4.Authorise the Shire President and Chief Executive Officerto:a)Complete due diligence of the agreement to thesatisfaction of the Shire of Ashburton; andb)execute the document Funding Agreement for Tom PriceChildcare Project between Rio Tinto Services Ltd and theShire of Ashburton; and5.Should the due diligence not be to the satisfaction of theShire of Ashburton a supplementary report to be presentedback to Council for endorsement of the changes.

Cross-ref min 705/2019KB: 29.07.20: Funding Deed in final stages with RTIO. Signoff due byRTIO within 7-10 working days. SP and CEO to complete final signoff.D&C in final completion. Tender docs ready to be distributed once finalFunding Deed is signed.Reviewed 27.08.20: Deed revised and legal required to reviewdocument.KB 23.09.20: Amended Deed has been forwarded to Rio for review - notyet returned.

CommunityServices

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Vicki Brown Community Services 15/06/20 31/12/20 75%

736

105/2020 14/07/20 OCM Excision of Portion ofLot 9500 on DepositedPlan 405414 forAmalgamation into Lot9001 on Deposited Plan405414

That in respect to the Excision of Portion of Lot 9500 onDeposited Plan 405414 for Amalgamation into Lot 9001 onDeposited Plan 405414, Council:1.Authorise the Chief Executive Officer to make aSubdivision Application to the Western Australian PlanningCommission over Lots 9001 and 9500 on Deposited Plan405414 McAullay Road, Onslow; and2.Authorise the Shire President and Chief Executive Officerto execute and/or apply the Common Seal to any landtitling forms.

Letter of Consent to be executed by CEO, consenting to Veris acting onShire's behalf to lodge subdivision application to WAPC. Assessmentbeing undertaken by WAPC with decision expected by EoM October.(Reviewed - September 2020).


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108/2020 14/07/20 OCM Bushfire RiskManagement PlanningProgram GrantAgreement

That with respect to the Bushfire Risk ManagementPlanning Program Grant Agreement, Council:1.Authorise the Chief Executive Officer to sign the BushfireRisk Management Planning Program Grant AgreementATTACHMENT 13.5.

Adopted at the July OCM, progressing as Bushfire Management Plan tobe completed.Reviewed 4.8.2020.


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kyle.cameron Property &DevelopmentServices

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748

116/2020 11/08/20 OCM Community Lifestyle andInfrastructure Plan

That with respect to the Community Lifestyle andInfrastructure Plan, Council;1.Authorise the Chief Executive Officer to engage with RioTinto in the development of a collaborative growth plan forthe towns of Tom Price and Paraburdoo during the reviewof Council’s integrated planning process; and2.Request the Chief Executive Officer to establish anappropriate engagement mechanism to identify Rio TintoIron Ore’s vision for growth.

Progressing Office of the CEO [email protected]

Kenn Donohoe Office of the CEO 11/08/20 14/10/20 20%

750

118/2020 11/08/20 OCM Policy Review - FIN04Regional PricePreference

That with respect to FIN04 Regional Price Preference, inaccordance with 24E and 24F of the Local Government(Functions and General) Regulations 1996, Council:1.Endorse the proposed Regional Price Preference PolicyATTACHMENT 12.2;2.Provide Statewide public notice of the intention to have aregional price preference policy and inviting submissionscommenting on the proposed policy; and3.Provide the policy and a report detailing any submissionsto the 13 October 2020 Ordinary Council Meeting.

Draft Policy to go to Council for September OCM.Public Notice provided - awaiting submissions.No submissions received, item to OCM November for adoption anddelegation to CEO apply.

Corporate Services [email protected]

Danielle Hurstfield Corporate Services 11/08/20 14/10/20 99%

752

120/2020 11/08/20 OCM Request for Lease -Portion of Reserve40965, Lot 58 EastRoad, Tom Price

That Council Lay the item on the table until the October2020 Ordinary Meeting of Council., request furtherinformation in relation to ownership and management of thefacility inclusive of any excision provisions.

Further information being sought around ownership and management ofthe facility. Further report to Council expected November.(Reviewed - September 2020).


Janelle Fell Corporate Services 11/08/20 19/10/20 75%

754

122/2020 11/08/20 OCM Application to Affix theCommon Seal - Leaseof Portion of Lot 9001,McAually Road, Onslowto Commonwealth ofAustralia Bureau ofMeterology

That with respect to Application to Affix the Common Seal -Lease of Portion of Lot 9001 to Commonwealth of AustraliaBureau of Meteorology, Council:1.Authorise affixing the Common Seal in the presence ofthe Shire President and the Chief Executive Officer to theLease for the portion of Lot 9001 McAullay Road, OnslowWA 6710 between the Shire of Ashburton andCommonwealth of Australia Bureau of Meteorology.

Agreement fully executed. Original expected EoM September (pendingCovid-19 postal delays).(Reviewed - September 2020).



757

125/2020 11/08/20 OCM Award of RFT 03.20Project ManagementConsultancy Services

That with respect to the Award of RFT 05.20 ProjectManagement Consultancy Services, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT13.1 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2)(c);“A contract entered into, or which may be entered into, bythe local government and which relates to a matter to bediscussed at the meeting.”2.Award RFT Project Management Consultancy Servicesfor the tendered rate of $168 per hour excl of GST.

RFT 05.20 has been awarded. Finalised and Completed. DevelopmentServices

[email protected]

Chantelle Bryce DevelopmentServices

11/08/20 14/10/20 99%

758

126/2020 11/08/20 OCM Shire of AshburtonSwimming Pool Seasonand Hours

That with respect to the Shire of Ashburton Swimming PoolSeason and Hours, Council approve new open dates andhours:1.Soft Start / End to pool season during months ofSeptember & May;2.Open pool season:a) 1st of September, 3 days per week: Tuesday/Thursday1:00pm- 6:00pm & Saturday 10:00am-5:00pm;b)September School Holidays- Open 7 days per week until30 April: Monday to Friday 8:00am- 8:00pmSaturday/Sunday 8:00am-6:00pm Public Holidays 5:00pm;andc)May 1-31 same as September.Remain closed on Good Friday and Christmas Day.•During the main pool season early open hours, 2 day perweek Monday to Thursdayin accordance with operational requirements of eachswimming pool.

Finalised and completed. DevelopmentServices

[email protected]

Andrew Price DevelopmentServices

11/08/20 14/10/20 99%

759

127/2020 11/08/20 OCM Proposed Redefinition ofOnslow TownsiteBoundary

That with respect to the proposed amendment andredefinition of the Onslow Townsite Boundary, Councilrequest the Minister for Lands to redefine the Onslowtownsite boundary to include the addition of lands inaccordance with the plan enclosed as ATTACHMENT13.3B.

Progress with the Department of Lands. DevelopmentServices

[email protected]

[email protected]

DevelopmentServices

11/08/20 02/12/20 30%

760

128/2020 11/08/20 OCM Notice of Motion - InSupport of IntrastateFIFO to SupportWestern AustraliaEconomy

That with respect to the Notice of Motion – In Support ofIntrastate FIFO to Support Western Australia Economy,Council support the request.

Letter has been sent to the Minister in support of the Resolution.Finalised and completed.


Kenn Donohoe Office of the CEO 11/08/20 14/10/20 99%

763131/2020 08/09/20 PRWMC Pilbara Regional Waste

Management Facility -Status Report

That with respect to Pilbara Regional Waste ManagementFacility – Status Report, Council receive this status report.

6/10/20 Update. Council received the report at the September OCM.Recommend that the item be closed off as completed.


[email protected]

[email protected]


08/10/20 14/10/20 99%

764

132/2020 08/09/20 AC Internal Audit Function That with respect to the proposal for Internal Audit Servicesacknowledge the role of the Audit and Risk ManagementCommittee in preparing a three year internal audit plan andacknowledge the Chief Executive Officer is undertaking aspot audit on the following areas:•Identified matters in the 2019 Financial ManagementReview;•Procurement systems and controls;•Risk management practices;•Grants applications, payments and acquittals; and•Records management compliance with regulations andsystems review.

Moore Australia have been engaged to provide services. A report to theAudit Committee for December 2020 is being prepared.


John Bingham Corporate Services 15/09/20 15/12/20 85%

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765

133/2020 08/09/20 AC ICT and Digital Strategy2020-23

That with respect to the ICT and Digital Strategy 2020-23,the Audit and Risk Management Committee recommendCouncil receive the report for the ICT and Digital Strategy2020-23 (ATTACHMENT 7.2) as an informing strategy ofthe Shire’s Integrated Planning and Reporting Framework.

Completed. Corporate Services [email protected]

John Bingham Corporate Services 15/09/20 14/10/20 99%

766

134/2020 08/09/20 AC Regulation 17 Review That with respect to the Regulation 17 Review, the Auditand Risk Management Committee recommends Council:1.Note the Regulation 17 Risk Audit ATTACHMENT 7.3and its suggested improvements / opportunities;2.Note that a further report will be provided to the Audit andRisk Management Committee for its consideration, outliningrecommended positions on those improvementopportunities offered in the Internal Audit; and3.Request a review of the Risk Register is to be presentedto the 15 December 2020 Audit and Risk ManagementCommittee.

Risk review commenced, item to ARC 15/12/2020. Corporate Services [email protected]


767

135/2020 08/09/20 AC Award of RFQ 20.20Legal Services -Wittenoom Claims

That with respect to the Award of RFQ 20.20 LegalServices – Wittenoom Claims, the Audit and RiskManagement Committee recommend Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT 7.4(provided under separate cover) is confidential inaccordance with s5.23 (2) of the Local Government Act1995 because it deals with matters affecting s5.23 (2)(c);“A contract entered into, or which may be entered into, bythe local governmentand which relates to a matter to be discussed at themeeting.”2.Note the attached Evaluation Report, CONFIDENTIALATTACHMENT 7.4 (provided under separate cover);3.Award the contract for RFQ 20.20 to Castledine Gregoryat the schedule of rates provided for an initial period of oneyear with option of a further one year plus one year(potentially three years in total);4.Authorise the Chief Executive Officer to enter into acontract with Castledine Gregory; and5.Authorise the Chief Executive Officer to manage theContract, including the provision of possible extensions asoutlined in RFQ 20.20 at the discretion of the Shire.

1.10.2020 Contract has been signed. Corporate Services [email protected]

Janyce Smith Corporate Services 09/09/20 02/10/20 99%

768

136/2020 08/09/20 AC Confidential Item -Update on WittenoomLitigation, use ofDelegation, WittenoomSteerting Committee,Senior Counsel, LegalBrief and Advice andRoebourne - WittenoomRoad

That with respect to the Confidential Item – Update onWittenoom Litigation, Use of Delegation, WittenoomSteering Committee, Senior Counsel Legal Advice andRoebourne - Wittenoom Road, the Audit and RiskManagement Committee recommend Council:1.Receive the Confidential Item – Update on WittenoomLitigation, Use of Delegation, Wittenoom SteeringCommittee, Senior Counsel Brief and Advice andRoebourne - Wittenoom Road (CONFIDENTIALATTACHMENT 8.1) and remain confidential in accordances5.23 (2)(b) & (d) of the Local Government Act 1995; and 2.Ensure that the Shire management continue to provideWittenoom related reports to the Audit and RiskManagement Committee.

Standing Item 10.02.2020 December 2019 Audit & Risk ManagementCommittee received an update on these matters. Mr. Peter Kyle(Solicitor) has approached a Senior Counsel Lawyer who is prepared toundertake the task and Mr. Kyle will prepare a brief and once relevantShire information is provided the matter can be progressed. Staff havebeen unable to provide requested information due to focus being onproviding documentation for Rose case in NSW.5.5.2020 Senior Counsel Discovery has recommenced. 10.8.2020Progressing. Reviewed 25.8.2020 Discovery is progressing.Correspondence has been sent to Main Roads - no response has beenreceived. 25.09.2020: Discovery is progressing, access to furtherarchived documents will be completed in line with the introduction of thenew records management system. Correspondence was received byMain Roads on 31 August 2020 advising that the road is classified as alocal road, it remains under the care and control of the Shire and thatMain Roads will not be undertaking any further maintenance work.


Janyce Smith Corporate Services 08/09/20 15/12/20 45%

769

137/2020 08/09/20 OCM Progress ofImplementation ofCouncil DecisionsStatus Report for August2020

That with respect to the Council Decisions Status Reports”for the month of August 2020, Council receive the report asper ATTACHMENT 11.1.

Finalised and completed. Office of the CEO [email protected]

Michelle Lewis Office of the CEO 08/09/20 14/10/20 99%

770

138/2020 08/09/20 OCM Use of Common Sealand Actions PerformedUnder DelegatedAuthority for the Monthof August 2020

That with respect to the Use of Common Seal and ActionsPerformed under Delegated Authority for the month ofAugust 2020, Council receive the reports relating to:1.The use of the Common Seal as per ATTACHMENT11.2A;2.Actions performed under delegated authority for themonth as per ATTACHMENT 11.2A; and3.The Tender Register as per ATTACHMENT 11.2B.

Finalised and completed Office of the CEO [email protected]

Michelle Lewis Office of the CEO 08/09/20 14/10/20 99%

771

139/2020 08/09/20 OCM Annual Review of theDelegated AuthorityRegister 2020/2021

That with respect to the Annual Review of the DelegatedAuthority Register 2020/2021, Council adopt the amendedDelegated Authority Register shown at ATTACHMENT11.3.

Implementation of Attain software to manage delegations use. Registeruploaded to website. Officer training in delegations and use of Attainsystem 19 & 20 October 2020.


Danielle Hurstfield Office of the CEO 08/09/20 08/10/20 99%

772

140/2020 08/09/20 OCM Monthly Finance Report That with respect to the Monthly Financials and Scheduleof Accounts Paid, Council:1.Receive the Financial Report for July 2020ATTACHMENT 12.1A;2.Receive the Capital Expenditure Tracker as at 31 August2020 ATTACHMENT 12.1B;3.Receive the Budget Amendment Register as at 31August 2020 ATTACHMENT 12.1C; and4.Receive the Schedule of Accounts (July 2020) and CreditCard payments made in the period July 2020 (approved bythe Chief Executive Officer in accordance with DelegationDA03-01 payments from Municipal Fund and Trust Funds)CONFIDENTIAL ATTACHMENT 12.1D.


Geoff Garside Corporate Services 08/09/20 14/10/20 99%

773

141/2020 08/09/20 OCM Policy Review - FIN12Purchasing Policy andFIN25 Panels ofPrequalified SuppliersPolicy

That with respect to the Policy Review – FIN 12 PurchasingPolicy and FIN25 Panels of Prequalified Suppliers Policy,Council adopt FIN12 Purchasing Policy and FIN25 Panelsof Prequalified Suppliers Policy as detailed inATTACHMENT 12.2A and ATTACHMENT 12.2B.



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142/2020 08/09/20 OCM Records ManagementSystem

That with respect to the Records Management System,Council:1.Endorse the five step approach outlined in this item toresolve access to historical records in a timely mannerprovide an industry standard recordkeeping platform toenable the organisation to manage information into thefuture.2.Approve budget amendments for the 2020/21 Budget asfollows:a.Increase new expenditure account Records ManagementSystem Project by $247,500, from $0 to $247,500; andb.Increase Capital Income account GL no. 042477 Transferfrom Financial Risk Reserve by $247,500 from $0 to247,500.

Commenced assessment of physical files and specification for RFQ(18.9.2020)



775

143/2020 08/09/20 OCM Excision of Portion ofReserve 42090 for aNew Onslow PoliceStation

That with respect to the Excision of Portion of Reserve42090 for a New Onslow Police Station, Council:1.Support the excision and surrender of portion of Reserve42090 for the provision of a new Onslow Police Station;and2.Endorse the Shire President and Chief Executive Officerto petition State Agencies for a new Onslow Police Station.

Correspondence to be sent to WAPOL and DPLH advising the Shire'ssupport of excision and surrender of portion of R42090.(September 2020).



776

144/2020 08/09/20 OCM Creation of Reserve -Lot 395 on DepositedPlan 206976, 50 ThirdAvenue, Onslow

That with respect to the Proposed Acquisition of Lot 395 onDeposited Plan 206976, 50 Third Avenue, Onslow, Council:1.Endorse the Chief Executive Officer to request theMinister for Lands:a)Create a Reserve over the subject Crown land (Lot 395on Deposited Plan 206976) for the purpose of “CommunityPurposes”, or similar, with Power to Lease;b)Request the reserve be placed under care, control andmanagement of the Shireof Ashburton; and2.Accept ownership of all improvements on Lot 395 onDeposited Plan 206976.

St John Ambulance advised of Council resolution. Awaiting referral fromDPLH.(September 2020).



777

145/2020 08/09/20 OCM Proposed TemporaryUse of RM ForrestMemorial Hall

That with respect to the Proposed Temporary Use of RMForrest Memorial Hall, Council:1.Endorse use of the RM Forrest Memorial Hall on Reserve29808 by One Tree Community Services Incorporated forthe duration of the redevelopment of the Multi-PurposeCentre on Reserve 45561, programmed from late October2020 to end of month March 2021;2.Request the Minister for Lands to:a.Revoke the current Management Order for Reserve29808;b.Change the Purpose of Reserve 29808 from “ShireOffices” to “MunicipalOffice and Community Purposes” or similar with Power toLease orLicence;c.Issue a Management Order for Reserve 29808 to theShire of Ashburtonfor the Purpose of “Municipal Office and CommunityServices or similar’;3.Subject to the Minister for Lands consent, endorse theChief Executive Officer to negotiate and execute a Lease orLicence with One Tree Community Services Incorporatedfor RM Forrest Memorial Hall for the duration of theredevelopment of the Multi-Purpose Centre on Reserve45561;4.Endorse the Chief Executive Officer to enter into privatetreaty negotiations in accordance with section 3.58 of theLocal Government Act 1995, advising One TreeCommunity Services Incorporated at the earliestconvenience for continuity of service;5.Request the Chief Executive Officer invite One TreeCommunity Services Incorporated to the December 2020Onslow Council meeting to better understandstaffing/operational issues and consider options available toresolve those issues; and6.Approve waiver of the hire fees and charges for the RMForrest Memorial Hall for the duration of occupancy by OneTree Community Services Incorporated, estimated to be~$30,000 and subject to project programming.

Project and Facilities teams coordinating use.(September 2020).



779

147/2020 08/09/20 OCM Extension to theoperational use ofJundunmunnah VillageTom Price

That with respect to the Extension to the operational use ofJundunmunnah Village Tom Price Council;1.Conditionally supports the extension of time thatJundunmunnah Village is able to operate by an additionaltwo (2) years (until 31 December 2022) on the basis thatRio Tinto Iron Ore provides a detailed plan to integrate itsTransient Workforce Accommodation into the townsite ofTom Price within a twelve (12) month period;2.Authorises the Shire President to write to the Hon.Minister for Mines and Petroleum advising the Minister ofCouncil’s resolution;3.Authorise the Shire President and Chief Executive Officerto advocate to the State Government of Western Australiathat a policy and position of the State is required regardingthe integration of ‘workforce accommodation’ into existingtownsites in regional areas; and 4.Reaffirm Council’s position that it supports thedecommissioning of Jundunmunnah Village and thatCouncil’s position that resource companies move awayfrom FIFO workforces and rely on a residential workforceand where operational camps are required such asshutdown or construction work, be constructed inside thetownsite.

Letter to Minister of Mines will be issued by the week ending 16 October,further information to be provided upon response to this letter.Discussion occurring regarding the supporting documentation forintegration of Transient Workforce Accommodation.

DevelopmentServices

[email protected]

[email protected]

DevelopmentServices

08/09/20 11/11/20 75%

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780

148/2020 08/09/20 OCM Karingal NeighbourhoodCentre – Request forPermission for a Muraland Signage

That with respect to Karingal Neighbourhood Centre –Request for Permission for a Mural and Signage, Council:1.Support the request for a freestanding mural and signageby Karingal Neighbourhood Centre Inc. on Reserve 42129;and2.Authorise the Chief Executive Officer to formally adviseKaringal Neighbourhod Centre Inc. that the request issubject to a Development Application process.

VB 25.09.2020 - advice sent to Karingal and VB will work with Karingalwith the process.

CommunityServices

[email protected]

Vicki Brown Community Services 08/09/20 15/11/20 40%

781

149/2020 08/09/20 OCM Proposed Tom PriceHospital Site

That with respect to the Proposed Tom Price Hospital Site,Council:1.Authorise the Chief Executive Officer to continue to liaisewith State Government Agencies and Western AustraliaCountry Health Services to provide support and determinethe opportunities, risks and constraints of the proposed siteas to its suitability for use as a future hospital site by theWA Country Health Service; and2.Authorise the Chief Executive Officer to commence ascheme amendment to redesignate the sites on Lot 400 onDeposited Plan 409078 and Lot 46 on Deposited Plan413028, to an appropriate land use reserve or zone for theintended purpose of the site for the future development ofthe site.

Liaising with WA Country Health Services to identify a proposed sitewithin Lot 400.

DevelopmentServices

[email protected]

[email protected]

DevelopmentServices

08/09/20 01/12/20 50%

782

150/2020 08/09/20 OCM Request for AdditionalFunding – Tourism andWellbeing Outreach

That with respect to the Request for Additional Funding –Tourism and Wellbeing Outreach, Council;1.Approve the proposal for Dipper’s Destinations to beundertaken in the 2020/21 financial year to promote theinland towns within the Shire of Ashburton;2.Authorise expenditure to be allocated from its COVID19Financial Support and Stimulus Fund 11300440 for anamount of $53,440;3.Authorise the Chief Executive Officer to seek additionalfunding sources that may be available that promotewellbeing and economic and tourism development.

LB 23.09.20: Advice received Dipper is unable to gain COVID exemptionto attend via G2G. Shire President and CEO informed via email.

CommunityServices

[email protected]

Lisa Boyd Community Services 08/09/20 15/11/20 99%

783

151/2020 08/09/20 OCM Tom Price Co-locationEmergency ServicesFacility

That with respect to the Tom Price Co-location EmergencyServices Facility, Council:1.Extend its appreciation to Rio Tinto for their support of theproject;2.Authorise the Chief Executive Officer to negotiate thefunding agreement with Rio Tinto;3.At the conclusion of advertising of the business case,should no submissions be received, authorise the ShirePresident and Chief Executive Officer to affix the commonseal to the finalised agreement; and4.Authorise the Chief Executive Officer to prepare andadvertise the Request for Tender for the Design andConstruction of the Tom Price Co-location EmergencyServices Facility and all associated works.

KB 25.09.2020 - commenced with discussions on deed with RTIO on24.09.2020. VB to arrange the deed with McLeods to be presented toRTIO for commencement of process with funding deed.

CommunityServices

[email protected]

Kellie Bartley, VickiBrown


784

152/2020 08/09/20 OCM Tom Price Pump Track –Location

That with respect to the Tom Price Pump Track – Location,Council:1.Endorse portion of Reserves 49947 and 44839 as thelocation of the Tom Price Pump Track;2.Resolve in accordance with the Land Administration Act1997 to request the Minister for Lands to:a)Revoke management order of Reserves 44947 and44839;b)Cancel Reserves 44947 and 44839 in accordance withsection 51;c)Create a new Reserve as a result of the amalgamation ofReserves 44947 and 44839 for the purpose of “Recreation”or similar in accordance with section 41;d)Issue a Management Order for the new Reserve to theShire of Ashburton for the purpose of “Recreation” orsimilar in accordance with section 46;3.Authorise the Chief Executive Officer to extend the scopeof the project to include all necessary works and inclusionsto integrate these tracks into the existing facilities; and4.Authorise the Chief Executive Officer to prepare andadvertise any necessary Request for Tender or Request forQuotations for the Design and Construction of the TomPrice Pump Track and all associated works.

Decision 677/2019 also refers. Project transferred to DevelopmentServices. On hold pending review of RFT. Project completion nowplanned for 31 May 2021 following wet season.


alan.sheridanashburton.wa.gov.au

Tracey Rogers InfrastructureServices

08/09/20 31/05/21 25%

785

153/2020 08/09/20 OCM Award of RFT 06.20Tom Price Tennis ClubRedevelopment

That with respect to the Award of RFT 06.20 Tom PriceTennis Club Redevelopment, Council:1.Resolve that Report CONFIDENTIAL ATTACHMENT17.1 is confidential in accordance with s5.23 (2) of theLocal Government Act 1995 because it deals with mattersaffecting s5.23 (2)(c);“A contract entered into, or which may be entered into, bythe local government andwhich relates to a matter to be discussed at the meeting.”2.Award RFT 06.20 Tom Price Tennis Club Redevelopmentfor the tendered fixed lump sum of $1,211,465.89 ex GST;and3.Authorise the Chief Executive Officer to negotiation,execute and manage the Contract for Tom Price TennisClub Redevelopment, including variations to the scope ofworks and contract value, providing this does not exceedthe project budget or reduce the overall scope.

Works commenced onsite for the Tennis Club, project is on track. DevelopmentServices

[email protected]

Chantelle Bryce DevelopmentServices

08/09/20 10/02/21 10%

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786

154/2020 08/09/20 OCM Lodging Houses That with respect to the Lodging Houses, Council:1.Request the Manager Building and Health Servicesprepare an agenda item to the Pilbara zone of WALGA,identifying the need for lodging house inspections at miningcamps to be retained within legislation for the wellbeing ofcontractors and employees accommodated within thesefacilities within the district.2.Recognise the need for a fee to be applied to provide thisservice to the community in a similar vein to the AuditorGeneral guidance to Local Governments that any servicebe provided on a full cost recovery basis, taking intoconsideration the remoteness and isolation of thesefacilities; and3.Write to Chamber of Minerals and Energy, theDepartment of Health and Unions Western Australiaidentifying that the removal of this service provided by localgovernment may result in the health and safety and thewellbeing impacts to members.

Letters drafted to Chamber of Minerals and Energy, Dept of Health andUnions WA

DevelopmentServices

[email protected]

[email protected]

DevelopmentServices

08/09/20 30/10/20 50%

787

155/2020 08/09/20 OCM Pilbara Regional WasteManagement Facility –Management Model

That with respect to the Pilbara Regional WasteManagement Facility – Management Model, the PilbaraRegional Waste Management Committee recommendCouncil:1.Endorse a Hybrid Alliance Model as the preferredcontract model for the Pilbara Regional WasteManagement Facility;2.Investigate a Hybrid Alliance Model style of contractwhich will allow Council to determine the exact services tobe included in the contract through the use of mandatoryand discretionary services; and3.Investigate the Hybrid Model and costing regime bepresented to the Pilbara Regional Waste ManagementFacility Committee before any contracts are entered intoincluding a definition of Total Waste Services Management.

6/10/20 Update. Briefing to be provided to PRWMF Committee Meetingon 15 October.


[email protected]@ashburton.wa.gov.au


08/09/20 14/10/20 50%

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Monthly Report of Use of the Common Seal and Actions Performed Under Delegated Authority as required by Council Policy ELM13(Affixing of the Common Seal) and Delegated DA08-1 and DA02-4

Date SealApplied /ApprovalDate

DelegationNumber

CommonSeal No. Parties Involved / Applicant Document Details / Description / Decision Directorate Responsibility

07/09/20 680 shire of Ashburton and Tom Price Motor SportIncorporated

Lease of Community Facility - tom Price Speedway Grounds Corporate Services

09/09/20 DA08-1 BS Building Maintenance DA 20-35 Installation of New Patio - Lot 14 Lilac Street Tom Price 6751 Property & DevelopmentServices

09/09/20 DA08-1 DT Works DA 20-33 Front Patio - Lot 32 Joffre Avenue Paraburdoo 6754 Property & DevelopmentServices

09/09/20 DA08-1 TAYLOR BURRELL BENNETT DA 20-20 Amendment to Extend Approval for Temporary Marquee Structures - Lot 61 Ashburton Avenue CornerRocklea Road Paraburdoo WA 6754

Property & DevelopmentServices

09/09/20 DA08-1 PILBARA PATIOS PTY LTD DA 20-29 Raised Carport and Rear Patio Extension - Lot 703 Milpera Street Tom Price 6751 Property & DevelopmentServices

09/09/20 DA08-1 360 CIVIL AND CONSTRUCTION PTY LTD DA 20-25 Installation of Carport - Lot 223 Chichester Avenue Paraburdoo WA 6754 Property & DevelopmentServices

21/09/20 DA08-1 A1 Patios DA 20-36 Patio - Lot 529 Acacia Street Tom Price WA 6751 Property & DevelopmentServices

Exported on 7 October 2020 3:40:04 PM AWST

ATTACH

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RFT # RFT Title Opening Closing Awarded To

Method

of

Award Consideration Path

01.20

Ashburton Irrigation

Works 19/12/2019 23/01/2020

Western Irrigation Pty

Ltd OCM

Schedule of Rates

(estimate

$250,000 ex GST)

Lists/Tender

Register 2020

02.20

Grader CCF Class 15 -

WALGA 23/01/2020 12/02/2020

Komatsu Australian

Pty Ltd OCM

$393,068.00 Ex

GST

Lists/Tender

Register 2020

03.20

Supply, Installation

and Service of Airport

Passenger Screening

Equipment 18/03/2020 29/04/2020

Leidos Security

Detection &

Automation Australia

Group Pty Ltd OCM $386,470 ex GST

Lists/Tender

Register 2020

04.20

Refurbishment Works

for Shire Staff Housing 8/04/2020 12/05/2020 CANCELLED

Lists/Tender

Register 2020

05.20

Project Management

Consultancy Services 4/07/2020 21/07/2020 A4 Projects OCM

$168 per hour ex

GST

Lists/Tender

Register 2020

06.20

Tom Price Tennis Club

Redevelopment 18/07/2020 18/08/2020

Neowest Building

Company OCM

$1,211,465.89 ex

GST

Lists/Tender

Register 2020

07.20

Design and

Construction of

Karingal

Neighbourhood Centre

Re-Roofing,

Paraburdoo WA 1/08/2020 20/08/2020 Waiting on contract OCM

Lists/Tender

Register 2020

Monthly Report of Actions Performed under Delegated Authority by Delegation DA06-6 Award Tenders

ATTACH

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08.20

Electrical Servicing to

Shire of Ashburton

Facilities and Houses 8/08/2020 1/09/2020 Under evaluation OCM

Lists/Tender

Register 2020

10.20

New Gym and

Childcare Upgrade,

Onslow WA 22/08/2020 22/09/2020 Under Evaluation OCM

Lists/Tender

Register 2020

11.20

Tom Price Childcare

Centre Service

Provider 3/09/2020 24/09/2020 Under Evaluation

Lists/Tender

Register 2020

12.20

Services Headworks

South Road, Tom Price 18/09/2020 15/10/2020 Open

Lists/Tender

Register 2020

14.20

SUPPLY AND DELIVERY

OF ONE (1) MOTOR

GRADER CCF CLASS 15 18/09/2020 15/10/2020 OPEN

Lists/Tender

Register 2020

15.20

Tom Price Sports Oval

Lighting 23/09/2020 13/10/2020 OPEN

Lists/Tender

Register 2020

16.20

Onslow Airport

Runway Works 22/10/2020 5/11/2020 Drafting

Lists/Tender

Register 2020

17.20

Design and

Construction of Ocean

View Caravan Park

Stage 2 Transportable

Buildings, Onslow, WA 7/10/2020 27/10/2020 Open

Lists/Tender

Register 2020

Monthly Report of Actions Performed under Delegated Authority by Delegation DA06-6 Award Tenders

ATTACH

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Marketing & Communications Strategy Shire of Ashburton MC Ref: IF93

ATTACHMENT 11.4A

Page 195

2

Contents Executive Summary ............................................................................................................................. 5

Why is this strategy important? ........................................................................................................ 5

Invest............................................................................................................................................. 5

Live ................................................................................................................................................ 5

Tour ............................................................................................................................................... 5

Key Recommended Strategies ........................................................................................................ 6

The Approach - Guiding Objectives and Principles............................................................................. 7 Statements Supporting the Marketing Strategy ............................................................................... 7

Key Recommendations .................................................................................................................... 7

Key Documents and Research ........................................................................................................ 7

Situation Analysis ............................................................................................................................. 8

Shire Snapshot ................................................................................................................................. 8

SWOT Analysis .............................................................................................................................. 10

The Shire of Ashburton Brand ........................................................................................................... 11 The Name ....................................................................................................................................... 11

About The Brand ............................................................................................................................ 11

Sub Brands ..................................................................................................................................... 12

Key Messages .................................................................................................................................... 13 Current Strategic Projects .................................................................................................................. 16

Development of Emergency Services Precinct in Tom Price ........................................................ 16

Footpath Renewal Program ........................................................................................................... 16

Horizon Power Onslow Distributed Energy Resource (DER) Project ........................................... 16

Karratha to Tom Price Road Upgrade ........................................................................................... 17

Onslow Marina & Boat Ramp ......................................................................................................... 18

Onslow Ocean View Caravan Park (Stage 2) ............................................................................... 18

Onslow Water Infrastructure Upgrade Project ............................................................................... 18

Pilbara Regional Waste Management Facility ............................................................................... 18

Pilbara Trails Strategy .................................................................................................................... 18

Road Renewal Program ................................................................................................................. 19

Tom Price Administration Building Replacement .......................................................................... 19

Tom Price Childcare Centre ........................................................................................................... 19

Tom Price Tennis Courts ............................................................................................................... 19

People ................................................................................................................................................ 20 Organisational Chart ...................................................................................................................... 20

Stakeholders and Distinguishing Characteristics .......................................................................... 21

Internal ........................................................................................................................................ 21

Local Community ........................................................................................................................ 22

Broader Community .................................................................................................................... 23

ATTACHMENT 11.4A

Page 196

3

Stakeholder Group Matrix........................................................................................................... 24

Important Partnerships ....................................................................................................................... 25 Partnership Approach..................................................................................................................... 25

Current Partnerships ...................................................................................................................... 25

Community Support Partners ..................................................................................................... 25

Aboriginal Corporations Partners ............................................................................................... 26

Industry Partners ........................................................................................................................ 27

Business Support Partners ......................................................................................................... 29

Local and Regional Government Authorities ............................................................................. 29

State Government Authorities .................................................................................................... 29

Federal Government Authorities ................................................................................................ 30

Cooperative Marketing Partnerships.............................................................................................. 31

Tourism Bodies ........................................................................................................................... 31

Local Operators .......................................................................................................................... 32

Strategy Implementation Process ...................................................................................................... 34 How Does the Shire Communicate? .............................................................................................. 34

Shire of Ashburton Communications Policy .................................................................................. 35

Purpose ....................................................................................................................................... 35

Scope .......................................................................................................................................... 35

Definitions ................................................................................................................................... 35

Social Media ............................................................................................................................... 36

Customer Service ....................................................................................................................... 36

Events ......................................................................................................................................... 36

Employee Relations/Internal Communications .......................................................................... 37

Media Relations .......................................................................................................................... 37

Legislated Advertising ................................................................................................................ 37

Marketing Channels ....................................................................................................................... 38

Digital/Online............................................................................................................................... 38

Traditional ................................................................................................................................... 39

Sponsorship ................................................................................................................................ 41

Events ......................................................................................................................................... 41

Changes to the Local Government Act – Channel Selection .................................................... 42

Key External Communications Strategies ......................................................................................... 44 Marketing Strategies – External Strategies, in detail ........................................................................ 46

Strategy 1: Create an improved and recognisable image for the Shire of Ashburton .................. 46

Strategy 2: Creation of a rolling content (promotional plan) – key projects .................................. 48

Strategy 3: Become more digitally accessible to the community via social media ....................... 49

Strategy 4: Improve digital presence - development of a new website and intranet .................... 50

Strategy 5: Actively engage with Shire residents and ratepayers ................................................. 51

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Strategy 6: Increase visitation, increase length of stay ................................................................. 52

Strategy 7: Enhance the visitor experience ................................................................................... 53

Strategy 8: Improve the Indigenous Culture offer .......................................................................... 54

Strategy 9: Improve engagement with business community ......................................................... 55

Strategy 10: Assist community groups with development and promotion of local events and activities .......................................................................................................................................... 56

Strategy 11: Develop a signature event for the Shire – develop the marketing presence of this and other Shire and Shire supported events ................................................................................. 57

Strategy 12: Increase awareness of Council Services .................................................................. 58

Strategy 13: Increase awareness of liveability and facilities within the Shire ............................... 59

Strategy 14: Increase awareness of investment opportunities within the Shire ........................... 60

Strategy 15: Increase local awareness of tourism opportunities within the Shire ......................... 61

Internal Communications ................................................................................................................... 62 Ensuring rollout – Marketing & Communications Implementation Plan ............................................ 63 Evaluation and Reporting .................................................................................................................. 64 Market Creations ................................................................................................................................ 65

Our Portfolio ................................................................................................................................... 65

About Us ......................................................................................................................................... 65

Document Authors .......................................................................................................................... 65

Published Date ............................................................................................................................... 66

Addenda ............................................................................................................................................. 66

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Executive Summary The following marketing strategy developed by Market Creations for the Shire of Ashburton details key messages, channels, and suggests opportunities for community engagement. This marketing strategy will act as a valuable reference point for the Shire to ensure all marketing, PR and communications activities are strategic, consistent and timely.

This document creates a framework to project a positive, professional and action-orientated corporate image; and promote the Shire as a forward thinking, progressive and welcoming, community focused organisation through the application of consistent messages in a wide range of communication channels.

The strategy focuses on three key pillars, to drive communications and engagement around investment, liveability and tourism for the Shire of Ashburton.

The strategy has been developed in line with the Shire’s strategic direction ensuring a common voice, common messaging and alignment of goals.

The strategy is aligned with the key themes detailed in the Shire of Ashburton Strategic Community Plan 2012-2022, being the focus for the Shire of Ashburton Corporate Business Plan 2019-2023:

1. Vibrant and Active Communities 2. Economic Prosperity 3. Unique Heritage and Environment 4. Quality Services and Infrastructure 5. Inspiring Governance

Why is this strategy important? Effective, timely and regular communications and community engagement will provide the following benefits to the Shire:

Invest Drive external interest in Shire activities as a progressive place Create awareness of investment opportunities Improve engagement with business community

Live Promote opportunities available to encourage uptake of current government grants Inform and empower residents and ratepayers Connect the community across the Shire Drive community spirit and interest in belonging Create awareness of liveability and facilities

Tour Build interest in the region as a ‘must see’ place Drive sustainable tourism growth Create organic promotion of the region

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Key Recommended Strategies The following are the recommended strategies detailed in this document. Supporting action items are included that will allow the Shire to progress towards achieving this strategic direction.

1. Create an improved and recognisable image for the Shire of Ashburton

2. Creation of a rolling content (promotional plan) – key projects

3. Become more digitally accessible to the Community via social media

4. Improve digital presence - development of a new website

5. Actively engage with Shire residents and ratepayers

6. Increase visitation, increase length of stay

7. Enhance the visitor experience

8. Improve the Indigenous Culture offer

9. Improve engagement with business community

10. Assist community groups with development and promotion of local events and activities

11. Develop a signature event for the Shire – develop the marketing presence of this and other

Shire and Shire supported events

12. Increase awareness of Council Services

13. Increase awareness of liveability and facilities within the Shire

14. Increase awareness of investment opportunities within the Shire

15. Increase local awareness of tourism opportunities within the Shire

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The Approach - Guiding Objectives and Principles Statements Supporting the Marketing Strategy The following statements underpin the approach taken in development of the marketing strategy:

Build brand awareness – ensure all collateral is cohesive in all forms of communications Encourage community feedback – create avenues for consistent and effective engagement Increase online presence – create a new best practise website, grow social media activity Be transparent, honest and timely with communications – inspire community engagement,

build goodwill Keep material up to date – stay present and relevant in the market Utilise PR and copywriting to strategically target relevant publications – traditional

publications assist with message penetration Grow awareness of Shire attributes – target relevant sectors with relevant messaging; invest,

live, tour Drive stakeholder engagement – create a platform for consistent communication

Key Recommendations The following points are high level key recommendations that have resulted from the development of this document:

The Shire of Ashburton presents a unique investment, lifestyle and tourism opportunity. In communicating this the Shire needs to present a brand position that details the unique elements that form the community and its surrounds. With engagement of community and stakeholders, further dissemination of information and active promotion of opportunities the Shire will become more recognised. It is recommended that key messaging and development occur in the following areas:

Present as a progressive, welcoming place to invest, live, tour o Availability of investment and business opportunities o Real estate and construction availability and incentive opportunities o Availability and quality of facilities o Tourism package options o Information on places to stay and things to do

Key Documents and Research The preparation of the document has been achieved in consultation with Shire representatives and key Shire documents, inclusive of the Corporate Business Plan 2019-2023, the Strategic Community Plan 2017-2027 as well as supporting materials including the Economic and Tourism Development Strategy 2019 and www.ashburton.wa.gocv.au as at July 2020. Added to this, Market Creations has drawn upon our unmatched local government experience, our professional expertise as well as situational research and statistical analysis to complete the strategy, this included interviews with numerous Shire personnel and tourism vendors which were conducted to ensure their feedback supported the rationale proposed in this plan.

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Situation Analysis The Shire of Ashburton is comprised of diverse towns and communities that stretch across coastal and inland Pilbara environments. Comprising of 105,647km2, the Shire is almost half the size of Victoria. Most of the land within the Shire is taken up by pastoral leases or protected areas, including Karijini National Park. Important industries for the area include agriculture, mining (iron ore & gold), oil, gas, fishing and tourism. With the exception of Onslow, which was originally gazetted in 1886, most of the towns in the Shire are relatively young, having been formed to support the iron ore industry in the 1960s and 1970s.

Shire Snapshot

Resident Population 13,026

Area 105,647km2

Number of dwellings 2,802

No of Staff 190

Total Revenue $60,348,677 (2018/19)

Towns in Shire Onslow, Pannawonica, Paraburdoo, Tom Price

Aboriginal Communities Bindi Bindi, Wakathuni, Bellary, Youngaleena and Ngurawaana.

Major events - how the Shire celebrates the community:

• Robe River Gala • Nameless Festival • Rodeo • Passion of the Pilbara • WA Day Festival • Annual Christmas Event

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Shire Owned and Operated Facilities • Community Recreation Facilities • Childcare Centres • Public Swimming Pools • Skate Parks • Sports Ovals and Facilities • Parks, Gardens and Playgrounds • Visitor Centres • Historical Buildings • Community Housing (joint with Homeswest) • Onslow Airport • Libraries • Waste Facilities • Onslow Ocean View Caravan Park

Shire services that support the community

• Airport (Onslow) • Libraries • Animal Control (Ranger Services) • Building and Planning Services • Household Bin and Litter Collection • Environmental Health • Road Construction and Maintenance • Weeding, Spraying and Fogging Services • Community events and programs • Community Support Grants

Major Business • Second largest local government economy in the State • $42 billion in exports per year which represents 2.5% of the

Australian economy and 18% of the Western Australian economy

• $31 billion in Iron Ore exports (2018) • $11 billion in liquefied natural gas exports (2018)

Employment • Highest average personal income in the country – over half of residents household income is above $100k per annum

• Lowest unemployment rate for a local government in Australia in 2018 (0.6%)

• Resource sector is the primary employer within the Shire’s four towns

• 50 home businesses registered and operating

Tourism • Contributes almost $300 million to local expenditure • Represents 1.3% of the local (Shire) economy and 6.5% of all

jobs • Estimated 330,000 visitors to the Shire (year ending March

2018)

Tourist Attractions • Karijini National Park • Millstream – Chichester National Park • Old Onslow • Big 4 Mountains • Mackerel Islands

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SWOT Analysis Strengths Weaknesses

▪ Strong industry partnerships and resource sector investment

▪ Frequent drafting and distribution of media releases

▪ Natural tourism assets (Karijini and Millstream Chichester National Parks, coastal reefs and islands, some of the oldest geological structures on the planet)

▪ Built tourism environment, including Onslow Beach Resort and Ocean View Caravan Park

▪ Rich Indigenous culture

▪ Airport and port facilities

▪ High staff turnover

▪ Shire of Ashburton brand is limiting from a tourism perspective

▪ Non-descript entry statements

▪ Multiple social media accounts dilutes Shire’s message

Opportunities Threats

▪ New Shire street signs will create a professional, positive and active presence for the Shire as well as attract a self-drive tourism market

▪ New website to improve the accessibility of information for the community and create a positive, professional image for the Shire

▪ Frequent/regular newsletters, newly styled with refined content for information sharing of Shire activities. Issued via email, Campaign Monitor or Mailchimp

▪ Amalgamate social media channels to create one source of truth and united voice for the Shire – will also create administrative efficiencies

▪ YouTube videos to engage residents on key projects or Shire activities

▪ YouTube videos to engage broader community on liveability and opportunities in the Shire

▪ Multi-lingual videos to attract migrant/international population

▪ Develop visual library of agreed style for the Shire for use in good news and other marketing collateral

▪ Regular media releases/engage with traditional outlets to tout good news and projects/partnerships

▪ Develop key messages for use across all channels for consistency of voice and content

▪ Intrastate travel on the rise following COVID-19

▪ Cooperative marketing approach with operators

▪ Promotion of Onslow Tourism App

▪ Dependence on the mining sector

▪ Government or industry partners do not provide adequate funding to support ongoing or longer term community improvement initiatives

▪ Actions and customer service of Shire representatives aren’t consistent with communications issued

▪ Inconsistent branding execution diminishes brand equity

▪ Small and dispersed population base

▪ Accessibility of Ashburton compared to other WA tourism destinations

▪ Low profile and perception issues

▪ Insufficient tourism accommodation

▪ Inability to attract suitable talent for employment opportunities

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The Shire of Ashburton Brand A strong brand for the Shire of Ashburton is more than the logo. The brand is defined by how the Shire is recognised and the experiences internal and external stakeholders have with the Shire. It is reflected in everything that represents the Shire, from uniforms and vehicles, to methods of customer service, to on hold messages and collateral produced. Purposeful and effective branding will improve the perception of the Shire by the local community, key stakeholders and the broader WA community and therefore elevate the Shire’s reputation.

The Name The Shire of Ashburton was originally called the “Shire of West Pilbara” this was changed in 1987 to provide the region with its own identity given the Karratha/Newman region was also referred to as “West Pilbara”.

Looking at the Shire of Ashburton’s website, it is unclear whether the name ‘Ashburton’ stems from the establishment of the Ashburton Road Board or the Ashburton River which runs through the lower portion of the region.

About The Brand

The Shire of Ashburton brand is a stylised design depicting the symbolic connection of the idyllic Mackerel Islands and iconic Hamersley Ranges.

As visual representation of the concept ‘reef to range’ the brand combines these two powerful images to display the diversity of the landscape and grand distance within the Shire.

The North of Western Australia’s arresting landscape provides the inspiration for the colour selection and the colours provide a strong visual connection to the Shire’s natural beauty. - Shire of Ashburton Corporate Style Guide Specifications October 2016

Also in circulation is the Shire’s original crest logo. The Shire’s style guide stipulates when the traditional crest should be used as opposed to the ‘reef to range’ logo. This should be referred to continuously, with all staff (organisation wide) expected to uphold these standards:

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Market Creations has worked with over 40 regional local government authorities in Western Australia on their corporate identities and brand development. There is opportunity to improve the Shire’s corporate ‘reef to range’ logo to bring the brand in line with industry best practice standards. This would include editing the logo to title case (to improve readability) and increasing the size of the naming proposition “Ashburton”.

From a tourism perspective, the Shire of Ashburton is hindered by the naming proposition of ‘Ashburton’. Visitors from Western Australia (let alone nationally or internationally) would arguably struggle to locate or identify with ‘Ashburton’ as opposed to the better-known locations of Tom Price, Karijini and Onslow.

Based on the above, the Shire of Ashburton can proceed with the following branding options:

1. Leave the corporate brand as is. 2. Make subtle changes to the existing corporate brand and style guide to bring it in-line with

industry best practice standards ($1,500 - $3,000) 3. Brand refresh – a new brand identity for the Shire inclusive of community consultations and

first step brand extensions such as stationery ($15 – 20k)

Sub Brands The Shire of Ashburton have created a suite of sub brands with a tourism focus. The sub brands were created with a focus on the unique characteristics of the towns and regional surrounds of Tom Price and Onslow.

Tom Price – The heart of Karijini country Tom Price has the advantage of the Karijini National Park on its doorstep, the draw for tourism is undeniable. The logotype and accompanying branding developed utilise the deep reds and ochres, land formations and striations in the rock – that is uniquely ‘Karijini.’

Onslow – Remarkable Pilbara Coast Onslow has the Mackeral Islands and the Coral Coast just off its shores. Onslow is also known as one of the few places in the world, where the sun rises and sets over the water. These unique qualities inspired the basic elements of the designs that were developed.

- Tourism Branding for the Shire of Ashburton, Style Guide

Market Creations recommends that the Shire consider a tourism logo for the well-known ‘Karijini’ tourism destination, as well as an all-encompassing style guide which dictates when to use tourism brand versus the Shire’s corporate brand as well as how to use them in conjunction.

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Key Messages The following key messages relate to the Shire and represent core communication themes that should be referenced in any PR opportunities.

The key messages have drawn focus from the Strategic Community Plan 2017 - 2027 that states the Shire should be guided by the following strategic direction elements:

Identify and acknowledge community aspirations and priorities; Provide an opportunity for participation by the community in decision making processes; Coordinate decision making and the use of resources of the Shire and other organisations

working with and in the community; Provide a long term focus for the delivery of facilities and services by the Shire and other

organisations; and Provide a basis for accountability.

The key messages are broken down into three key pillars, to drive communications and engagement around investment, tourism and liveability for the Shire of Ashburton.

For the purpose of this plan attention has been focused on Onslow and Tom Price, while Paraburdoo and Pannawonica represent the other major towns in the Shire, their status as largely mining towns means major promotion from a tourism perspective has not been recommended. Please note that consideration has been given to Paraburdoo and Pannawonica where applicable.

Investment

o Onslow natural resource extraction projects make Onslow a hub for extensive

industrial growth o Large scale projects such as Wheatstone LNG, Macedon Gas, Onslow Salt, the

Onslow Marine Support Base and the Pilbara Regional Waste Management Facility have had, and continue to have, a positive impact on the town

o The Ashburton North Strategic Industrial Area is located 12km from the Onslow town site with one of its key objectives being to establish major hydrocarbon processing industries and synergistic services and/or facilities with viable port access

o Investors can lodge an application for development approval https://www.dplh.wa.gov.au/information-and-services/district-and-regional-planning/improvement-plans-and-schemes/lodging-an-application-for-development-approval

o New investors can be confident in the development of the area due to the support of the State Government who are actively overseeing the growth and development via Department of State Development (DSD)

o Industry partnerships – continued investment by industry partners means the Shire will continue to grow

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Tourism

The Shire’s main tourism attractions present unique experience opportunities for visitors:

o Onslow (and the Mackerel Islands) This area epitomises the coastal Pilbara region and has an average annual

temperature of 31C This area is a hub to get to other iconic coastal destinations like Coral Bay,

Exmouth, and Ningaloo Reef Attractions in Onslow include: Mackerel and Montebello Islands (access from

Beadon Creek Harbour), the Old Onslow historical townsite, Onslow Salt, the Ashburton River, termite mounts and sunrise and sunset at Four Mile beach

There is a range of accommodation including caravan parks, camping facility, self-contained units and motel rooms (Onslow Beach Resort and Ocean View Caravan Park)

The town has its own airport (officially opened in 2015) with flights from Perth • Note only 70 seats per week are made available via a Chevron charter

service with Virgin as a community service ie available seats are not specifically provided for tourism purposes.

• There are currently no RPT services as at July 2020. Prior to COVID-19 (March 2020) Virgin Australia operated a Tuesday weekly service to Onslow. This service was cancelled due to irregular occupancy numbers, often only at around 40 – 50% capacity.

• The airport can turnaround 1 flight per hour and up to 2 per hour if needed

o Pannawonica

A ‘closed town’ visitors are welcome to tour but cannot stay on a long term or permanent basis

The annual Pannawonica Robe River Rodeo, in September, attracts an average of 1500 people from all over Australia

An annual Gala weekend held around August boasts a Gala Ball evening to raise funds for a Family Fun Day with children's rides and local stallholders showcase their wares.

Pannawonica is an ideal rest stop before heading to Millstream/Chichester National Park, accessible only with a four wheel drive, this park is rich in Aboriginal heritage. Millstream’s Deep Rich Pool is home to the mythological serpent or Warlu

o Tom Price The picturesque town of Tom Price is nestled deep in the Hamersley Ranges,

at the base of the beautiful Mt Nameless (Jarndunmunha) Visit Tom Price to see unique, natural and ancient points of interest, Karijini

National Park, Millstream Chichester National Parks

o Rich Indigenous Culture The region represents a vast and rich indigenous culture and history, the

opportunity to further recognise and activate engagement with and by the indigenous community will add to the attraction of the region

The Shire continues to build and promote activities around NAIDOC week The Shire actively seeks to engage with the indigenous community and create

avenues for reflection, promotion and sharing of indigenous culture

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Liveability

o Onslow Is a vibrant place to live and work The coastal town of Onslow offers a laid-back lifestyle, perfect for family, avid

fishermen and lovers of the ocean Median house price 269,000 as at 30/7/2020 (reiwa.com.au) Land affordability is currently the best it has been with additional stimulus

provided by the State Government Regional Land Booster Package (announced 15/7/2020)

Barrarda Estate has further residential land sale opportunities from $98,000, (65 dwellings already built) take advantage of the up to $69,000* in grants and concessions available (*Terms and conditions apply. Some grants end 31 December 2020).

Barrarda means 'nest' in the local Thalanyji language https://www.landcorp.com.au/Residential/Onslow/Land-for-sale/

o Tom Price

Originally a mining town, Tom Price is a vibrant community Median house price $292,500 as at 30/7/2020 (reiwa.com.au)

o Airport

Onslow Airport can accommodate Fokker 100 aircraft, Chevron provide a community service by allowing 70 seats per week on their charter flights. Currently there are no RPT services.

o Schools The Shire contains primary and secondary schools. In order to promote

liveability, showcasing the schools and their facilities is vital to attracting families.

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Current Strategic Projects In the 2020/21 financial year, the Shire of Ashburton is expected to undertake a program of 81 capital works projects valued at $63million. 53 of these projects to the value of $35.5million are carried forward from 2019/20.

Each of these projects support one or more of the Shire’s key message pillars – invest, live, tourism. Considering this, plus the level of investment made from Government and industry, current capital projects are the most important communications piece for the Shire. For each project, the following milestones present a communications opportunity and should be shared with both the local community and media outlets:

Funding and/or grants awarded Tender awarded Design and construct commenced Sod-turning ceremony Launch to community

The channels most appropriate for communicating these project milestones include the Shire’s website, social media and community newsletter, print media (Pilbara News, North West Telegraph, The West Australian, ABC) and radio (ABC North West).

Current strategic projects for the Shire of Ashburton are detailed below.

Development of Emergency Services Precinct in Tom Price The co-located Emergency Services Facility in Tom Price will combine the Shires two major services – Bush Fire Brigade and State Emergency Services – in one location. Total project cost is estimated at $4.5million, with $1,720,400 to be funded by the Department of Fire and Emergency Services and a yet to be defined contribution from Rio Tinto.

The concept design was awarded to Whitehaus and construction is expected to commence in April 2021 (pending award of tender).

Footpath Renewal Program The footpath renewal and repair program commenced in Onslow in May 2020 ($450,000 project value) and is planned to commence in Tom Price in FY20/21 ($1.84million project value). The program aims to provide better accessibility and enhance the livability of local residents. The footpath construction and renewal program in Onslow will add 1.6km of footpath to the Shire’s network.

Horizon Power Onslow Distributed Energy Resource (DER) Project The Onslow DER Project will connect traditional energy sources with distributed solar and battery solutions to maximise the amount of renewable energy in Onslow. Once complete, Onslow will be home to Australia’s largest distributed energy resource microgrid which will target a high penetration of the town's electricity needs to be serviced from renewable energy sources.

Stage One was completed in July 2018 and has commenced servicing the immediate electricity needs of the Onslow community. Stage One included the construction of a gas-fired modular power station that can contract in size once the renewable energy contribution increases, as well as a new transmission line and distribution network extension.

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Stage Two commenced in October 2018 and involves the construction of additional centralised infrastructure – a solar farm adjacent to the new power station, a battery energy storage system and distributed solar PV and batteries across the system. Key dates of the project are detailed below, with further information available at on the Horizon Power website.

Date Activity

September 2016 Onslow Power Project announcement

January 2017 Contract for construction of modular power station awarded to Downer EDI Engineering and Power Pty Ltd.

January 2017 New power station contract awarded

March 2017 Work begins on backbone power infrastructure.

April 2017 Ground clearing and relocation of fauna.

September 2017 Equipment including transmission lines arrive on site.

June 2018 Solar farm contract awarded

July 2018 Power station commissioned.

July 2018 Stage One complete

Late-2018 Construction to begin on renewable energy component including solar farm and battery storage.

March 2019 Stage Two launch

March 2019 Renewable Energy Pilot launches to Onslow customers.

May 2019 Construction of a centralised 1 megawatt solar farm and 1 megawatt-hour network battery complete.

September 2019 Completion of solar farm and battery reliability period.

September 2019 Onslow Renewable Energy Pilot Horizon Power solar PV and battery installation at Zone Substation.

December 2019 Onslow Renewable Energy Pilot ends.

Karratha to Tom Price Road Upgrade The Australian ($248m) and Western Australian ($62m) governments have committed a total of $310m for the completion of the Karratha Tom Price Road, Stages 3 and 4.

Creating over 100 local jobs during construction, MACA Civil Pty Ltd, commenced works on the 48 kilometres section on 29 October 2019. The project includes the construction of new sealed pavement and associated drainage structures.

Stage 3 is on track for completion September 2020 and it is anticipated that Stage 4 - the final 107 kilometres - will be completed in late 2022.

When completed the Tom Price - Karratha sealed road will save 2.5 hours of travel time between the two towns. The upgrade will also improve access to Millstream National Park which sees high volumes of tourism traffic during the peak season.

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https://www.horizonpower.com.au/our-community/projects/onslow-distributed-energy-resource-der-project/

https://horizonpower.com.au/our-community/news-events/news/australias-largest-distributed-energy-microgrid/

https://horizonpower.com.au/our-community/news-events/news/onslow-power-infrastructure-upgrades-underway/

https://horizonpower.com.au/our-community/news-events/news/australia-s-largest-renewable-energy-microgrid-powers-ahead/

https://horizonpower.com.au/our-community/news-events/news/onslow-microgrid-project-stage-one-completed/

https://horizonpower.com.au/our-community/news-events/news/horizon-power-launches-second-stage-of-onslow-microgrid-project/

https://horizonpower.com.au/solar/onslow-renewable-energy-pilot/

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Onslow Marina & Boat Ramp A community boating precinct with an estimated project cost of $7.5million. The project will be part funded by Chevron and include upgrades to the wharf, marina and boat ramp.

Onslow Ocean View Caravan Park (Stage 2) Valued at $3million, Stage 2 of this project includes the development of 58 RV sites with new amenities, 9 overflow sites, landscaping and road and services upgrades.

Onslow Water Infrastructure Upgrade Project In September 2011 Chevron and the Department of State Development (DSD) executed an agreement that required Chevron to develop and execute a project that increased potable water supply to Onslow by 2 ML/day, referred to as the Onslow Water Infrastructure Upgrade Project. The State Government’s Royalties for Regions program contributed $9.9million and the Water Corporation provided $14.7million to the $24.6million upgrades. After completion of the works the assets will be handed-over to the Water Corporation for ongoing ownership and operation.

The first stage of works completed in 2014 included upgrades to the Cane River Borefield and transfer main, allowing additional water to be delivered to Onslow to cater for a growing population. In 2016, upgrades were made to Onslow’s wastewater treatment plant, doubling the plant’s capacity to 870,000 litres per day.

This project is ongoing, with key dates for the detailed below.

Date Activity

August 2020 EPA Submission

July 2021 Environmental Approvals

November 2021 to June 2023 Construction

Pilbara Regional Waste Management Facility The Shire of Ashburton has commenced a $13million project to construct a Class IV Pilbara Regional Waste Management Facility in Onslow. Once complete, this will be the only facility in the North West to accept waste from the resources industry.

The Pilbara Regional Waste Management Facility will be an integrated facility consisting of a Greenwaste facility, Construction and Demolition Waste Facility, Liquid Waste Facility, Tyre Mono-cell and Class IV landfill. The development of the facility will also facilitate economic diversification and growth by significantly reducing the cost of managing waste throughout the region.

The facility is jointly funded by the Australian Government ($9 million), Chevron and Western Australian Government ($2 million) and Shire of Ashburton ($2 million). The Shire, Chevron and the Western Australian Department of Jobs, Tourism, Science and Innovation are the Key Project Partners in the delivery of the project.

The main works stage of construction commenced at the Pilbara Regional Waste Management Facility in June 2020.

Pilbara Trails Strategy The Pilbara Trails Strategy follows the guidance set out by the WA Strategic Trails blueprint that provides for the coordinated planning, development and management of quality trails and trail

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experiences across Western Australia. In June 2020, the Shire of Ashburton Council endorsed the provision of financial support for the next stage of the masterplan.

Current significant trails currently within the Shire (that form part of the Warlu Way) include Onslow’s boardwalk, Karijini National Park and Millstream Chichester National Park. The project aims to enhance the visitor experience within region and requires collaboration with neighbouring local governments, tourism partner and local Aboriginal organisations.

A report is expected from the Department of Local Government, Sport and Cultural Industries in late 2020 which will determine a timeframe for the strategy and realisation of the trails concept.

Road Renewal Program The Shire of Ashburton is currently progressing a $6million road improvement works schedule, which includes $1.1million for the Urban Roads Renewal Program per annum and $2.2million to the Unsealed Rural Roads Project. As of May 2020, the Shire of Ashburton is responsible for a road network of 2,655km, of which 1,860km is unsealed and 135km is sealed roads.

Tom Price Administration Building Replacement New Shire offices are planned for construction in Tom Price at a project value of $3million. Design and planning works are due to commence in the 2020/21 financial year.

Tom Price Childcare Centre The Tom Price Childcare Centre project entails the design and construction of a purpose-built facility to meet the long-term childcare and out of school care needs of the Tom Price community. Current childcare services are offered from two buildings that were converted from single persons accommodation owned by Rio Tinto. The facility is no longer fit for purpose or able to meet the current demand.

The shortage of childcare places means that less than half of the full-time childcare needs of the town are being met. Secondly, the existing childcare facility has reached the end of its functional life and is restricted in its ability to meet changing health, building and childcare regulations.

The remote location of Tom Price means that there are little or no informal childcare options that are offered in a ‘normal’ community. This includes options such as grandparents, other family members, nannies and babysitters. This has a great affect on the support offered to families, and has been noted as a factor for the transient nature of the town’s population. Offering a modern, purpose-built facility with a greater capacity will attract and retain families that require this support. The facility will also support parents that wish to enter the workforce in some capacity but are unable to do so because of the lack of childcare options currently available.

The new Tom Price Childcare Centre will be delivered as part of the Community Infrastructure and Services Partnership between the Shire of Ashburton and Rio Tinto. The Shire has allocated $2.75million and Rio Tinto has provided $4million in funding, with total project cost sitting at $6.75million. The proposed location of the centre was endorsed by Council at the April 2018 Ordinary Meeting of Council as Lot 400 South Road.

The concept design was awarded to Hodge Collard Preston, and the build is due to start March / April 2021 (pending award of tender).

Tom Price Tennis Courts A $1.7million project which includes upgrades to onsite ablutions, a new clubhouse, undercover area, storage shed, sandpit and landscaping. The concept design was awarded to All Aspect Design, with the build due to commence in September 2020.

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People Organisational Chart The full organisational chart can be found at addenda item number 1.

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Stakeholders and Distinguishing Characteristics Internal

Internal communication is essential to ensuring effective operations. Staff also have an important role to play in relaying information about Council, including correcting any misinformation in the community. With this in mind, it is essential that staff have access to information about Council and Shire activities, events and services.

An internal staff survey conducted in April 2020 revealed that 83% of staff rated the organisation positively as a place to work, with ‘my team and colleagues’ being the item which staff valued most (37%). Key focus areas highlighted for the Shire included improving communication across the organisation (29%), improving staff retention and turnover (22%) and access to training and development (19%).

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Local Community

A community survey conducted in February 2020 (completed by 141 community members) rated the Shire below industry average for liveability, places to visit, governance, and rates value. Respondents indicated a preference for the Shire to prioritise sports and recreation facilities, managing responsible growth and development as well as economic and tourism development. The community rated the Shire of Ashburton 52 out of 100 on governance and suggested the Shire focus on Senior services, disability access and embrace change and innovation moving forward.

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Community members detailed the below as challenges that require further attention from the Shire:

• Better sporting facilities to accommodate local sporting events, clubs and youth activities • Boat ramp facilities in Onslow are insufficient • Inequity between towns - some towns perceived to be getting more resources for growth

and development than others • Council is overly dependent on mining companies for funding development • More business and employment opportunities needed for local residents • More development of local tourism is needed.

Broader Community The Shire has proactively established working relationships with significant mining companies in the area. A Memorandum of Understanding (MOU) has been established with Rio Tinto for the benefit of the Tom Price and Paraburdoo communities until 2022, and the Shire is working to establish a similar 10 year agreement with Chevron for the benefit of the Onslow community.

The Shire also works closely with local community groups including the Nintirri Centre and Tom Price Youth Support Association to ensure the delivery of support services and youth programs to local residents.

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Stakeholder Group Matrix The below matrix identifies the broad range of Stakeholders involved with or affected by the Shire.

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Important Partnerships Partnership Approach The Shire of Ashburton’s mining sector represents over 18% of WA’s total mining industry value. The Shire has successfully established working relationships with significant mining companies in the area, most notably Rio Tinto and Chevron.

The Shire’s strategic partnerships with industry as well as community, tourism and government organisations provide opportunity for cross promotion of positive news stories. It is recommended that the Shire of Ashburton leverages these partnerships and adopt a collaborative marketing approach wherever possible.

Current Partnerships Community Support Partners Nintirri Centre The Nintirri Centre is a not-for-profit community centre based in Tom Price that aims to create resilient places where people can live safe, healthy and empowered lives in the Pilbara. The centre delivers a range of services to the local community spanning Early Years Care, Arts & Culture, Community Health and Wellbeing Programs, and Family Violence Support. The website can be visited at www.nintirri.org.au.

Tom Price Youth Association Incorporated The Tom Price Youth Support Association Incorporated (TPYSA) is a community not-for-profit organisation that delivers services from two locations, the Tom Price Youth Centre and the Paraburdoo Youth Centre. The TPYSA actively seeks to increase opportunities for young people and delivers services in the local communities of Tom Price, Paraburdoo, Wakathuni and Bellary Springs. Services focus on prevention, intervention and postvention assistance, as well as an ongoing focus on relapse prevention which is an essential component for individuals living in a remote community. The website can be visited at www.tpysa.org.au.

Sodexo Sodexo is a global food services and faciltiies management company that integrates catering, facilities management, employee benefits and personal and home services. It is the world’s 19th largest employer, operating in 67 countries, Sodexo manages Rio Tinto’s housing portfolio in Paraburdoo, Tom Price and Pannawonica and have previously supported the Shire of Ashburton’s school holiday programs, social sport programs and Christmas activities. The website can be viewed at www.sodexo.com.

V Swans V Swans is the community arm of the Swan Districts Football Club which aims to provide communities, business and government with solutions for sustainable community development using V Swans Active Education and Employment Model. The V Swans Active Education Model are focused on transferring skills from the sports field into the classroom in order to increase wellbeing and an overall sense of belonging. Their vision is “to ensure Aboriginal and non- Aboriginal young people are actively and positively participating in physical activity, education and community.”

Programs run by V Swan in the Ashburton region include Education programs (Jet Kids, Onslow Early Years Program, V Swans Trainee Development Program), V Active (AFL Pilbara Cup, Friday

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Night Lights), High Performance programs (Strength 2 Succeed Naitanui Academy, AFL North West Program) and Justice programs (Community Based orders, V Swans Onslow Youth Centre).

V Swans has previously partnered with the Shire of Ashburton to deliver a program (in partnership with the department of Communities) to engage ‘at risk’ youth in Onslow in 2017-2018. V Swans has also previously partnered with Chevron (2010-219) to service the Onslow and wider Ashburton region as well as Lotterywest (2015-2017) to refit and run the Onslow Powerhouse Community and Youth Centre. The website can be viewed at www.vswans.com.au.

Karingal Neighbourhood Centre Karingal Neighbourhood Centre is the community hub of Paraburdoo. It serves the community by running a range of activities and events for adults and children and by providing an access point for support services such as Centrelink & Medicare. The Centre includes an op shop, activity space, kitchen and outdoor play area, meeting room and offices. Services provided include counselling and access to allied and mental health services, networking and business opportunities as well as a playgroup and creche. The website can be viewed at www.karingalcentre.com.au.

Regional Arts WA Established in 1994, Regional Arts WA is an independent, membership-based, not-for-profit organisation which represents the regional arts sector. Regional Arts WA manages the Australian Government’s Regional Arts Fund which aims to support regional artists and arts organisations. Seven regional Western Australian arts and culture projects received funding from the Federal Government’s Regional Arts Fund in 2019. The Shire of Ashburton was awarded $30,000 for the Onslow Water Tanks Mural in which the Shire will engage artist Guido van Helten to work with the community in the development of a public artwork for two Onslow Water Tanks. The artist will engage the community in the design stage to create a work that will reflect the town’s unique history, sense of place and character. The website can be viewed at www.regionalartswa.org.au.

Aboriginal Corporations Partners Ashburton Aboriginal Corporation The Ashburton Aboriginal Corporation (AAC) was formed in 2000 to promote the interests of all Aboriginal and Torres Strait Islands people in the Shire of Ashburton. AAC’s mission is to establish and maintain an environment that benefits Aboriginal people through the creation of culturally appropriate employment opportunities and the provision of education and training services throughout the Pilbara. The website can be visited at ashburton.net.au.

IBN IBN is the Trustee for the Mining Area C (MAC) Agreement between BHP Billiton and the IBN Claim Group, the Yinhawangka, Banyjima and Nyiyaparli people of the Pilbara. Established in 2001, IBN is a charitable business which aims to deliver programs and services to help to improve the lives of the Yinhawangka, Banyjima and Nyiyaparli people. IBN delivers community programs and services which span education, health and wellbeing, cultural support, and employment and enterprise. The website can be visited at www.ibngroup.com.au.

Gumala Aboriginal Corporation Gumala Aboriginal Corporation services the Banjima, Yinhawangka and Nyiyaparli people of the Pilbara region with a focus on poverty alleviation and delivering economic, social and community developmental solutions for Traditional Owners. GAC was created in 1996 to represent the collective interests of the Traditional Owners following negotiations with Hamersley Iron Pty Ltd (a wholly-owned subsidiary of Rio Tinto). Gumala’s member programs promote education, employment, health, community development and the sustainability of Aboriginal culture. The corporation also works with parents to deliver community projects within region order to address

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current and future challenges faced by local communities. The website can be visited at www.gumala.com.au.

Yinhawangka Aboriginal Corporation The Yinhawangka people traditionally lived around an area in the Pilbara to the south-east of Onslow. Yinhawangka country includes areas of the Angelo, Ashburton and Hardey River catchments, the Kunderong Range and the Mount Vernon, Rocklea and Turee Creek stations. The role of the Yinhawangka Aboriginal Corporation is to act as an agent for the Yinhawangka People in respect of their rights and obligations under various land use agreements and undertake community activities on behalf of Yinhawangka People. The website can be viewed at www.yinhawangka.com.au.

Robe River Kuruma Aboriginal Corporation Robe River Kuruma Aboriginal Corporation (RRKAC) is the registered native title body corporate for Robe River Kuruma (RRK) native title determined areas. The RRK people have traditional rights to an area covering nearly 16, 000 square kilometres in the Pilbara region of Western Australia. Their lands lie within the Shire of Ashburton, and around the township of Pannawonica, and comprise part of the Fortescue River and the complete river system of the Robe River, in the most westerly part of the Hamersley Range. RRKAC was formerly known as Kuruma Marthudunera Aboriginal Corporation prior to a name change on 1 July 2019. The website can be viewed at www.rrkac.org.au.

Industry Partners Rio Tinto Rio Tinto operates 16 mines within the Pilbara region (11 of which are iron ore), including iron ore mines in Tom Price and Paraburdoo as well as a power plant located in Paraburdoo.

In 2012 the Shire of Ashburton and Rio Tinto signed a Memorandum of Understanding to work together to revitalise existing and develop new civic, sporting and community facilities and programs in Paraburdoo, Tom Price and Pannawonica known as the Community Infrastructure and Services Partnership (CISP). Since 2012, Rio Tinto has committed $30 million to the Shire of Ashburton through the Community Infrastructure and Services Partnership (CISP) projects including the Paraburdoo Community Hub, Tom Price Sports Precinct, Tom Price pool donation, Paraburdoo pool upgrade and the Paraburdoo and Tom Price revitalisation projects. The following activities and events are held in each town as part of the CISP agreement and to enrich community spirit:

Welcome events Nameless Festival School Holiday Program Australia Day celebrations NAIDOC Week Christmas Lights Competitions and Christmas Carol events ANZAC Day celebrations Other events and festivals in each town. Dedicated club & community support team

During the peak of COVID-19 (April 2020), Rio Tinto affirmed their support for the Shire by contributing $1million to the Shire’s COVID-19 Small Business and Community Grants Fund. Rio Tinto has also committed up to $5million in funding for a new childcare centre in Tom Price, due to commence construction in 2020. The website can be viewed at www.riotinto.com.

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Fortescue Metals Group Fortescue Metals Group (FMG) have major iron ore mining operations across the Shire, including the $1.27 billion Eliwana Mine and Rail project. Solomon Hub is located 60km north of Tom Price and comprises of FMG’s Firetail and Kings Valley mines. Within the wider Pilbara region, FMG operates significant port and rail infrastructure.

FMG previously funded the Fortescue Community Support Program in which grants of up to $5,000 where available for community projects within the Shire of Ashburton (as well as neighbouring LGA’s). The website can be viewed at www.fmgl.com.au.

Chevron Chevron operates both the Gorgon LNG project on Barrow Island and the Wheatstone LNG project located south of Onslow.

‘Working Together for Onslow’ is a two-year partnership between the Chevron-operated Wheatstone Project and the Shire of Ashburton aimed at building an engaged, connected and spirited community in Onslow.

The partnership supports key community programs such as:

Welcome to Onslow events Community concerts and events School holiday programs ANZAC Day celebrations Arts and culture events Community learning opportunities Onslow Keepers (over 55s)

The State Government, Shire of Ashburton and Chevron Australia have also been working together to deliver new infrastructure in Onslow including the Aquatic Centre, Onslow Airport, Onslow Shire Complex, a new power station, new hospital, and new wastewater management facility. During the peak of COVID-19 (April 2020), Chevron affirmed their support for the Shire by contributing $1million to the Chevron Onslow Relief Fund to provide financial support and critical health services to Onslow residents, Aboriginal communities, local businesses and the unemployed.

The website can be viewed at www.australia.chevron.com.

BHP Billiton BHP Billiton’s (BHP) Western Australia Iron Ore (WAIO) is an integrated system of four processing hubs and five mines connected by more than 1,000 kilometres of rail infrastructure and port facilities in the Pilbara region. The processing hubs are located in Newman, Yandi, Mining Area C and Jimblebar and typically exported out of the port at Port Hedland. BHP also operates the Macedon Gas Project near Onslow, 100km off shore.

Like other mining stakeholders in the region, BHP has provided the Shire of Ashburton with funding for the development of community assets such as new multipurpose sports courts in Onslow. The website can be viewed at www.bhp.com.

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Business Support Partners Onslow Chamber of Commerce and Industry The Onslow Chamber of Commerce and Industry (OCCI) is a not for profit organisation that promotes the interests of members and the business community in Onslow and the Pilbara region. Both Chevron and BHP sponsor the Chamber as their respective projects are the primary growth drivers in Onslow. OCCI focus on delivery networking and events, business support, and policy development and advocacy for its members. The OCCI Committee is comprised of 10 volunteer local business board members, lead by president Jason Varcoe – Managing Director of NTC Contracting. The website can be viewed at www.onslowcci.com.au.

Pilbara Business Centre The Pilbara Business Centre is a not-for-profit organisation that supports business owners and provides advice and guidance to small and medium enterprises. The organisation hosts business workshops, a mentoring program and runs the Pilbara Women’s Network. The Business Centre Hub is based in Karratha, and the organisation is led by CEO Paul Jagger. The website can be viewed at www.businesscentre.org.au.

Pilbara Inland Chamber of Commerce The Pilbara Inland Chamber of Commerce & Industry (PICCI), similar to OCCI, is a member of the Regional Chambers of Commerce and Industry WA and represents the interests of businesses operating in the region. PICCI was formerly known as the Tom Price and Paraburdoo Business Association.

Local and Regional Government Authorities Western Australian Local Government Association Formed in 2001, the Western Australian Local Government association (WALGA) operates as the peak industry body for all 138 LGAs in Western Australia and negotiates service agreements for the sector. The association is governed by 24 members, which consists of 12 state councillors from country constituencies and 12 state councillors from metropolitan constituencies. Tracey Roberts is the current President of WALGA and has held this position since March 2020. Tracey additionally holds leadership of the City of Wanneroo as Mayor, is the Vice President of the Australian Local Government Association and Deputy Chair of the National Growth Areas Alliance as the current President. WALGA’s head office is currently located in West Perth. The website can be viewed at www.walga.asn.au

Pilbara Regional Council The Pilbara Regional Council represents the four local governments within the Pilbara region – the Shire of Ashburton, Shire of East Pilbara, City of Karratha and Town of Port Hedland. The Pilbara Regional Council provides a coordinated approach to service delivery and advocacy for the Pilbara region. The Pilbara Regional Council consists of an Executive Team and Councillors (including Shire of Ashburton President Cr Kerry White), and is led by CEO Tony Friday. The website can be viewed at www.prc.wa.gov.au.

State Government Authorities Department of Primary Industries and Regional Development The Department of Primary Industries and Regional Development (DPIRD) was created in 2017 and is the amalgamation of former Regional Departments of Regional Development; Agriculture and Food; Fisheries with the State’s nine Regional Development Commissions. The department endeavours to develop and strengthen economic resources for industries and regions across

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Western Australia under three pillars: Sustainability and Biosecurity; Industry and Economic Development; and Capability and Performance. The executive team is led by five members, which includes Ralph Addis as the current Director General.

The DPIRD overseas the delivery of the Regional Economic Development Grants Program for Western Australia. The initiative is funded by the State Government’s Royalties for Regions Program and provides funding to community-oriented projects, as part of its plan to increase economic activity in regional Western Australia. The grant application process is managed by each region’s respective Regional Development Commission, which is the Pilbara Development Commission for the Pilbara Region. The website can be visited at www.dpird.wa.gov.au

Pilbara Development Commission The Pilbara Development Commission’s role is to coordinate and promote economic development in the Pilbara to maximise prosperity and well-being for the region. Established under the Regional Development Commissions Act 1993, the Pilbara Development Commission is responsible to the Hon. Alannah MacTiernan Minister for Regional Development. The Commission provides the regional link between government policy and planning and regional aspirations and needs. The Commission is governed by a board chaired by Brendan Hammond and the current CEO is Terry Hill. The website can be viewed at www.pdc.wa.gov.au.

Department of Biodiversity Conservation & Attractions The Department of Biodiversity, Conservation and Attractions (DBCA) promotes biodiversity and conservation through sustainable management of WA’s species, ecosystems, lands and the attractions in our care. The department works to conserve WA’s biodiversity as well as cultural and natural tourism and recreation experiences. DBCA incorporates the Parks and Wildlife Service which manages Karijini National Park, Millstream Chichester National Park, and the Mackerel Islands. The website can be viewed at www.dbca.wa.gov.au.

Department of Local Government, Sport and Culture Industries Department of Local Government, Sport and Cultural Industries is a State Government department that works with government agencies, community organisations and peak bodies to enable dynamic and inclusive communities through effective regulation and the facilitation of outstanding sporting and cultural experiences and opportunities. The Department provides the Shire of Ashburton with funding to host community workshops, courses and events, including the Active Ashburton Sports Star Awards. The website can be viewed at www.dlgsc.wa.gov.au.

Federal Government Authorities Regional Development Australia Regional Development Australia (RDA) is an Australian Government initiative that brings together all levels of government to enhance the development of Australia's regions. RDA is a national network of 52 committees made up of local leaders who work with all levels of government, business and community groups to support the development of their regions. RDA is administered by the Department of Infrastructure, Transport, Regional Development and Communications.

There are nine RDA Committees in WA covering all areas of the state, including one RDA committee for the Pilbara. Former City of Karratha Mayor Fiona White-Hartig currently Chairs the committee, with Deputy Chair being Shire of Ashburton President Cr Kerry White. The website can be viewed at www.rda.gov.au.

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Cooperative Marketing Partnerships Tourism Bodies Tourism Western Australia Tourism WA is the State’s tourism marketing body which sits within the broader economic portfolio of Jobs, Tourism, Science and Innovation. Tourism WA is a statutory authority under the portfolio of the Minister for Tourism the Hon Paul Papalia CSC MLA and was established under the Western Australian Tourism Commission Act 1983.

Tourism WA works in partnership with industry, private sector and government to develop and promote WA’s iconic tourism experiences and attract events to the State. Tourism WA lists the Pilbara Development Commission and Pilbara Regional Council (consisting of the City of Karratha, Shire of Ashburton, Shire of East Pilbara and Town of Port Hedland) as strategic partners. The website can be viewed at www.tourism.wa.gov.au

Western Australian Indigenous Tourism Operators Council The Western Australian Indigenous Tourism Operators Council (WAITOC) is the peak representative body for Aboriginal tours and experiences in WA. WAITOC is a not-for-profit organisation with over 100 members which aims to create an authentic Aboriginal tourism industry for State, National and International visitors. A number of tourism operators and retailers located in the Pilbara are members of WAITOC including Karijini Eco Retreat, Martumili Artists (art gallery), Ngurrangga Tours, Peedamulla Campground, and the Roebourne Art Group. The website can be viewed at www.waitoc.com.

Department of Biodiversity, Conservation and Attractions – Parks and Wildlife Service The Department of Biodiversity, Conservation and Attractions (DBCA) brings together the Parks and Wildlife Service, Botanic Gardens and Parks Authority, Zoological Parks Authority (Perth Zoo), Rottnest Island Authority, Conservation and Parks Commission, Swan River Trust and Biodiversity and Conservation Science. DBCA incorporates the Parks and Wildlife Service which manages Karijini National Park, Millstream Chichester National Park, and the Mackerel Islands. The website can be viewed at www.dbca.wa.gov.au and www.dpaw.wa.gov.au.

Australia’s North West Australia’s North West is the regional tourism marketing body for the Kimberley and Pilbara regions of Western Australia, responsible for the promotion of the North West as a premier tourism destination in both domestic and international markets. The activities of Australia's North West Tourism are undertaken with assistance and financial support from the tourism industry and Tourism Western Australia. While the body focuses marketing efforts more so on the Kimberley region, Australia’s North West promotes tourism assets within the Shire of Ashburton including Millstream National Park, Mackerel Islands, and Tom Price (Karijini National Park). The website can be viewed at www.australiasnorthwest.com.

Pilbara Tourism Association The Pilbara Tourism Association was formed in 2019 to support emerging tourism businesses, by working with a range of stakeholders to develop and market tourism opportunities in the Pilbara. Supported by the Pilbara Development Commission, the Pilbara Tourism Association aims to ensure there is a connectedness among tour operators, tourism businesses and visitor centres which are all trying to achieve a greater visitor market.

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TRC Tourism TRC Tourism is an international tourism, recreation and conservation consulting business based in Australia and New Zealand. TRC Tourism has been engaged to undertake the first stage of the Pilbara Trails Master Plan which has been endorsed by the Shire of Ashburton Council. The stakeholder engagement process run by TRC Tourism will inform future development of trails in the Pilbara. The website can be viewed at www.trctourism.com.

Tom Price Visitor Centre The Tom Price Visitor Centre is located on Central Road in the centre of town. The Centre features the Tom Price tourism brand and offers free maps of the town and Karijini as well as other tourism brochures and information. The Shire funds Visitor Centre staff to assist with operations and provide local information to tourists. Rio Tinto mine tours and Karijini National Park tours can be booked via the Visitor Centre. The Centre has its own digital presence which can be visited at www.tomprice.org.au.

Onslow Visitor Centre The Onslow Visitor Centre is located on Second Avenue in Onslow and is run by an active volunteer base. The Visitor Centre doesn’t have its own website but does have a Facebook account @onslowvisitorscentre.

Local Operators Karijini Eco Retreat & Onslow Beach Resort The Karijini Eco Retreat, Onslow Beach Resort and Mackerel Islands are owned and operated by Mackerel Islands Pty Ltd, led by CEO Drew Norrish (Note: desktop research indicates that Gumala Enterprises owns and operates Karijini Eco Retreat with Tim Larkin as CEO as at 30/07/2020). This presents a significant opportunity for the Shire of Ashburton to partner with these businesses to achieve a coordinate, collaborative tourism marketing approach.

The Onslow Beach Resort houses 84 apartments, with the clientele estimated to currently be 80% corporate/business and 20% leisure. The resort has a maximum capacity of approximately 160 guests and current trading performance indicates there is capacity to increase occupancy.

The Mackerel Islands features 12 beach cabins, with 10 available to a tourism audience over the next 2 years. Occupancy for the island each year is estimated at 50%. The islands feature 23 moorings for recreational boaters as well as 34 single and double bed dongers – however this accommodation is booked out by Chevron for workers until the end of 2022.

The Karijini Eco Retreat, purchased by Mackerel Islands Pty Ltd in March 2020, features eco cabins and camp sites and has a capacity of 300 guests. The retreat offers ‘glamping’ style accommodation which is a draw card for tourists both nationally and internationally.

There is opportunity for the Shire to participate in cross promotion and joint campaigns with these local businesses in order to expand its marketing footprint and reach as well as reinforce the Shire as supporting the local economy. These local providers are already leveraging the Shire’s ‘reef to range’ positioning statement (see Karijini Eco Retreat example below).

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Example of newspaper advertisement leveraging ‘reef to range’ brand, sourced from the Weekend West, 16 June 2020.

It is esimtated that for every dollar spent on the Mackerel Islands another dollar is spent in Onslow. By supporting the operations of Mackerel Islands Pty Ltd this Shire is in turn supporting the local economy.

Lestok Tours Based in Tom Price, Lestok Tours is a family owned and managed company that has operated in the Pilbara since 1986. The business conducts guided tours of Rio Tinto's Tom Price mining operation (one of the most popular tours in the Pilbara) as well as day tours to Karijini National Park.

The principals of the operation are Bob and Sue Stump who have lived in the Pilbara since 1992. The company is a member of the Tom Price Visitor Centre, WA Tourism Network, Australia's Northwest tourism and is a National accredited tourism business.

The business offers group charters as well as an airport transfer service from Tom Price town centre to Paraburdoo airport daily.

West Oz Active West Oz Active Adventure Tours is an award winning adventure tour company based in Karijini National Park. This tour company offers unique adventure experiences as their licensing and experience allow them to access gorges within the park that other tour operators cannot. The tour company also offers guided hikes up Mt Meharry and Mt Bruce – the Shire of Ashburton’s two tallest mountains.

West Oz Active offer group booking for corporate team building, school groups and emergency team response training – potentially attracting large groups from across the state to visit the region.

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Strategy Implementation Process How Does the Shire Communicate? Spokesperson, recommendations

o The Shire of Ashburton President or delegated authority is the spokesperson and will act as the face of the Shire. This will help to take the Shire from a faceless entity to a responsive and human, proactive community leader

o The spokesperson should be as honest and upfront as possible in all communications o They will be quoted in media releases o They will be positioned as the expert in major Shire activities

A technical expert (delegated authority) may be required in cases where more detailed responses are needed, or where it would benefit the community to hear from a registered professional

o The Spokesperson must be familiar with crisis and emergency response communication

o The Spokesperson must play a role in developing the key messages in order to deliver them well

Speak from approved speaking notes o Have a list of key messages when responding to interviews o Speak in a conversational tone, support key messages with anecdotes and examples o Restate your key messages, bring the conversation back to your key messages

Create consistency in voice and language o Be enthusiastic, paint the Shire as an energetic, progressive, proactive and

passionate entity that is action orientated and welcoming. In order for this to be achieved the spokesperson must similarly be energetic, proactive and passionate about whatever they are saying.

Review channels vs message type o Select the right platform to suit your messages.

Media training o Any individual who may be responsible to communicate with the media, approached

by the media or act in such a capacity in the absence of the main spokesperson shall be media trained

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Shire of Ashburton Communications Policy The following is a sample/recommended Policy that the Shire can adopt encompassing all communications.

Purpose The Shire of Ashburton Communications Policy details the framework for communication between the Shire and its internal and external stakeholders. The ability to actively and effectively provide information and community engagement opportunities is vital to building and promoting a positive identity and reputation for the Shire. Proactively creating awareness of the services, projects, achievements and other activities of the Shire will present the Shire as a community participant and leader.

To achieve effective communications the Shire must regularly consult with the community, distribute regular and consistent messages and must be open and honest in all matters.

Scope This policy applies to councillors, employees, contractors, consultants and any other persons

including volunteers who undertake activities for the Shire of Ashburton.

Communications Stakeholders include:

Ratepayers and residents Potential residents of the Shire of Ashburton Shire Councillors Employees and volunteers of the Shire Visitors to the region Investors, developers and individuals with business interests within the Shire Customers who seek products or services or information from Council Community and government organisations Local, regional and national media.

Definitions Communication is the imparting or exchanging of information by speaking, writing, or using some other medium between a representative of the Shire and its stakeholders.

Community includes all people who live, work, study or conduct business in, or who visit, use and enjoy the services, facilities and public places of the Shire of Ashburton.

Consultation is the provision of timely information and engagement by the Shire with its community and stakeholders (internal and external) that provides them the opportunity to respond with any concerns, queries of issues that can be considered or actioned before a final decision is made or implemented.

Via this policy the Shire aims to ensure its communications methods will:

Be regular and consistent, with the Shire communicating in a timely manner on projects and activities to all stakeholders

Create a positive and professional image for the Shire Increase awareness of the Shire’s activities, major projects and achievements Foster a meaningful community consultation process

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Implement timely, regular and consistent internal communication Effectively manage negative messaging Effectively manage unexpected crisis/disaster issues or events Comply with the Disability Inclusion Act 2014 for print, web based and electronic

communication layouts Use a variety of methods to communicate and to provide information in formats that

accommodate the needs of all stakeholders.

Social Media The Shire proactively uses social media platforms to communicate information regarding its services, activities/events, achievements and projects to external stakeholders.

The use of social media is governed by EMP42 Directive Social Media and ADM07 Social Media Procedure documents located at addenda 2.

Customer Service The way the Shire is perceived by Stakeholders is impacted by all communications received from Shire Officials. This references the way representatives of the Shire answer and respond to phone calls, letters and any electronic communications as well as face to face contact with stakeholders whether that be one on one or at events or community forums.

Any representative of the Shire or Shire Official must ensure correct, effective, efficient and customer orientated responses are created and provided to develop and maintain a positive reputation for Council.

It is recommended that a telephone etiquette/email etiquette be produced internally detailing scripts for messages on hold and voice messaging services.

Events Shire events shall be planned in accordance with an event toolkit/procedure/policy in order to ensure all checks and balances are followed when developing an event.

Events play an important role in community life creating a sense of belonging, engagement and are a way to entertain and create social interaction. Events help to instil a sense of place and pride in a locality. Shire events are commonly staged to celebrate important historical dates, recognise community achievements and/or can by developed as a means to promote a specific key message, activity, project or interest.

This avenue allows for the establishment of mutually beneficial partnerships between the Shire and the community which assist to raise the profile and improve the reputation of the Shire.

Such events need to be tracked and measured against success indicators which are established through the implementation of an event toolkit.

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Employee Relations/Internal Communications Elected representatives and employees are the Shires public relations and communications ambassadors. It is vital that all employees and elected representatives receive timely, relevant, consistent and user friendly information to ensure that they are adequately informed on the Shire’s services, activities/events, achievements and projects to minimise and instances of misinformation in the community.

Effective internal communication also encourages participation in change management, increases morale in the workplace and develops more effective communication between employees across department and management levels.

Media Relations The local media, including newspapers, radio, television and digital media is a significant source for Shire information to the community. There are times when regional, state and national media interest, across platforms, is generated or occurs due to external conditions.

The Shire is committed to good media relations requiring a commitment to good governance, transparency and regular media contact in addition to a strategic outlook, political sensitivity and access to senior staff/information.

Only the Shire President and CEO (or delegated officer) are authorised to speak to the media on behalf of the Shire.

Legislated Advertising The Shire is committed to fulfilling the responsibilities as set out in the Local Government Act and the Local Government Legislation Amendment Act 2019.

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Marketing Channels Digital/Online Website Social Media – Facebook, Instagram, LinkedIn Email Marketing Google Business Google advertising Facebook advertising YouTube Video Production for example, project updates/project case studies, council decision updates Content Marketing and Search Engine Optimisation (SEO)

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Traditional Publications – Annual Reports, Strategic Documents

o Case Studies - projects (can also be digital/video productions) Innovations in projects New project developments

Forms and policy documents Media:

o Print – Pilbara News (7West Media), North West Telegraph (7West Media), The West Australian (7West Media), The Sunday Times (7West Media)

o TV (local) – Win & GWN (7West Media) o Radio (local) – ABC Radio National 107.3FM, Red FM (Paraburdoo 101.3,

Pannawonica 102.9, Tom Price 103.3), Spirit Radio (Pannawonica 101.3, Paraburdoo and Tom Price 765AM), Vision Radio 101.9FM, Gumala Radio (Paraburdoo 102.9FM, Tom Price 106.5FM), ABC North West 567AM

Sponsorships Events Banners and Billboards Signage Entry Statements Flyers/brochures Stationery (Business cards, Letterheads) Uniforms

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Recent examples of the Shire of Ashburton’s tourism marketing via traditional channels include the below print advertisements developed for The West Australian Travel publication. Published on the 6 June, the below print advertisement was accompanied by a 500-word advertorial in the Sunday Times.

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Sponsorship The Shire of Ashburton’s Community Support Grants are aimed at supporting community groups, local not-for-profit organisations and sporting clubs. In the first half of the 2019/20 financial year, the Shire received 22 applications of which 15 received funding to the value of $32,100. Grants ae assessed based on the extent to which the project directly benefits Ashburton residents and whether there are other funding sources available to that project.

In addition to Community Support Grants (which applicants can apply for more than once each financial year, so long as the total amount is less than $2,500), the Shire offers Small Assistance Donations of up to $500.

Applications are made via the Shire of Ashburton website.

The Shire of Ashburton responds to and supports a range of requests. Records of funding provided is known, however, improvements can be made to the record or capture of all sponsorships that the Shire participants or assists with (including in-kind support).

Events The Shire of Ashburton event schedule was disrupted in 2020 due to the coronavirus pandemic. In a typical calendar year, the Shire’s main events include the following: Shire of Ashburton Events Staircase to the Moon markets – occur on the second night of Staircase to the Moon from

May to October at Front Beach and Onslow Beach Resort. ANZAC Day – hosted at Onslow War Memorial and RM Forrest Memorial Hall. WA Day Festival – hosted in Onslow. Galas – hosted in June in Pannawonica and October in Onslow. Annual Christmas Event – typically hosted in Onslow.

Rio Tinto Events Nameless Jarnndunmunha Festival – hosted in Tom Price in August each year, with the

Shire of Ashburton as a Principal Partner (as well as with Rio Tinto). The festival has run for over 40 years, includes a Festival Ball and has previously included guest performers such as Shannon Noll, Reece Mastin, and the Potbelleez.

Chevron Events Passion of the Pilbara – hosted in Onslow every two years, with the next event scheduled

for September 2021. In 2019, Chevron and the Shire of Ashburton were the major Festival Partners. Previous events have include local musicians and food vendors as well as Masterchef past contestants.

Other Events Karijini Experience – held in April each year, the Karijini Experience is a celebration of

culture, art, food and music on country in the Karijini National Park. The five day festival includes free and ticketed events, and the Shire of Ashburton is a Platinum event sponsor. In 2019, the Karijini Experience attracted 2,045 visitors, featured 98 artists, headlined 57 individual events, represented 16 Aboriginal language groups and was supported by 32 partners and sponsors.

Town Rodeos – occur in Onslow, Tom Price, Paraburdoo and Pannawonica annually.

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Campdraft Events – hosted in Pannawonica and Tom Price. Paraburdoo Red Dirt Rocks Event.

There is opportunity for the Shire of Ashburton to leverage event marketing and sponsorship in order to improve relations with local operators, increase marketing reach, and encourage a greater visitor market to the region. This recommendation is subject to COVID-19 travel restrictions being lifted and sufficient accommodation being available for visitors.

Market Creations has consulted with local tourism operators and key stakeholders regarding a potential future events schedule for the Shire. These ideas are detailed below for consideration:

Seafari – an annual event hosted on the Mackerel Islands and supported by Perth based and South West tackle shops. The event typically attracts specialty media outlets such as Camping WA and Western Angler. Negotiations are currently underway with Ranger Outdoors to promote the existing event in a new format to their customer base. The Shire of Ashburton should consider sponsorship of this upscaled event, as spend on the Mackerel Islands is likely to translate to spend in Onslow.

Mack 10k Fishing Club – increase the size of this event, currently hosted by Ashburton Anglers Club and sponsored by the Shire of Ashburton and Chevron. By increasing the prize pool to $20,000 ($10,000 for first place, $7,000 for second, $3,000 for third), the event would rival that of GameX in Exmouth with the potential to attract a great audience from elsewhere in Western Australia as well as Eastern States residents. The benefit of attracting an interstate audience is that visitors who have travelled greater distances are likely to stay longer and spend more within the region. In 2019, the event attracted 90 participants, with the winner being a local Onslow resident.

Four Tallest Mountains – a Shire-run event which promotes a significant tourism asset for

the region - Western Australia’s four tallest mountains (Mt Nameless, Mt Bruce, Mt Sheila and Mt Meharry). Could include a passport activity where climbing to the summit of each destination achieves a ‘stamp’ and completed passports can be submitted into a raffle for a significant prize (e.g. $10,000 voucher to Anaconda or BCF retail stores). The event could be run over a weeklong period with different drawcard events hosted at each mountain (e.g. long table dinner under the stars, live music performance, cooking masterclass, guided tour with Indigenous elder).

Changes to the Local Government Act – Channel Selection On Wednesday 10 April 2019 a Bill passed the Government of Western Australia’s Legislative Assembly and was read into the Legislative Council on Thursday, 11 April 2019 resulting in a number of amendments to the Local Government Act 1995 (LG Act), creating the Local Government Legislation Amendment Act 2019.

To review the circular No 03-2019 issued by the Duncan Ord OAM, Director General on 18 April 2019 please see addenda item number 3.

Of major note to this document is the new public notice requirements.

The specific changes as detailed in the Director General’s circular are as follows:

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The specific requirements for the publication of local and State-wide notices is being removed from the LG Act and will be included in regulations. This will enable the flexibility to adapt to changes in technology in the future.

A local public notice will require a notice to be published on the local government’s official website and via at least three of the following mediums:

• in a newspaper that circulates generally throughout the district (if available)

• on a State Government website;

• on a social media platform;

• published in a newsletter or newsletters available to the majority of residents throughout the district;

• exhibited on a notice board at every local government office and library within the district; or

• electronic mail distribution list.

A state-wide notice will require local governments to publish the notice in a newspaper that circulates throughout the State, in addition to the requirements of a local public notice.

Administrative Efficiencies

Authorised persons

Currently a local government has the power to appoint persons to exercise powers under a number of pieces of legislation, including the LG Act. A valid appointment must be in writing and the person appointed provided with a certificate.

The requirement to issue a certificate is no longer considered the best practice method for establishing a person’s identity or authority to exercise enforcement or other powers.

The Bill introduces a change to the appointment process so that when a local government appoints an authorised person under the LG Act, they must issue an identity card with the following:

• the official insignia of the local government;

• the name of the person;

• a recent photograph; and

• a list of each law that the person’s appointment relates (on the rear of the card).

A detailed appointment certificate which lists each piece of legislation and the relevant section or regulation numbers will still need to be signed by the CEO and retained by the local government.

Transitional arrangements will ensure that current appointments remain valid.

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Key External Communications Strategies The Shire of Ashburton Key External Communication Strategies detail activities recommended to be conducted in order to reach the desired outcomes as detailed in the Shire of Ashburton Economic and Tourism Development Strategy and the Strategic Community Plan – Living Life 2017-2027. The strategies aim are:

To increase visitation by 15 percent annually over the next 7 years Increase awareness of The Shire of Ashburton’s brand and Council services Promote investment opportunities in the Shire of Ashburton Promote liveability and facilities of the Shire Promote the unique indigenous community

The 3 Pillars of invest, live, tour provide guidance around activities to achieve the aims:

Invest

o Improve engagement with business community o Attend business events, ensure The Shire is represented and has a voice o Create investment prospectus by December 2020 o Create video investment prospectus December 2020 o Promotion of investment opportunities to business community

Tour

o Visitors extending their stay o Visitors engaged in the brand uploading organic content o Collaborate with tour operators, hire car, accommodation providers o Collaborate with Tourism promotion bodies ensuring the shire is represented in regional

or destination marketing o Present Shire at travel expos and caravan shows utilise experience experts to

champion the attractions of the regions o Improve merchandise offer in Visitor Centre o Improvement to images - tourism - photography/video people doing activities

/celebrity/social media influencer/ grey nomad/ families

Live o Promotion of Regional Land Booster offers and associated concessions o Engage with State Government on further promotion opportunities o Community o Assist local community with growth of events and activities o Opportunity of job availability, high paying jobs, equal opportunity for both genders

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The major 3 pillars are supported by overarching communication strategies that drive engagement with the Shire:

Influencing other levels of government Develop and improve Social Media strategy and implementation Improve engagement with local business Improve engagement with mining sector Brand and Style Guide refresh and improvement of style guide policy in relation to how sub

brands work Improve the content, quality and distribution of Shire publications particularly create and

investment prospectus Creation of a rolling content (promotional plan) for all the key projects occurring in the Shire

that impact stakeholders internally and externally Development of a new website – the website will be produced to industry best practice

standards and provide the Shire with heightened visibility, improved accessibility and meet legislative requirements as per the Local Government Legislation Amendment Act 2019

Creation of a Sponsorship Strategy Creation of a Communications Policy, ensuring adherence to the Local Government Act, 5

ways to be compliant in communicating

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Marketing Strategies – External Strategies, in detail The strategies on the following pages detail action items and activities required to achieve the required aims and targets as detailed in this document.

Strategy 1: Create an improved and recognisable image for the Shire of Ashburton Assess the current brand hierarchy as well as the tourism sub brands and detail a forward

plan of use. Establish the Shire of Ashburton as a proactive, action-orientated leader in the community

by improving the consistency of branding and messaging across the Shire. Improve and establish awareness of the Shire with business, community groups and the

wider community as a proactive, responsive and action-orientated council. Promote the brand attributes reflecting the uniqueness and diversity of the Shire.

Initiatives 1.1 Assess the current branding hierarchy including sub brands Person/Role Responsible: Commence by: Completed:

Estimated Budget: Priority: High

Further Information:

1.2 Ensure collateral is consistent with hierarchy rules Person/Role Responsible: Commence by: Completed:



1.3 Review the signage plan, rollout the new brand identity across all signage Person/Role Responsible: Commence by: Complete by:

Estimated Budget: Priority: Medium


1.4 Make the brand identity consistent across all electronic and printed materials Person/Role Responsible: Commence by: Completed:



1.5 Make the brand consistent across all merchandise, improve merchandise across all touchpoints

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Person/Role Responsible: Commence by: Complete by:



1.6 Create a photo library, (can also form part of merchandise sales) Person/Role Responsible: Commence by: Complete by:



1.7 Create a video library




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Strategy 2: Creation of a rolling content (promotional plan) – key projects This plan is to include all the key projects occurring in the Shire of Ashburton that impact

stakeholders internally and externally. Each project will have its own stakeholder engagement plan

Initiatives 3.1 Develop a promotional plan for key projects Person/Role Responsible: Commence by: Complete by:



3.2 Develop a stakeholder engagement plan for major projects Person/Role Responsible: Commence by: Complete by:



3.2 Implement promotional and stakeholder engagement plans for major projects Person/Role Responsible: Commence by: Complete by:



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Strategy 3: Become more digitally accessible to the community via social media Establish the Shire of Ashburton as an entity with a corporate profile, that is active in the

community and is more accessible and responsive to the community. Build and create relationships via social media The Social Media Audit was completed in June 2020

Initiatives 3.1 Develop a Social Media Strategy Person/Role Responsible: Commence by: Completed:



3.2 Implement the Social Media Plan Person/Role Responsible: Commence by: Complete by:



3.3 Review analytics periodically and report/suggest improvements Person/Role Responsible: Commence by: Complete by:



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Strategy 4: Improve digital presence - development of a new website and intranet Create a website, produced to industry best practise standards and provide the Shire of

Ashburton with heightened visibility, improved accessibility and meet legislative requirements as per the Local Government Legislation Amendment Act 2019.

Launch an improved online presence via a user centric website

Initiatives 4.1 Create a new website design, prepare the sitemap




4.2 Update content and create new content, include improved engagement tools




4.3 Update content regularly

Person/Role Responsible: Commence by: Complete by: Ongoing



4.4 Create an associated intranet to improve internal communications




4.5 Review analytics

Person/Role Responsible: Commence by: Complete by: Ongoing (monthly)


Further Information: Monthly google analytics report

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Strategy 5: Actively engage with Shire residents and ratepayers Implement regular newsletter

o E-Newsletters will allow the Shire to communicate latest updates, news and information related to activities, projects and events, within the Shire as well as any major external influences that could affect the way of life in the Shire

o A strong focus for this communication is activities of the mining industry within the region and impacts of the mining industry on the Shire

Social media has been addressed separately but impacts on this strategy Events have been addressed separately but impacts on this strategy

Initiatives 5.1 Keep the newsletters brief with high level approved content sent monthly.

Ensure the most important information is highlighted first as many readers will only skim the first few points.

Person/Role Responsible: Commence by: Complete by: Monthly


Further Information: MC designed Mailchimp template

5.2 Monitor feedback and results Person/Role Responsible: Commence by: Complete by: Quarterly



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Strategy 6: Increase visitation, increase length of stay Initiatives

6.1 Promote caravan and camping opportunities, availability Person/Role Responsible: Commence by: Complete by:



6.2 Increase accommodation options, pop up glamping Person/Role Responsible: Commence by: Complete by:



6.3 Work closely with operators to improve accessibility and increase accommodation numbers




6.4 Promote the Shire in travel media (Consider North West Travel Guide) Person/Role Responsible: Commence by: Complete by:



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Strategy 7: Enhance the visitor experience Initiatives

7.1 Improvement to the Visitor Centre Person/Role Responsible: Commence by: Complete by:



7.2 Work closely with operators to improve accessibility and increase accommodation numbers




7.3 Improve signage and wayfinding in the towns, on entry to the Shire and in major tourism precincts




7.4 Improve the visitor centre including the visitor centre’s website Person/Role Responsible: Commence by: Complete by:



7.5 Promote usage of the Onslow tourism app Person/Role Responsible: Commence by: Complete by:



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Strategy 8: Improve the Indigenous Culture offer Initiatives

8.1 Engage with Indigenous Community Person/Role Responsible: Commence by: Complete by:



8.2 Develop merchandise that reflects the unique indigenous community Person/Role Responsible: Commence by: Complete by:



8.3 Create a unique interactive indigenous exhibition Person/Role Responsible: Commence by: Complete by:



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Strategy 9: Improve engagement with business community Initiatives

9.1 Create an up to date database of the business community Person/Role Responsible: Commence by: Complete by: Quarterly



9.2 Create a consistent platform for communicating with the business community Person/Role Responsible: Commence by: Complete by:



9.3 Engage the business community in events, providing opportunity for promotion and sponsorship




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Strategy 10: Assist community groups with development and promotion of local events and activities Initiatives 10.1 Create an up to date database of community groups Person/Role Responsible: Commence by: Complete by: Quarterly



10.2 Create a consistent platform for communicating with community groups Person/Role Responsible: Commence by: Complete by:



10.3 Provide assistance to community groups in the form of promotion of their activities and events




10.4 Create an avenue for community groups to apply for funding or in kind support to build their activities and events




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Strategy 11: Develop a signature event for the Shire – develop the marketing presence of this and other Shire and Shire supported events Initiatives

11.1 Develop a concept for a signature event, review existing events ascertain commitment required for growing existing event or creating a new event




11.2 Plan the event, consider logistics Person/Role Responsible: Commence by: Complete by:



11.3 Promote the event Person/Role Responsible: Commence by: Complete by:



11.4 Run the event Person/Role Responsible: Commence by: Complete by:



11.4 Review the event Person/Role Responsible: Commence by: Complete by:



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Strategy 12: Increase awareness of Council Services Initiatives

12.1 Create fact sheets detailing council services on the website Person/Role Responsible: Commence by: Complete by:



12.2 Include pamphlet about council services with rates mailout Person/Role Responsible: Commence by: Complete by:



12.3 Create stories of council staff carrying out council services on social media Person/Role Responsible: Commence by: Complete by:



12.4 Create ‘a day in the life of’ you tube videos of staff carrying out council services for YouTube




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Strategy 13: Increase awareness of liveability and facilities within the Shire Initiatives

13.1 Create an improved presence on the website showcasing why people should move to the Shire – way of life, beauty, facilities, government grants, business opportunities




13.2 Run google ad campaigns promoting moving – way of life, beauty, facilities, government grants, business opportunities




13.3 Improve media engagement to present the Shire to a wider audience as a proactive, welcoming community with great facilities and beautiful natural vistas.




13.4 Create ‘a day in the life of’ YouTube videos of residents in the community Person/Role Responsible: Commence by: Complete by:



13.5 Consider promotion opportunities on real estate websites and programs Person/Role Responsible: Commence by: Complete by:



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Strategy 14: Increase awareness of investment opportunities within the Shire Initiatives

14.1 Articulate the investment opportunities. Person/Role Responsible: Commence by: Complete by:



14.2 Engage with local stakeholders and community to provide input into investment opportunities




14.3 Create an investment prospectus Person/Role Responsible: Commence by: Complete by:



14.4 Promote the investment prospectus in business forums /attend relevant business events/conferences to promote the investment opportunities




14.5 Promote the investment opportunities in Business News Person/Role Responsible: Commence by: Complete by:



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Strategy 15: Increase local awareness of tourism opportunities within the Shire Initiatives

15.1 Create an improved presence on the website to help educate locals on tourism opportunities within the Shire - weekend activities, day trips etc.




15.2 Launch ‘local buy’ currency to encourage residents to engage with local tourism operators.




15.3 Include tourism information in existing Shire marketing materials which target residents, such as the Inside Ashburton newsletter.




15.4 Create video content for Facebook and YouTube featuring local families engaging with tourism activities within the Shire.




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Internal Communications Internal communications has not formed part of this strategy document, however it is recommended that this is considered and included as a major driver to effective external communications emanating from the Shire. Major areas for consideration:

Improve and maintain effective communication and support for internal stakeholders, improve staff team spirit, improve staff morale

Introduction of an intranet as a key driver for internal communications. (A recommendation has been included above in strategy 4).

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Ensuring rollout – Marketing & Communications Implementation Plan The below image displays a sample of a Marketing & Communications Implementation Plan. Plans such as these provide a detailed rolling prompt for the implementation of marketing strategies such as those detailed in this document. It is recommended an implantation plan is developed, followed and used as a tool to implement the strategies detailed in this document. Please note the plan should be regularly reviewed and updated throughout the period giving consideration to environmental and world impacts.

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Evaluation and Reporting Evaluation of the Marketing Strategy generally occurs either 6 or 12 months after the implementation to measure success against the marketing objectives. Depending on the communication tools implemented following the acceptance of the strategy, the evaluation tools may include, but are not limited to:

Website analytics Social media responses (impressions, hits, shares, likes, etc) Customer feedback and/or complaints Attendance at events Surveys and/or focus groups Increases in visitor numbers Increases in new home development and real estate sales Increase in attendance at Shire run business forums Increase in mining sector engagement in local community activities Improvement in understanding and engagement with indigenous culture Improvement in staff satisfaction

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Market Creations Our Portfolio Market Creations have developed comprehensive Marketing Strategies for a wide range of clients, from small start-ups to established companies wanting to expand into new markets. To see a sample of clients we have worked with, please view the Portfolio on our website at www.marketcreations.com.au.

About Us Market Creations is an innovative full service marketing and technology agency encompassing all elements of graphic design, marketing, communication, public relations, web development, social media, advertising, publications, and information technology.

Market Creations has been providing business, government agencies and community groups with original, innovative and imaginative solutions to connect with their customers for over 20 years.

Our talented team of professionals has a wealth of knowledge – we understand how important your business is to you, that’s why we work with you to find the perfect solution.

Market Creations is a WALGA preferred supplier for Marketing and Media Services under the following categories:

Corporate Communications & Public Relations Creative Design & Print Community Engagement Events and Activation Marketing Services

The company also holds preferred supplier status for:

ICT and Related Services Telecommunication Services

Document Authors This strategy document has been prepared by Market Creations in consultation with the Shire of Ashburton.

Darren Lee Managing Director [email protected]

Lucia Mondi Ceniviva Senior Marketing Consultant [email protected]

Alice Jeffcott PR & Marketing Executive [email protected]

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http://www.marketcreations.com.au/

mailto:[email protected]



66

Published Date 20 August 2020

Addenda Items referenced within the main body of this document follow.

1. Organisational Chart as at August 2020 2. Social Media EMP42 Directive Social Media and ADM07 Social Media Procedure 3. Circular No 03-2019 issued by the Duncan Ord OAM, Director General on 18 April 2019

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PID.002 PID.003Chief Executive Officer Executive Assistant - CEO

Kenn Donohoe Rebecca Smith1.00 1.00

PID.007 PID.006 PID.004 PID.005 PID.008Director Infrastructure Services Director Development Services Director Corporate Services Director Community Services Director Projects & Procurement PID.009 PID.016 PID.011

Mike Hudson A/Chantelle McGurk/Adam Majid John Bingham Kellie Bartley VACANT Manager Media & Communications Chief Operating Officer - Airport & Tourism Manager Human Resources1.00 1.00 1.00 1.00 1.00 Alison Lennon Megan Walsh A/Rachel Cassidy

1.00 1.00 1.00

PID.010 PID.022 PID.017 PID.012Digital Marketing Officer Manager Tourism & Economic Development Airport Reporting & Operations Officer Human Resources Coordinator

VACANT VACANT Brendan Woodbrook Marney Stewart1.00 1.00 1.00 1.00

PID.023 PID.018 PID.014Visitors Centre Coordinator Groundsperson / Airport Operating Officer Human Resources Coordinator

Liz Diver VACANT Rachel Cassidy1.00 0.50 1.00

PID.024 PID.025 PID.019 PID.013Senior Visitor Centre Officer Visitor Centre Officer Airport Terminal Attendant Safety & Training Officer

Tammie Cockerill Susana Tope Tracey Woods VACANT0.50 0.25 1.00 1.00

PID.026 PID.027 PID.020 PID.015Visitor Centre Officer Visitor Centre Officer Airport Administration Officer Human Resources Assistant

Lauren Erasmus LouLou Burt VACANT Gidgit Newman0.50 0.25 0.50 1.00

PID.028 PID.029 PID.021Visitor Centre Officer Visitor Centre Officer Airport Kiosk Attendant

VACANT Collete Woods VACANT0.50 0.25 1.00

PID.030 PID.031Visitor Centre Officer Certificate III - Tourism Trainee

VACANT Ella Moore0.25 1.00

OFFICE OF THE CEO

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CORPORATE SERVICES PID.032 PID.004 PID.033

Executive Assistant - Corporate Services Director Corporate Services Strategic Financial AnalystVACANT John Bingham VACANT

1.00 1.00 1.00

PID.050 PID.034 PID.036 PID.047 PID.061Councillor Liaison Officer ICT Specialist Manager Finance & Administration Manager Governance Manager Land & Asset Compliance

Michelle Lewis Al Lind Geoff Garside Danielle Hurstfield Janelle Fell1.00 1.00 1.00 1.00 1.00

PID.035 PID.037 PID.038 PID.051 PID.052 PID.062ICT Administrator Finance Officer - Trust & Banking Finance Officer - Grants & Budgeting Senior Administration Officer Records Coordinator Lease & Accomodation OfficerMitchell Connop T/Kiri Titley Wongani Harawa Janyce Smith Janice Nottingham Leona Stevenson

1.00 1.00 1.00 1.00 1.00 1.00

PID.039 PID.040 PID.048 PID.053 PID.063Finance Officer - Rates Finance Officer - Expenditure Coordinator Organisational Risk Customer Service Officer Land & Asset Compliance Support Officer

Saul Reeves Fiona Butler VACANT Tracey O'Neill VACANT1.00 1.00 1.00 1.00 0.50

PID.046 PID.042 PID.054 PID.064Certificate IV - Business Trainee Finance Officer - Accounts Receivable Customer Service Officer Property Services Officer

Tamsyn Kelly Florlinda Paddon Madelyn Gotz VACANT1.00 1.00 1.00 1.00

PID.041 PID.044 PID.055Finance Officer - Accounts Payable Finance Officer - Reconciliations Customer Service Officer - Records

VACANT VACANT Portia Puskic0.50 1.00 1.00

PID.045 PID.043 PID.056Finance Officer - Payroll Finance Officer - Assets & Reconciliations Customer Service Officer - Records

Heidi Bailey Gillian Smith Demi Pickering1.00 1.00 1.00

PID.059 PID.060 PID.057Administration Services Support Officer Administration Services Support Officer Customer Service Officer - Records

T/Jasmine May/Melinda Wagstaff Jane Hathaway Dee Walkington1.00 1.00 1.00

PID.058Customer Service Officer - Records

Stacey Ahuriri1.00


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COMMUNITY SERVICES PID.005 PID.065

Director Community Services Executive Assistant (Community Services)Kellie Bartley Jacqui Emery

1.00 1.00

PID.066 PID.068 PID.080 PID.085Strategic Partnership Manager Manager Community Services - East Manager Community Services - West Manager Libraries

VACANT Fiona Pengal Lisa Boyd Cindy Derschow1.00 1.00 1.00 1.00

PID.067 PID.069 PID.076 PID.073 PID.081 PID.086 PID.090 PID.094 PID.096Communications and Administration Officer Senior Community Contact & Development Officer Community Development Officer Senior Community Contact & Development Officer Community Development Officer Library Officer Library Officer Library Officer Library & Customer Service Officer

Jo-Anne Lawrence Jo Wallace Jessica O'Connell VACANT Sheree Tamsett Kathryn Cross Kylie Pettit Julie O'Loughlan VACANT1.00 1.00 1.00 1.00 1.00 0.34 0.64 0.37 0.22

PID.070 PID.077 PID.074 PID.082 PID.087 PID.091 PID.095 PID.097Community Development Officer Club Development Officer Club Development Officer Community Development Officer Library Officer Library Officer Library Officer Library & Customer Service Officer

Michaela Drummond VACANT VACANT VACANT VACANT Roxanne John Donna Edwards Lorraine Broderick0.50 1.00 1.00 1.00 0.50 0.54 0.63 0.50

PID.071 PID.078 PID.075 PID.083 PID.088 PID.092Community Development Officer Events & Activites Assistant Events & Activites Assistant Events & Activites Assistant Library Officer Library Officer

VACANT Caden Wagstaff Karly Yerra Kate Baune Rachel Hyland VACANT0.50 0.00 0.00 0.00 0.19 0.54

PID.072 PID.079 PID.084 PID.089 PID.093Events & Activites Assistant Certificate IV – Community Services Trainee Events & Activites Assistant Library Officer Certificate III - Library Trainee

Lavinas Dyson VACANT Taneka Clark Katryna Lanyon Jessica Elms0.00 1.00 0.00 0.50 1.00


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PROJECTS & PROCUREMENT PID.008 PID.115

Director Projects & Procurement Executive Assistant - Projects & Procurement VACANT VACANT

1.00 1.00

PID.116 PID.132 PID.133 PID.118Senior Procurement Officer Manager Western Facilities & Aquatics Administration Officer - Facilities Manager Eastern Facilities

A/Sarah Barlow/Kaitlin Ryan Chantelle McGurk Tiarna Wallace A/Lorrae Batten1.00 1.00 1.00 1.00

PID.117 PID.134 PID.141 PID.165 PID.119 PID.126Procurement Officer Facilities Officer Swimming Pool Coordinator Caravan Park Manager Facilities Officer Facilities Officer

Sarah Barlow Annie Dobe Andrew Price Rob Stone Ally Sumich Lorrae Batten 0.50 1.00 1.00 1.25 1.00 1.00

PID.135 PID.142 PID.154 PID.161 PID.166 PID.120 PID.127Cleaner Swimming Pool Manager Swimming Pool Manager Pool Duty Manager Caravan Park Manager Cleaning Supervisor Senior Cleaner

Francis Ahuriri Richard Coates Jon Tapper John Beard Lorraine Stone Ni Nengah Alminidadu Kylie Beck1.00 1.00 1.00 1.00 1.25 1.00 0.93

PID.136 PID.143 PID.155 PID.162 PID.167 PID.121 PID.128Cleaner Pool Duty Manager Pool Duty Manager Pool Duty Manager Caravan Park Assistant Cleaner Cleaner

Joanna Luscombe VACANT John Webb Yanni Beard Kim Cross Janphen Hongkham Cheril Anderson-Smith1.00 1.00 1.00 1.00 0.45 1.00 1.00

PID.137 PID.144 PID.156 PID.163 PID.168 PID.122 PID.129Cleaner Pool Lifeguard Pool Lifeguard Pool Lifeguard Caravan Park Cleaner Cleaner Cleaner

Shona Mettam Kyle Bravington Jemma Breton Napapan Price Napapan Price Rotjana Gillespie Laiza Swancott1.00 0.45 0.10 0.34 0.25 1.00 0.75

PID.138 PID.145 PID.157 PID.164 PID.169 PID.123 PID.130Cleaner Pool Lifeguard Pool Lifeguard Pool Lifeguard Caravan Park Cleaner Cleaner Cleaner

Louise Hendrick/Sarah Thorpe Jamie Bravington VACANT VACANT VACANT Rotjana Robinson VACANT1.00 0.32 0.10 0.34 0.25 0.50 0.50

PID.139 PID.146 PID.158 PID.170 PID.124 PID.131Cleaner Pool Lifeguard Pool Lifeguard Onslow Sun Chalets Manager Cleaner Cleaner

Charles Cockburn Jodine Clark Kate Mulcahy VACANT Gizelle Pieremont Tanzilla Waty1.00 0.25 0.13 1.00 0.25 1.00

PID.140 PID.147 PID.159 PID.171 PID.125Cleaner Pool Lifeguard Pool Lifeguard Onslow Sun Chalets Manager Cleaner

Elizabeth McAlpine Samuel Blackwell VACANT VACANT Chalisa Changkan1.00 0.25 0.10 1.00 1.00

PID.148 PID.160 PID.172Pool Lifeguard Swimming Pool Assistant Onslow Sun Chalets CleanerTaylah Walker Declan Sullivan VACANT

0.25 0.25 1.00

PID.149 PID.240Pool Lifeguard Onslow Sun Chalets Cleaner

VACANT VACANT0.25 1.00

PID.150Pool LifeguardToby Steele

0.25

PID.151Swimming Pool Assistant

Kaiarahi Rau0.17


Taleisha Wilson0.17


Leyton Smith0.16


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INFRASTRUCTURE SERVICES PID.173 PID.007 PID.174

Executive Assistant - Infrastructure Services Director Infrastructure Services Financial Support OfficerA/Gemma Tonkin Mike Hudson VACANT

1.00 1.00 1.00

PID.175 PID.179 PID.180 PID.185 PID.199 PID.203 PID.202 PID.204Manager Assets & Programming Manager Projects Infrastructure Superintendents Representative Manager Waste Services Fleet Manager Administration Officer - Roads & Operations Manager Roads & Operations Building Maintenance Officer

Doug Bailey VACANT VACANT Helen Pickering Mark Reid Gemma Tonkin Chris Hurstfield Steve Thompson 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00

PID.176 PID.181 PID.186 PID.200 PID.205 PID.229Asset Management Specialist Project Officer Waste Coordinator Mechanic Parks & Gardens Manager Coordinator Road Maintenance

VACANT Shane Godfrey Melissa Cusack Tom Blackley VACANT VACANT1.00 1.00 1.00 1.00 1.00 1.00

PID.177 PID.182 PID.192 PID.196 PID.198 PID.201 PID.206 PID.216 PID.222 PID.230Asset Officer Project Officer Tip Attendant Tip Attendant Waste Site Operator Administration Officer - Fleet Town Maintanence Coordinator Town Maintanence Coordinator Town Maintanence Coordinator Road Maintenance Officer

Deanne Taylor A/Tracelee Rogers Leanne Potter Ada Cook Keith Meyers Erina Rau Mick Buttery Dominic Cairns Grant Mettam Dylan Areai1.00 1.00 0.50 0.50 1.00 1.00 1.00 1.00 1.00 1.00

PID.178 PID.183 PID.193 PID.197 PID.207 PID.217 PID.223 PID.231Asset Inspector Project Officer Tip Attendant Tip Attendant Leading Hand Leading Hand Leading Hand Road Maintenance Officer

VACANT Mark Lee Naziya Sayed Donna Sutton Sean Buttery VACANT Ki-Ann Boussard VACANT1.00 1.00 0.50 0.80 1.00 1.00 1.00 1.00

PID.184 PID.189 PID.194 PID.208 PID.218 PID.224 PID.232Project Officer Waste Disposal Site Operator Waste Disposal Site Operator Town Maintenance Officer Town Maintenance Officer Town Maintenance Officer Road Maintenance Officer

VACANT Sean Lewer Anthony Stevenson Rod Alexander Reuben Stevenson Joanne Crawford VACANT1.00 1.00 1.00 1.00 1.00 1.00 1.00

PID.190 PID.195 PID.209 PID.219 PID.225 PID.233Waste Disposal Site Operator Waste Disposal Site Operator Town Maintenance Officer Town Maintenance Officer Town Maintenance Officer Road Maintenance Officer

Vicki Franklin VACANT George Davies Ronald Chubby Zayn Mctaggart VACANT1.00 1.00 1.00 1.00 1.00 1.00

PID.191 PID.210 PID.220 PID.226 PID.234Waste Disposal Site Operator Town Maintenance Officer Town Maintenance Officer Town Maintenance Officer Road Maintenance Operator - Grader

VACANT Collen Harwood Wayde Broadley VACANT Bevan Drage1.00 1.00 1.00 1.00 1.00

PID.187 PID.211 PID.221 PID.227 PID.235Waste Collection Operator Town Maintenance Officer Town Maintenance Officer Town Maintenance Officer Road Maintenance Operator

VACANT Phil Carey Erick Badejo Tim Dobe VACANT1.00 1.00 1.00 1.00 1.00

PID.188 PID.212 PID.228 PID.236Waste Collection Operator Town Maintenance Officer Civil Construction Trainee Road Maintenance Operator

Joe Rabana Gemma Shoard Ricky Bugbird VACANT1.00 1.00 1.00 1.00

PID.213 PID.237Town Maintenance Officer Road Maintenance Operator

Stephen Hick Doug Pearce1.00 1.00

PID.214 PID.238Town Maintenance Officer Road Maintenance Operator

Bruce Mahy VACANT1.00 1.00

PID.215 PID.239Town Maintenance Officer Street Sweeper

Rebekah Simpson Angela Rushbrook1.00 1.00


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DEVELOPMENT SERVICES PID.006 PID.098

Director Development Services Executive Assistant - Development ServicesA/Chantelle McGurk/Adam Majid Brooke Beswick

1.00 1.00

PID.099 PID.111Manager Building & Health Services Manager Town Planning

Robert Jehu VACANT1.00 1.00

PID.106 PID.100 PID.112Environmental Health Officer Coordinator Ranger Services Strategic Planning Officer

John Kelly Kyle Cameron VACANT1.00 1.00 1.00

PID.107 PID.102 PID.113Environmental Health Officer Ranger Statutory Planning Officer

Gina Turangi VACANT Ben Leavy1.00 1.00 1.00

PID.108 PID.103 PID.114Environmental Health Support Officer Ranger Administration Officer - Planning

Cassie Blackwell Trent Mettam Victoria Williams0.50 1.00 1.00

PID.109 PID.104Building Surveyor & Compliance Officer Pound Keeper

Daniel Wallace Cassie Blackwell1.00 0.37

PID.110 PID.105Administration Officer - Building & Health Pound Keeper

Kylie Nicholson Anna Richards1.00 0.37

PID.101Administration Officer - Ranger Services

Claire Ridge1.00


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ADM07 Communications and Social Media - Social Media Procedure

Introduction The Shire of Ashburton recognises that effective use of digital media should be part of an integrated and proactive approach to communication. It is evident that communication patterns have changed, and we as local government with a focus on establishing vibrant and active communities, need to adapt and embrace new ways of communicating to ensure we achieve a strong reach and engagement with our audience This also fits with our aim of establishing an efficient platform of integrated communication using various media formats such as the website, social media, print and electronic media, newsletters and mobile technologies. These mediums in turn help facilitate communication about latest news and events, community engagement campaigns, tourism strategies and emergency information in a time of crisis.

Facebook Within the limitations of the Shire’s staff resources, the Shire of Ashburton Facebook page is monitored and maintained on a daily basis to:

• plan and schedule content that fits within the overarching communications strategic goals;

• upload content; • respond to queries or comments where required; • ensure appropriate user behaviour.

Only designated staff registered as Social Media Administrators can upload content and respond on behalf of the Shire of Ashburton. Content will be uploaded to the Shire of Ashburton Facebook page only, and staff are not permitted to upload directly on behalf of the Shire to any other social media sites. Posts can be shared from the Shire of Ashburton Facebook onto other Social Media sites. In accordance to the Strategic Media Policy only the approved Media Officers are permitted to post information related to Shire announcements, Council or emergency situations. Community Development Social Media Administrator At the discretion of the Director Strategic & Community Development, a staff member in each town can be a registered Social Media Administrator and will have responsibility for uploading event content only for their town. All event content will be pre-scheduled to avoid conflicting posts and to enable a coordinated ‘whole-of-Shire’ social media communications plan.


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All event communication, including social media, must be in accordance with the relevant stakeholder and partnership agreements. Event posters and information is also required to be forwarded to the Media Department for upload to the Shire’s website and events calendar. Recruitment Social Media Administrator At the discretion of the Manager Organisational Development, a staff member can be a registered Social Media Administrator and will have permission to upload job vacancies only to the Shire’s Facebook page and relevant Jobs Board in each town. Library Social Media Administrator At the discretion of the Manager Community Development, a staff member can be a registered Social Media Administrator and will have permission to upload library related content only to the relevant Library and Shire Facebook pages. Tom Price Visitor CentreSocial Media Administrator At the discretion of the Director Strategic & Economic Development, a staff member can be a registered Social Media Administrator and will have permission to upload tourism and Visitor Centre related content to the Tom Price Visitor Centre Facebook and Instagram pages. Responsibilities of Social Media Administrators It is the responsibility of the Social Media Administrator to ensure all posts are without spelling errors, grammatically correct, non-offensive and have no potential political risk. If in doubt, consultation with the CEO is required. Social Administrators must also be aware of, and assess the considerations required, under the Shire’s various partnership agreements. If in doubt, consultation with Media or the relevant partnership manager is required. Enquiries, questions and comments that require action will be responded to in a timely manner (generally within 48 hours, during office hours). Wherever possible and appropriate, responses to questions and enquiries will link back to the relevant Shire website pages that offer more expansive content, forms, information and other online services. Customer service enquiries and complaints, if they cannot be resolved online, will be redirected to the Shire’s official procedures (and requested to complete a Customer Action Request (CAR) form, or to contact the Shire Customer Service Desk directly by telephone or email). Any public comment or post that is deemed offensive, obscene, defamatory, threatening, harassing, bullying, discriminatory, hateful, racist, sexist, infringes copyright or is otherwise unlawful will be immediately deleted. The Shire does not have the resources to monitor other social media sites.


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With the exception of an emergency (such as a bushfire or cyclone), the Shire of Ashburton will not comment directly onto other discussion boards and forums.

Record Keeping Social media communications are recorded and documented in line with our requirements as governed by the State Records Act 2000.

Libraries The four Shire libraries will continue to operate their Facebook pages. (Which were established in March 2013).

Refer to separate Library Facebook guidelines.

List of Facebook links associated with the Shire Shire of Ashburton Facebook Page: http://www.facebook.com/shireofashburton Tom Price Library: http://www.facebook.com/TomPricePublicLibrary Paraburdoo Library: http://www.facebook.com/ParaburdooPublicLibrary Pannawonica Library: http://www.facebook.com/PannawonicaPublicLibrary Onslow Public Library: http://www.facebook.com/OnslowPublicLibrary

Social Media guidelines – general staff Unless you are an approved Social Media Administrator, no staff member may comment in the social media environment on behalf of the Shire, even if you know the answer to a query. This includes implying that you are authorised as a spokesperson of the Shire, or give the impression that the views you express are those of the Shire. Any Shire related issues and conversations being discussed within the broader social media environment that staff become aware of should be brought to the attention of the Media administrators for further monitoring. For further guidelines on the above reference Council Shire Strategic Media Policy ADM07.


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Social Media Personal Use The Shire recognises that staff may wish to use social media in their personal life however staff are reminded to adhere to the Employee Code of Conduct. Employees have a duty of confidentiality and are expected to act in the best interests of the Shire. These obligations extend to any comments made on online forums or social media sites, even outside normal work hours. All social media users must be sensitive to the privacy of the Shire President, Councillors, CEO, all employees, volunteers, associates and other relevant stakeholders. Only discuss publicly available information and never use or disclose any confidential information obtained in your capacity as an employee/contractor of the Shire. Staff are discouraged from playing an active role in local government elections, for example, commenting on social media sites and critiquing candidates.

Social Media guidelines – SM Administrators Appointed Social Media Administrators have a responsibility to manage social media conversations and interactions in accordance to Shire policy. Social Media Administrators must:

• Ensure that all content published is accurate and not misleading and complies with all relevant policies.

• Consider any potential risk to Council, the Shire, stakeholders and corporate partners prior to publishing content.

• Pre-schedule posts to avoid saturation of content and conflicts with other information.

• Review timeline of existing scheduled posts before uploading new content to the schedule, and consider potential time/information conflicts.

• Monitor the reactions to your posts, report any that cause concern. Do not

reply or comment without consultation with the Director and/or CEO.

• Never mention or quote colleagues or stakeholders without their approval.

• Never commit the Shire to any action or initiative without appropriate authority.

• Never post material that is, or might be construed as, offensive, obscene,

defamatory, threatening, harassing, bullying, discriminatory, hateful, racist, sexist, infringes copyright, or is otherwise unlawful.


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• Ensure comments are respectful of the community with which they are interacting online.

• Be polite and respectful of others’ opinions.

Approved response protocol for Shire of Ashburton:

• A response protocol flow chart has been developed to guide the appropriate action for all social media engagement. A copy of this is included at the end of this document.

Social media for a specific service, event or project Setting up an independent social media site for a specific event or Shire related project will be kept to a minimum, and only established where such a facility will be of benefit to the community, and with Director’s and CEO’s agreement. Responsibility will be maintained by a dedicated project officer or allocated staff. Any social media site must be set up in accordance with the Strategic Media policy, with clear guidelines in place for content management and maintenance.

Discussion Boards and Email network There are several active Facebook pages in the Shire including Discussion Boards for each local town as well as a Moaners and Groaners page for Tom Price and Paraburdoo. The Shire of Ashburton’s Social Media Administrators will not monitor or post directly onto these pages (except for emergency situations like cyclones or bushfires and with the prior permission from the CEO). The community administrators of the Facebook Discussion Boards do actively monitor the Shire’s website and social media activity and share information where relevant. Some of our communities each have their own community email networks. All contributions to these email networks must be checked for spelling, grammar and political risk, and be in line with the Shire’s policies.

The Shire of Ashburton has its own email subscription database which is used for the electronic distribution of Inside Ashburton as well as for the quick relay of important news alerts, emergency information and community information. These are distributed via the Media department.

Future Social Media Channels The Shire of Ashburton will consider the introduction of other social media channels that fit into the strategic communications plan, as deemed appropriate. Such activity will require the approval of the CEO.


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Process Instruction

START

Facebook Response Protocol

Comment identified

Is the post positive, balanced and accurate?

Does the poster request a response?

Delete comment.

Is the post racist, discriminatory or vulgar?

Yes

No

Yes

No

No

No

No

Is the post from a repeat Council Protagonist?

Does the post contain factual inaccuracies?

Does the post require specialised customer service or interaction? Yes

Yes

Yes Monitor only.

Politely clarify the facts.

Ask for a private message or

request the poster contact Council

formally.

Yes No

Respond

Choose if to ignore or acknowledge.

Ignore


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UNCONTROLLED COPY WHEN PRINTED PLEASE REFER TO AIMS FOR LATEST VERSION

EMP42 DirectiveSocial Media

File No: GV20Version Number: V1Approval Date: 12/03/2020 (EMT)Approval Method: Authorised by CEOMonitor and Review: Manager Human ResourcesReview Period: 4 yearly

Endorsed by:

Paul Sheedy Acting Chief Executive Officer Variation to this DocumentThis document may be cancelled or varied from time to time at the discretion of the Chief Executive Officer. All Shire employees will be notified of any variation to this document by the normal correspondence method.


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UNCONTROLLED DOCUMENT WHEN PRINTED

EMP42 Issue Date 12/03/2020 Page 2 of 5

Table of Contents

1 INTRODUCTION.................................................................................................................. 31.1 Purpose.......................................................................................................................... 31.2 Scope............................................................................................................................. 3

2 DEFINITIONS....................................................................................................................... 32.1 Social Media .................................................................................................................. 3

3 SHIRE USE OF SOCIAL MEDIA.......................................................................................... 34 PERSONAL USE OF SOCIAL MEDIA ................................................................................. 4

4.1 Shire Social Media Accounts ......................................................................................... 44.2 Personal Social Media Accounts ................................................................................... 4

5 CONSEQUENCES OF BREACHING THIS DIRECTIVE ..................................................... 46 VARIATION TO THIS DIRECTIVE....................................................................................... 47 RELATED DOCUMENTS..................................................................................................... 4


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1 INTRODUCTION

1.1 Purpose

This Directive outlines the protocols for employees of the Shire of Ashburton (Shire) for using social media on behalf of the Local Government, and provides guidance for employees when using their personal social media accounts.

1.2 Scope

This Directive applies to all employees, contractors and volunteers at the Shire who access and use social media for professional or social purposes whether via personal devices or those supplied by the Shire. 2 DEFINITIONS

2.1 Social Media

Social media means websites and applications whereby users create or participate in online communities to share information, ideas, personal messages, photos, videos and other content.

Examples of social media platforms include:• Social networks such as Facebook, LinkedIn and Twitter;• Media sharing networks such as Instagram, YouTube and Snapchat;• Discussion forums such as Reddit;• Content curating networks such as Pinterest;• Consumer review networks such as TripAdvisor and Yelp; and• Blogging and publishing networks such as WordPress and Tumblr.

3 SHIRE USE OF SOCIAL MEDIA

The Shire may direct employees to use social media via the Shire’s social media accounts. Only employees with appropriate training and knowledge who are expressly authorised by the Chief Executive Officer may use social media for Shire purposes.

Employees who are authorised to use social media in the course of their work must:• ensure information posted is truthful, accurate, professional and in the best interest

of the Shire;• not post commercially sensitive government-held information;• not post personal information about employees and rate payers;• use spell check and proof read each post before publication;• know the facts and verify the sources of those facts;• be respectful of all individuals and communities when interacting online;• not post or engage with any material that is inappropriate or unlawful, or infringes on

any intellectual property rights;• seek to conform to the cultural and behavioural norms of the social media platform

being used;• acknowledge and correct any errors promptly after disclosing the error to the line

manager;• comply with any procedure for social media posts to be approved by the line

manager; and• be aware that the Shire is responsible and liable for any social media posts made

on behalf of the organisation.


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4 PERSONAL USE OF SOCIAL MEDIA

4.1 Shire Social Media Accounts

An employee cannot comment on behalf of the Shire on social media unless expressly authorised by the Chief Executive Officer.

An employee may share links, ‘like’ a post or comment on a post published by the Shire, provided the interaction complies with the Code of Conduct and the personal use of social media provisions in clause 4.2 of this Directive.

4.2 Personal Social Media Accounts

Employees who use personal social media accounts must not, at any time:• disclose any Shire information that is not otherwise publically available;• infer or state they are speaking on behalf of the Shire;• use their personal social media accounts in such a way that it interferes with their ability

to work professionally, efficiently and impartially;• use a work email address to register personal social media accounts; and• criticise decisions of, Shire Councillors or employees of the Shire.

Personal use of social media by an employee may be considered inappropriate and may result in disciplinary action if it is:

• likely to damage the employer’s interests;• likely to damage the relationship between the Shire and the employee; or• incompatible with the employee’s duty as an employee.

Employees should be mindful that content published on the internet, including posts on social media are permanently retained and even if an employee is posting on their private social media account, this may be viewed by the public.

5 CONSEQUENCES OF BREACHING THIS DIRECTIVE

This Directive constitutes a lawful instruction to employees. Any breach of this Directive may lead to disciplinary action including, but not limited to, termination of employment.

6 VARIATION TO THIS DIRECTIVE

This Directive may be cancelled or varied from time to time. All the Shire of Ashburton’s employees will be notified of any variation to this Directive.

7 RELATED DOCUMENTS

• Shire of Ashburton Code of Conduct (ELM04)• Shire of Ashburton Internet & Mobile Usage (EMP32)


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Statement of Understanding –EMP42 Social Media Directive

I confirm that I have read and understood the Shire’s Social Media Directive. I understand that it is a condition of my employment or engagement with the Shire of Ashburton that I consent to and must comply with the terms and conditions contained within this Directive.

Please do not sign this document unless you fully understand the contents and requirements.

Please forward signed copy to the Human Resources Officer.

Person’s Printed Full Name:

Person’s Signature: Date:


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1

Circular No 03-2019 Regarding the Local Government Legislation Amendment Bill 2019 Duncan Ord OAM Director General Our Ref: E1910217

TO ALL LOCAL GOVERNMENTS

CIRCULAR NO 03-2019

LOCAL GOVERNMENT LEGISLATION AMENDMENT BILL 2019

In June 2017, the McGowan Government announced a review of the Local Government Act 1995 (LG Act).

As a result of consultation undertaken as part of phase one of the review, the Local Government Legislation Amendment Bill 2019 was drafted. I am pleased to advise that the Bill passed the Legislative Assembly on Wednesday, 10 April 2019, and was read into the Legislative Council on Thursday, 11 April 2019.

While the Bill makes a number of amendments to the LG Act and other pieces of legislation administered by the Minister for Local Government, there are some changes which will require local governments to commence activities to prepare for when the Bill passes.

Improved transparency

The Bill includes reforms to enable local governments to be more efficient and flexible while ensuring that the community and other stakeholders have greater access to information held by the local government.

Access to information held by a local government

The Bill introduces the requirement for information that is currently made available at the local government office during business hours, to be available on the local government’s website. Some additional information will also need to be made available for inspection and on the local government’s website (see attachment A for details).

Local governments will no longer be required to make available the CEOs employment contract. There is also no requirement for the rate record or electoral roll to be published on the website.

Some amendments will require real time reporting and posting of information on the local government’s website, for example the gifts register. This has been referred to in the Bill as an ‘up-to-date version’, and local governments will be required to post an updated version of the document or register on their website as soon as practicable after it has been amended.


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2

New public notice requirements

The specific requirements for the publication of local and State-wide notices is being removed from the LG Act and will be included in regulations. This will enable the flexibility to adapt to changes in technology in the future.

A local public notice will require a notice to be published on the local government’s official website and via at least three of the following mediums:

• in a newspaper that circulates generally throughout the district (if available)

• on a State Government website;

• on a social media platform;

• published in a newsletter or newsletters available to the majority of residents throughout the district;

• exhibited on a notice board at every local government office and library within the district; or

• electronic mail distribution list.

A state-wide notice will require local governments to publish the notice in a newspaper that circulates throughout the State, in addition to the requirements of a local public notice.

Administrative Efficiencies

Authorised persons

Currently a local government has the power to appoint persons to exercise powers under a number of pieces of legislation, including the LG Act. A valid appointment must be in writing and the person appointed provided with a certificate.

The requirement to issue a certificate is no longer considered the best practice method for establishing a person’s identity or authority to exercise enforcement or other powers.

The Bill introduces a change to the appointment process so that when a local government appoints an authorised person under the LG Act, they must issue an identity card with the following:

• the official insignia of the local government;

• the name of the person;

• a recent photograph; and

• a list of each law that the person’s appointment relates (on the rear of the card).

A detailed appointment certificate which lists each piece of legislation and the relevant section or regulation numbers will still need to be signed by the CEO and retained by the local government.

Transitional arrangements will ensure that current appointments remain valid.

The Bill contains a number of other changes, including the introduction of mandatory training for council members, a model code of conduct for council members and a new framework for council members and CEOs receiving gifts.


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3

I encourage you to review the Bill and Explanatory Memorandum, which is available on the Parliament’s website.

For further information, please contact the Strategic Initiatives team via email at [email protected].

Duncan Ord OAM

DIRECTOR GENERAL

18 April 2019


Page 280

Shire of Ashburton

Marketing Audit

June 2020

ATTACHMENT 11.4B

Page 281

Contents

OVERVIEW ................................................................................................................................................................................... 3

Situational Analysis ................................................................................................................................................................... 4

Demographic profile ....................................................................................................................................................... 4

SWOT analysis ................................................................................................................................................................... 5

Historic marketing ............................................................................................................................................................ 6

Digital........................................................................................................................................................................................... 6

Facebook .......................................................................................................................................................................... 6

Instagram......................................................................................................................................................................... 13

LinkedIn ............................................................................................................................................................................ 14

YouTube ........................................................................................................................................................................... 15

Websites........................................................................................................................................................................... 16

eNewsletter ..................................................................................................................................................................... 21

Traditional ................................................................................................................................................................................. 23

Newspaper advertising................................................................................................................................................. 23

Brochures and flyers ...................................................................................................................................................... 23

Public Relations .............................................................................................................................................................. 24

Newsletter........................................................................................................................................................................ 25

Tom Price Visitor Centre ................................................................................................................................................ 25

Market Review ......................................................................................................................................................................... 26

City of Karratha .............................................................................................................................................................. 26

Shire of Exmouth ............................................................................................................................................................. 28

Town of Port Hedland.................................................................................................................................................... 30

Market Comparison ....................................................................................................................................................... 33

Community Engagement....................................................................................................................................................... 35

Brand ......................................................................................................................................................................................... 36

Defin ition .......................................................................................................................................................................... 36

Execution ......................................................................................................................................................................... 37

Events......................................................................................................................................................................................... 39

Partnerships .............................................................................................................................................................................. 39

Co-operative Marketing ........................................................................................................................................................ 40

Key Capi tal Projects ............................................................................................................................................................... 41

Key Recommendations .......................................................................................................................................................... 41

ATTACHMENT 11.4B

Page 282

Overview

The Shire of Ashburton’s vision is to embrace its unique Pilbara environment and lifestyle through the development of vibrant, connected and active communities that have access to quality services, exceptional amenities and economic vitality.

Through digital and traditional marketing channels, the Shire should look to continually communicate this vision to its stakeholders and local community.

It is important that all marketing and communications activities for the Shire of Ashburton relate to one or more of the five goals outlined in the Strategic Community Plan, namely:

1. Vibrant and Active Communities

2. Economic Prosperity

3. Unique Heritage and Environment

4. Quality Services and Infrastructure

5. Inspiring Governance

The following marketing audit will assess the Shire of Ashburton’s current marketing footprint and

make recommendations on how marketing activities moving forward can better support the Shire’s

strategic goals and business objectives.

ATTACHMENT 11.4B

Page 283

Situational Analysis

Demographic profile According to the Australia Bureau of Statistics 2016 Census Data, the Shire of Ashburton’s current population can be summarised by the following statistics:

• Population: 13,026 people

• Gender

▪ Male: 72.4%

▪ Female: 27.6%

• Age

▪ Median age: 36

▪ Children aged 0 - 14 years make up 13.2% of the population

▪ People aged 65 years and over made up 1.8% of the population

• Families: 1,404 families

▪ Average people per household: 2.7

▪ 47.6% are married

▪ 12% are divorced or separated

▪ 39.6% never married

• Education

▪ 19% in primary school

▪ 7.8% in secondary school

▪ 10.3% in a tertiary or technical (further education) institution

• Culture & ancestry

▪ Aboriginal and/or Torres Strait Islander: 7.9%

▪ Australian: 25.1% (56.4% of people were born in Australia)

▪ English: 23.5%

▪ Irish: 7.2%

▪ Scottish: 6.8%

▪ German: 2.4%

• Religion

▪ No religion: 33.7%

▪ Catholic: 20.7%

▪ Not stated: 19.1%

▪ Anglican: 11.6%

▪ Christian: 2.5%

• Employment

▪ Work full-time: 80.6%

▪ Work part-time: 9.1%

▪ Unemployed: 2%

ATTACHMENT 11.4B

Page 284

https://quickstats.censusdata.abs.gov.au/census_services/getproduct/census/2016/quickstat/510031271?opendocument

• Occupation

▪ Technicians or Trade Workers: 34.1%

▪ Machinery Operators and Drivers: 21%

▪ Labourers: 6.2%

▪ Professionals: 10.2%

• Industry of employment

▪ Iron Ore Mining: 26.8%

▪ Other Heavy and Civil Engineering Construction: 13%

▪ Engineering Design and Engineering Consulting Services: 8%

SWOT analysis A high-level SWOT analysis was completed for the Shire of Ashburton’s current marketing activities to identify areas of opportunity moving forward and threats to be aware of.

Table 1: SWOT Analysis

Strengths

- Strong industry partnerships

- Regular media releases

Weaknesses

- Low engagement on some social media

- Inconsistent branding

- Multiple social media channels dilutes message- Non descript entry statements

Opportunities- Amalgamate social media pages

- Reactiv ate YouTube channel- Enhance website design & functionality

- Rev amp entry statement and roadside signage- Cooperativ e marketing approach with

operators

Threats

- Negativ e or inappropriate comments

by members of the public

- Inconsistent branding execution

SWOT

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Historic marketing As of June 2020, the Shire of Ashburton has minimal committed marketing spend for the remainder

of the financial year. Detailed below is a summary of historic marketing activities completed by the Shire.

▪ Inside Ashburton – a community newsletter generated by the Shire five times per annum,

and distributed via letterbox drop. Estimated cost $50k per annum.

▪ Karijini Holiday Guide – 2018 edition produced by Market Creations, last edition produced

by printing contractor appointed by the Shire of Ashburton at an estimated cost of $30k.

▪ School Holiday Programs – funded by industry partners Rio Tinto and Chevron.

▪ Tourism print advertisements and editorial – in publications such as Caravan Australia and

The West Australian.

The Shire of Ashburton’s marketing activities to date have had a strong focus on tourism and encouraging a visitor economy. This includes a feature with Destination WA completed back in 2016,

and more recently the launch of a tourism app promoting Onslow.

Digital

Facebook

The Shire of Ashburton currently has seven active Facebook pages. An audit of each page has been completed below and recommendations made.

Shire of Ashburton

The Shire of Ashburton Facebook page has over 2,400 likes and 2,650 followers. Content posted includes a mix of graphics, video and text-only posts. Content that is generated by the Shire performs

best, as opposed to content shared from other pages or information sources. Graphics and images uploaded often do not align with the Shire’s corporate style guide and while posting is frequent, audience engagement per post remains low.

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Image 1: Example posts from Shire of Ashburton Facebook page

Tom Price Visitor Centre

The Tom Price Visitor Centre Facebook page has over 1,300 followers. Content posted is often not optimised for the best visual format – with link posts featuring no large image preview or headline capture, and low resolution of cut off images being published (see Image 2). Content uploaded

occasionally focuses on selling local products. Moving forward, it is recommended that the Visitor Centre page focuses on a more holistic content strategy including featuring attractions, destinations and activities as well as supporting local businesses.

The Visitor Centre page feature the Shire of Ashburton logo in its profile image, and features

captivating tourism photographs in the cover image.

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Image 2: Example posts from Tom Price Visit Centre Facebook page.

Tom Price Public Library

The Tom Price Public Library Facebook page has 463 likes and 480 followers. Content is uploaded regularly, sometimes with multiple posts in one day, but engagement is often low with minimal likes/comments/shares from the audience. Moving forward, it is recommended that the Tom Price

Public Library page adopt a ‘quality over quantity’ approach to posting. The page may also benefit from some professionally designed graphic tiles for featuring a ‘book of the week’ or similar. The Tom Price Public Library Facebook page features the Shire of Ashburton brand in some posts, but

not in its profile picture or cover image.

Image 3: Example posts from Tom Price Public Library Facebook page

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Paraburdoo Public Library

The Paraburdoo Public Library Facebook page has just under 300 followers. Reach achieved per post is low (usually approx. 50 people) and almost all posts link to external platforms such as Libby, Good Reads or BorrowBox. The ‘About’ section is currently incomplete, and the page does not feature any

Shire of Ashburton branding. Photo and video posts perform best on the page, however link posts are used most frequently.

Image 4: Breakdown of best performing post types for the Paraburdoo public Library Facebook page

Image 5: Example post linking off to third party resource, from Paraburdoo Public Library Facebook

page

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Pannawonica Public Library

The Pannawonica Public Library Facebook page has 238 followers and averages a reach of 120 people per week. Posts often receive low or no engagement from the audience, and the page does not feature the Shire of Ashburton brand.

Pannawonica Public Library often shares content from other Shire of Ashburton Library Facebook pages – suggesting that efficiencies could be gained from having one central Facebook account

for all Shire of Ashburton libraries.

Image 6: Example posts from Pannawonica Public Library Facebook page

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Onslow Public Library

The Onslow Public Library Facebook page has 187 followers and while posting is regular (multiple posts uploaded per week), engagement per post is low. According to Facebook Insights, over a one-month period the Onslow Public Library Facebook page achieved 93 page views, posts reached

under 900 people, with just 180 of those people engaging with the posts.

Image 7: A one month performance snapshot for the Onslow Public Library Facebook page

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Ashburton Community COVID-19 Information

The Ashburton Community COVID-19 Information Facebook page is well branded, with the profile picture and cover image aligning with the Shire’s co rporate style guide. The page has 493 followers and was created in response to the coronavirus pandemic in late March 2020. Content posted was

often sourced from external outlets, such as the State Government or Department of Health, which is entirely appropriate considering these channels were the ‘authority’ on the matter.

Creating a separate platform for crisis communications means your community is required to opt-in to follow the new platform in order to be provided with the relevant updates. It is recommended that moving forward the Shire utilises its main Shire of Ashburton Facebook page for crisis communications

activities.

Image 8: Shire of Ashburton COVID-19 information Facebook page

Facebook recommendations

It is recommended that the Shire of Ashburton amalgamates its presence on Facebook. Currently,

users are required to follow seven pages for their community information on Facebook alone which is tedious and inefficient. Furthermore, from an administration perspective, time required to upkeep and monitor seven Facebook accounts is significant.

It is recommended that the Shire of Ashburton consider the following approach:

▪ Shire of Ashburton Facebook page to be the one source of truth. All community and

operational information to be posted here, including crisis communications and library

content.

▪ Shire of Ashburton to have a separate tourism presence on Facebook, that isn’ t limited to

‘Tom Price Visitor Centre’. With a more general name, content posted on this page can relate

to all four Shire towns. sAn increased focus on utilising professional photography and video

content.

▪ Ensure any subsidiary Facebook pages (e.g. for Libraries), feature the Shire of Ashburton

brand, so community members know this is a service delivered by the Shire.

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Instagram

The Shire of Ashburton has one active Instagram account for the Tom Price Visitor Centre. The

account has 364 followers and over 170 posts to date. On average, posts achieve 24 likes and 1 comment. Images posted are of a high quality and the Shire of Ashburton logo is featured subtly in the profile image.

It is recommended the Tom Price Visitor Centre Instagram be rebranded to capture the whole region, rather than just Tom Price. This would enable the Shire to promote Onslow and Paraburdoo as tourism destinations via the Instagram account.

It is recommended that the account description be updated with more of a tourism “sell” – perhaps replacing “Visitor information centre in the heart of the Pilbara” with “WA’s best reef to range

experience, located in the heart of the Pilbara”.

Image 9: Tom Price Visitor Centre Instagram account.

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LinkedIn

The Shire of Ashburton currently has a corporate LinkedIn account with over 300 followers. The

account description is succinct and appropriate for the platform. Content posted on the platform is a good mix of news items, project updates, profiles on partners (e.g. Rio Tinto), and posts shared from other accounts including WALGA and the Pilbara Development Commission. Engagement on the

platform is moderate to high considering the number of followers. It is recommended the content strategy currently in place for the Shire’s LinkedIn account continues.

Image 10: Shire of Ashburton LinkedIn account

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YouTube

There appear to be two YouTube accounts relating to the Shire of Ashburton. The first

(@shireofashburton) has just 2 subscribers and 12 videos uploaded. Video views range between 13 and 780 views, with the last video being uploaded over one year ago.

Image 11: Shire of Ashburton YouTube channel It is unclear via desktop research as to whether the second YouTube account (@Media Ashburton)

is Shire run. The account does feature Shire videos such as “Welcome to the Shire of Ashburton” – but these were uploaded over 3 years ago, suggesting this may be an outdated account. However, the most recent video was uploaded just 8 months ago. Video views range between 4 and 1,200 views.

Image 12: Media Ashburton YouTube channel

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Websites

The Shire of Ashburton has a main corporate website (www.ashburton.gov.au) plus the below

subsidiary websites: • Ashburton Directory – https://www.ashburtondirectory.com.au/ • Tom Price Visitor Centre – https://www.tomprice.org.au/

• Ashburton Image Gallery - https://ashburton.imagegallery.me/order/list.me At the time of this audit, the website analytics for the Tom Price Visitor Centre, Ashburton Directory and Ashburton Image Gallery could not be accessed by Market Creations. As such, only an

assessment of the Shire of Ashburton corporate website has been made.

Image 13: Shire of Ashburton current corporate website

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http://www.ashburton.gov.au/

https://www.ashburtondirectory.com.au/

https://www.tomprice.org.au/

https://ashburton.imagegallery.me/order/list.me

Shire of Ashburton – Corporate Website

Utilising Google Analytics, the Shire of Ashburton’s website performance over the 2019/20 financial year was assessed with results detailed below.

Users 57,783

Page views 252,697

Average pages per session 2.49

New Visitor 80.8%

Returning Visitor 19.2%

Average time on page 1 minute 11 seconds

Bounce rate 59.06%

Table 2: Audience and behaviour data from Google Analytics

Organic search (e.g. Google) 40,934 users (68.8%)

Direct 12,194 users (20.5%)

Social (e.g. Facebook) 4,600 (7.7%)

Referral (e.g. Aussie Towns, Department of

Regional Development, Wikipedia)

1,758 (3%)

Table 3: Acquisition data from Google Analytics – how did users navigate to your website?

Page Page views Average time on page

/ 36,841 (14.58%) 1 minute 7 seconds

/the-shire/careers/current-

opportunities 24,758 (9.80%)

2 minutes 11 seconds

/onslow-ocean-view-caravan-park 8,650 (3.42%) 3 minutes 19 seconds

/the-shire/about-the-shire 7,645 (3.02%) 28 seconds

/council/your-council 7,484 (2.96%) 35 seconds

/contact/contact-us 7,324 (2.90%) 1 minute 52 seconds

/the-

shire/publications/view/agendas-

and-minutes/ 6,606 (2.61%)

3 minutes 6 seconds

/the-shire/careers 6,445 (2.55%) 19 seconds

/services/waste-

management/rubbish-collection-tip-

opening-times 4,511 (1.78%)

2 minutes 19 seconds

/visit-ashburton/paraburdoo 4,121 (1.63%) 2 minutes 17 seconds

Table 4: The 10 most visited pages on the Shire of Ashburton website

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The results presented by Google Analytics indicate that there are refinements the Shire can make to their website to optimise its design and content to better serve the end user. This includes:

• Updating quick links. The top ten most visited pages should be easy to access on your website, as this is content users are regularly searching for. Update main menu items and quick links on the home page to include these most visited pages. Also consider moving the

current quick links (orange buttons, located on the right hand side) higher on the website so they sit within the first fold. This means the user doesn’t need to scroll to navigate to the page they’re looking for.

• Agendas & Minutes. This is a high traffic page and users spend over three minutes digesting

the information on this page. Consider featuring an ‘agendas and minutes’ feed on the

homepage of the website, so users can see upcoming meetings at a glance, reducing the number of clicks required and improving the overall user experience.

• Tourism Marketing. The Paraburdoo page is one of the most frequently visited on the website. It is recommended that the content on this page be regularly reviewed and refreshed to best showcase the area – updates were last made in October 2019.

Interestingly, Paraburdoo ranks higher in website traffic than the more commonly known tourism locations of Onslow and Tom Price. A more holistic approach to tourism marketing

may be required, including a review of the website homepage design and how the regions are showcased as well as a review of how frequently each location is promoted on other channels such as social media, third party websites, and print collateral. Furthermore, the

Onslow Ocean View Caravan Park is the third most visited webpage – this amenity should be included and showcased in tourism marketing as it’s appears to be a drawcard for the area.

• Increase interactivity. The Shire’s homepage is currently very stagnant. There is no

opportunity for the user to interact with rotating images or scrolling feeds. Increasing the

level of interactivity of the home page encourages the user to explore deeper into the website, ultimately reducing bounce rate and encouraging community members to self-service.

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The Shire of Ashburton has commenced a website redevelopment project with website provider Key2Creative (http://staging.ashburton.wa.gov.au/).

Image 12: Key2Creative website under development

A summary of the project to date is included below:

• June 2019 - Project awarded to Key2Creative

• 10 July 2019 - Initial brief provided to Key2Creative • 3 September 2019 - Proposed wireframes and sitemap provided to Executive Team • 11 October 2019 – Design concept presented to Executive Team

• 10 January 2020 – Key2Creative advise website build is complete • 15 & 29 January 2020 – Shire of Ashburton request changes to website • 14 February 2020 – updated website provided by Key2Creative, circulated to Executive

Team • 10 March 2020 – mixed reviews received from Executive Team • 30 March 2020 – discussion with Key2Creative regarding alternative designs

• April 2020 – website project on hold during COVID-19 and until new CEO commences From the award of the RFQ in June 2019, the website redevelopment project with Key2Creative has

spanned 12 months. Market Creations has developed over 110 internet / intranet applications for Local Government to date. These projects, on average, span a 6-8 week timeframe, including design, development and go live. This timeframe may increase depending on factors such as third

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http://staging.ashburton.wa.gov.au/

party integration requirements, amount of website content and client review and approval processes.

The challenge the Shire of Ashburton now faces is whether a website design created almost a year ago would still adequately serve the needs of their stakeholders. As part of the marketing audit, Market Creations reviewed the current website design concept from Key2Creative. Notes for the

Shire of Ashburton’s consideration are included below:

• Length of website. The current website design requires multiple scrolls to reach the bottom of

the website. Users will typically engage with the first and second ‘folds’ of the website and expect to find the information they need there. To improve the overall user experience and reduce the effort required when searching for information, it is suggested the length of the

website be shortened.

• Hidden menu. When hovering over the Tier 1 menu items (e.g. Services & Support) all Tier 2

menu items appear (e.g. Libraries, Recreational Facilities, Sport & Recreation etc.). However, for the user to be able to view the Tier 3 menu items, they are required to hover over the related Tier 2 item. This makes the search for information complex as not all Tier 3

menu items are presented at one time. This relies on the user knowing which Tier 2 menu item to navigate to and hover over, in order to find the Tier 3 content.

• Lack of interactivity. With the exception of subtle hover effects on some text and content areas, the website homepage is entirely stagnant and does not encourage interactivity from the user. There are no feeds or rotating content areas included.

• Our Towns. The Our Towns content area is not geared for a tourism market, with no

description information or enticement to ‘learn more’ about the areas.

The website redevelopment project is currently on hold as the CEO reviews the feedback provided to date and considers options on next steps.

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eNewsletter

The Shire of Ashburton currently distributes media releases and eNewsletters via on online platform

called Campaign Monitor, hosted by Key2Creative. An example bulletin is linked below. https://newsletters.key2design.com.au/t/ViewEmail/r/C9641959E555EE742540EF23F30FEDED

On average, one to two media releases are sent per week, with a full community eNewsletter sent less often and to no particular timeframe (e.g. monthly, quarterly). There is opportunity to improve the mailing list structure for the Shire’s electronic communications, to ensure targeted messages are reaching the right people. This could include:

• Directory ▪ Businesses ▪ Community Groups

▪ Sporting Groups • Media

▪ Local

▪ State • Website subscribers (by location)

▪ Tom Price

▪ Onslow ▪ Paraburdoo ▪ Pannawonica

• Stakeholders ▪ Mining ▪ Sponsors / sponsored groups

▪ Tourism The performance of the electronic media releases and eNewsletters should regularly be reviewed to

ensure maximum cut through. This includes assessing the data to determine the optimal time to send an email, as well as relative open rates and click rates. Platforms such as Campaign Monitor and MailChimp offer these analytics.

Market Creations can also custom design a community newsletter template in the Shire of Ashburton brand on MailChimp to further encourage your community and stakeholders to engage with Shire

news. See pictured examples from other local governments below.

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https://newsletters.key2design.com.au/t/ViewEmail/r/C9641959E555EE742540EF23F30FEDED

https://www.campaignmonitor.com/

https://mailchimp.com/

Image 13: Examples of eNewsletter templates designed by Market Creations for Local Government

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Traditional

Newspaper advertising

The Shire of Ashburton occasionally engages in print advertising in the West Australian, Sunday Times, Northwest Telegraph and/or Pilbara News, usually to promote tourism initiatives. The Shire does not currently have a committed advertising spend with a print outlet and advertises on an ad-hoc basis.

Brochures and flyers

In partnership with strategic partners such as Rio Tinto, the Shire of Ashburton produces various community posters and flyers promoting events and initiatives in the Shire’s four towns. These flyers

do not follow a consistent style guide and are not instantly recognisable as the ‘Shire of Ashburton’ brand. It is recommended that a handful of poster, brochure and/or flyer templates be designed in the

Shire’s corporate brand so that the Shire can then edit content to suit various events / projects. By utilising the template in the first instance, the promotional material will be on brand ensuring the community recognises that the event or service being provided is on behalf of the Shire of Ashburton.

Image 14: Current examples of Shire of Ashburton community flyers

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Public Relations

The Shire of Ashburton regularly uploads news items to the Shire website, covering a broad range of

topics including infrastructure projects, tourism, grants and community funding, funding from key stakeholders and public notices. There is an opportunity to increase the number of positive community news stories shared by the Shire of Ashburton, focusing on local stories, local people and

local initiatives. Image 15 illustrates the first page of search results in Google News when searching the Shire of Ashburton. Of the nine articles listed, just one is a positive community news story (‘Rio Tinto to support

Pilbara jobs with childcare facility’).

Image 15: Shire of Ashburton news search results on Google

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Newsletter

The Shire of Ashburton’s printed community newsletter, Inside Ashburton, is printed five times per year

and distributed via letterbox drop. The estimated total cost of the publication is $50k per annum. The newsletter features an engaging balance of community news updates, project updates, Council

news, as well as health and event information. Due to the slower turnaround time of a print publication, some of the stories featured are outdated by the time newsletters land in the letterboxes of the community. For example, an Australia Day story in the March 2019 edition.

It is recommended that the Shire reduce the frequency of its print newsletter to reduce costs (i.e. to either quarterly or bi-annually) and implement a monthly eNewsletter to ensure the community is receiving the most up to date information when it’s relevant and top of mind.

Tom Price Visitor Centre

The Tom Price Visitor Centre is run and managed by the Shire of Ashburton but has its own marketing footprint (social media, website). In relation to traditional marketing, the Tom Price Visitor Centre’s major print production is the annual Karijini Visitor Guide which captures the Shire’s towns of Tom

Price, Onslow, Paraburdoo and Pannawonica as well as neighbouring Karijini National Park.

Image 16: Karijini Visitor Guides, 2018 and 2019

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Market Review

As part of the marketing audit, an assessment of neighbouring local government’s social media marketing was completed in order to benchmark the Shire against others in the industry.

City of Karratha The City of Karratha Facebook page has over 12,500 likes and over 13,100 followers. The City utilises

professionally executed graphics to deliver many of their messages on social media, which has proven effective. They also regularly share “on the ground” photos from community events and projects, which receive high levels of engagement.

Image 17: Examples of content posted on the City of Karratha’s Facebook page The City of Karratha also has an Instagram account focused on promoting tourism in the area called

‘Karratha is Calling’. This account has 1,650 followers and posting is less frequent than on the Shire’s Facebook page. This account relies on evocative imagery to promote the area, often utilising user generated content (i.e. images uploaded by visitors to the region). User generated content is a great

way to ‘soft sell’ a product, service or location. The City’s Instagram account also utilises trending hashtags well such as #westisbest and #justanotherdayinwa.

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Image 18: Example post from Karratha Is Calling Instagram page By having separate websites for a tourism audience, the City’s corporate website can focus on

serving residents and ratepayers. The City of Karratha has secondary websites for:

• Karratha Is Calling – tourism website promoting Karratha and surrounds

• Karratha Airport

• Karratha Leisureplex

• Red Earth Arts Festival

• Cossack Art Awards

• Red Earth Arts Precinct

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https://www.karrathaiscalling.com.au/

https://karrathaairport.com.au/

https://karrathaleisureplex.com.au/

https://reaf.com.au/

https://cossackartawards.com.au/

https://www.redearthartsprecinct.com.au/

Shire of Exmouth The Shire of Exmouth Facebook page as 2,990 likes and 3,183 followers. The Shire posts regularly

(approximately 3-4 times per week) and often features the Shire logo in images uploaded. The style of posts is consistent, with an all capitals headline used at the beginning of each post.

Image 19: Example posts from Shire of Exmouth Facebook page

The Shire of Exmouth has separate social media accounts for its tourism presence, with the handle Visit Ningaloo. The Visit Ningaloo Instagram account has 4,594 followers and features high quality

professional photographs to showcase the region. The Shire encourages visitors to share their images by using the hashtag #NingalooDreaming. The hashtag has been used on 160 Instagram posts to date.

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Image 20: Visit Ningaloo Instagram page

The Visit Ningaloo Facebook page has over 9,600 likes, over 10,000 followers and features an engaging video cover image. Posts include fun facts and ‘did you know’ style content (e.g. ‘how to

ID the largest fish alive’) as well as profiles on various locations throughout the Shire that are best for snorkelling or other outdoor activities.

Image 21: Visit Ningaloo Facebook page

In addition to its main corporate website, the Shire of Exmouth has a website for the Ningaloo

Centre which focuses on events, tourism attractions, as well as tour and accommodation bookings.

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https://www.ningaloocentre.com.au/

https://www.ningaloocentre.com.au/

Town of Port Hedland The Town of Port Hedland Facebook page has 8,731 likes and 9,235 followers. Content posted on this

page often includes links to the website or other sources of information. The Town often posts images which feature high amounts of text – which can be difficult to view on a mobile device.

Image 21: Example posts with text-heavy images from the Town of Port Hedland Facebook page

The Town of Port Hedland also has Facebook pages for its Visitor Centre and Leisure Centre – with 2,115 and 4,163 followers respectively. Engagement on the Town’s Visitor Centre Facebook page is

low, with the account lacking engaging visual content. The Town’s Leisure Centre Facebook page features higher engagement levels, with the page utilising video content and graphic tiles well.

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Image 22: Example posts from Port Hedland Leisure Facebook page

The Town of Port Hedland has a YouTube account; however the account has been inactive for 12 months and only features 5 videos.

The Town of Port Hedland’s LinkedIn account has 933 followers, and 94 listed employees. Content posted largely focuses on grants, funding announcement and industry information. Engagement is typically low, with posts usually achieving less than 10 likes and no comments.

The Town of Port Hedland has four Instagram accounts:

• Town of Port Hedland – 2,083 followers

• Port Hedland Leisure – 335 followers

• Port Hedland Airport – 178 followers

• Port Hedland Visitor Centre – 770 followers

Image 23: Town of Port Hedland Instagram account

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Image 24: Town of Port Hedland Visitor Centre Instagram account

Engagement on all Instagram accounts (with the exception of the tourism focused Visitor Centre

account) is low. The airport and leisure centre accounts are not updated regu larly, and the Town’s

main account features text-heavy imagery which is not well suited to Instagram (a primarily visual

platform).

In addition to the Town of Port Hedland’s main corporate site, the Town has secondary websites for:

• Port Hedland Airport

• Port Hedland Visitor Centre

• Port Hedland Leisure Centre

• Matt Dann Theatre & Cinema

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http://www.porthedlandairport.com.au/

https://www.visitporthedland.com.au/

https://www.porthedlandleisure.wa.gov.au/

https://www.mattdann.com/

Market Comparison Table 5 details each of these three Western Australian local governments, their social media footprint,

and a number of key learnings which should be considered by the Shire of Ashburton moving forward.

Networks active Number of followers Key learnings

City of Karratha

Facebook Instagram

(Karratha Is Calling)

13,142 followers 1,650 followers

Professional graphics perform well

Consistent tone & language

Separate corporate & tourism presence

Utilises user generated content well

Shire of

Exmouth

Facebook

Facebook (Visit Ningaloo)

Instagram (Visit Ningaloo)

3,183 followers

10,040 followers

4,594 followers

Consistent posting format

(headlines used) Professional photography

utilised well for tourism platforms

High engagement on ‘did you know’ style posts

See overleaf

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Networks active Number of followers Key learnings

Town of Port Hedland

Facebook

Facebook (Visitor Centre)

Facebook (Leisure Centre)

YouTube

LinkedIn Instagram

Instagram (Airport)

Instagram (Leisure)

Instagram (Visitor Centre)

9,235 followers

2,115 followers

4,163 followers

1 subscriber

933 followers 2,083 followers

178 followers

335 followers

770 followers

Avoid text-heavy imagery

Leisure Centre utilises video content well

Tourism accounts lacking strong imagery

Would benefit from amalgamation of social media accounts

Table 5: Social media market comparison.

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Community Engagement

The Shire of Ashburton’s current community engagement activities a re minimal. The Shire has conducted surveys in the past to seek feedback on various project such as the bike track. However, these have been conducted in hard copy, so are not readily accessible by all members of the

community and have typically achieved low engagement rates. By activating an online survey platform such as SurveyMonkey, the Shire can more readily distribute its surveys and efficiently collate data and results.

In regards to community engagement on social media, it is recommended that the Shire implements a social media flowchart to assist with managing how and when to respond to social media comments and questions. An example flowchart is included below. Responding to your community on social media is a great way to appear transparent, active, honest and connected with those in

your locality.

Image 25: Social media flowchart, based on Smart Insights1

1 https://www.smartinsights.com/social-media-marketing/social-media-governance/reviewing-and-responding-to-online-comments-about-your-brand/

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https://www.smartinsights.com/social-media-marketing/social-media-governance/reviewing-and-responding-to-online-comments-about-your-brand/

https://www.smartinsights.com/social-media-marketing/social-media-governance/reviewing-and-responding-to-online-comments-about-your-brand/

Brand

Definition The Shire of Ashburton has two logos – a traditional crest logo and a corporate ‘reef to range’ logo. These are the only two logos approved to be used to represent the Shire of Ashburton.

Image 26: Shire of Ashburton logos and colour pallette

The Shire’s corporate colour palette illustrates it’s ‘reef to range’ positioning statement, consisting of blue and orange/red.

The Shire of Ashburton has also developed secondary logos with a focus on the tourism market. The tourism logos feature the two main Towns of Tom Price and Onslow and complement the Shire’s ‘reef to range’ positioning statement.

The Tom Price logo represents the ranges and tourism appeal of Karijini National Park, and the Onslow logo representing the remarkable coastline and tourism appeal of the neighbouring Mackerel

Islands.

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Image 27: Shire of Ashburton tourism brands for Tom Price and Onslow The branding for the Shire of Ashburton and associated tourism brands is strong. There is opportunity

to tweak the Shire’s corporate ‘reef to range’ logo by writing ‘Shire of Ashburton’ and ‘Reef to Range’ in title case. This would align the logo with industry best practice standards, as lowercase lettering or all capital lettering has been found to be harder to read.

From a tourism perspective, the Shire of Ashburton is hindered by the naming proposition of ‘Ashburton’. Visitors from Western Australia (let alone nationally or internationally) would arguably struggle to locate or identify with ‘Ashburton’ as opposed to the better-known locations of Tom Price,

Karijini, Onslow and Paraburdoo. There is opportunity for the Shire to distance its corporate brand from its tourism marketing, and instead focus on each destination as a brand in itself, tied together with the ‘reef to range experience’ positioning statement.

Execution It is imperative that the Shire of Ashburton logo is executed correctly and consistently in order to build brand equity and reinforce a professional brand image. The Shire of Ashburton Reef to Range logo

is to be used on all public-facing collateral.

ATTACHMENT 11.4B

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The Shire’s style guide stipulates when the traditional crest should be used as opposed to the ‘reef to range’ logo. This should be referred to continuously, with all staff (organisation wide) expected to uphold these standards. It can take years to build a strong brand, and just moments to undo it.

Image 28: Excerpt from the Shire of Ashburton style guide stipulating appropriate execution of the two logos.

On a recent visit to the Shire of Ashburton, it was noted that all Shire staff have business cards with the Shire of Ashburton corporate logo, with the exception of the Shire President who was the only

representative whose business card featured the traditional crest. It is recommended that the Shire puts forward one logo, a united brand image, to the community moving forward.

Staff at the Shire of Ashburton currently wear branded uniforms, however visuals of these are not included within the Shire of Ashburton style guide. It is recommended that the style guide be updated to be more expansive and visually illustrative.

Also of note during a recent site visit was the lack of branded signage on route to the Shire of Ashburton. With a self-drive visitor market, this is a missed opportunity for the Shire. Evocative imagery

roadside (e.g. billboards) can capture the hearts and minds of travellers, and may encourage increased visitation.

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Events

The Shire of Ashburton’s events schedule has been disrupted in 2020 due to the coronavirus pandemic. In a typical calendar year, the Shire’s main events include:

▪ Nameless Festival – hosted in Tom Price in August each year, with the Shire of Ashburton as a

Principal Partner (as well as with Rio Tinto).

▪ Passion of the Pilbara – hosted in Onslow every two years, with the next event scheduled for

September 2021. In 2019, Chevron and the Shire of Ashburton were the major Festival

Partners.

▪ Town Rodeos – occur in Onslow, Tom Price, Paraburdoo and Pannawonica annually.

▪ ANZAC Day – hosted at Onslow War Memorial and RM Forrest Memorial Hall

▪ WA Day Festival – hosted in Onslow

▪ Galas – hosted in June in Pannawonica and October in Onslow

▪ Annual Christmas Event – typically hosted in Onslow

▪ Staircase to the Moon markets – occur on the second night of Staircase to the Moon from

May to October at Front Beach and Onslow Beach Resort

▪ Karijini Experience – held 12-18 April in 2020

▪ Campdraft Events – hosted in Pannawonica and Tom Price

▪ Paraburdoo Red Dirt Rocks Event

A full review of the Shire of Ashburton’s events schedule will be completed as part of the Marketing

Strategy, with recommendations made relating to event marketing and sponsorship.

Partnerships

As a significant producer of mineral resource, the Shire of Ashburton is in a unique position to broker significant value partnerships with key stakeholders, including mining operators in the region. These include:

▪ Rio Tinto - several partnerships with Rio Tinto are currently in place with aspirations to create

a long term, high value strategic partnership (consolidating the existing partnerships /

sponsorships in place)

▪ Chevron & State Government ($270m in funding for Onslow capital works projects)

Considering the significant contribution the Shire of Ashburton makes to the economy in mineral production, the State and Federal Government are also key stakeholders to consider for partnership opportunities.

The Shire of Ashburton has also partnered with a number of community/industry groups, including:

▪ Nintirri Centre

▪ Tom Price Youth Support Association

▪ Ashburton Aboriginal Corporation

ATTACHMENT 11.4B

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▪ IBN

▪ Gumala Aboriginal Corporation

▪ Pilbara Inland Chamber of Industry (PICI)

▪ Onslow Chamber of Commerce & Industry (OCCI)

Strategic partnerships will be explored in greater detail within the Shire of Ashburton’s Marketing Strategy with specific recommendations for future initiatives.

Co-operative Marketing

There is opportunity for the Shire to join forces with other local providers who are already leveraging the Shire’s ‘reef to range’ brand (see Karijini Eco Retreat example below).

Image 29: Example of newspaper advertisement leveraging ‘reef to range’ brand, sourced from the Weekend West, 16 June 2020.

Cross promotion and joint campaigns with local businesses enables the Shire to expand its marketing footprint and reach, as well as reinforce the Shire as supporting the local economy. The Shire should also consider further collaboration with Australia’s Northwest – the Regional Tourism Association for

the Shire of Ashburton.

ATTACHMENT 11.4B

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Key Capital Projects

The Shire of Ashburton currently has a number of key capital projects in the pipeline. All significant projects should be considered in the Shire’s marketing mix, including:

▪ Childcare centre - $4.5m facility in Tom Price, joint funded by Rio Tinto and the Shire with

construction expected with 12 months

▪ Boating facility - $7.5m project, with an additional $8.5m being sought by the Department

of Transport

▪ New Tom Price Shire office - $17m build adjacent to the existing building

▪ Walking trails – funding TBC

▪ Onslow water project – currently in approvals stage, likely joint funded by Shire, Chevron

and State Government

▪ Co-located DFES facility - $4.5m project with construction expected with 12 months

▪ Regional Arts Council - $30k for mural project on water tanks in Onslow

Key Recommendations

Following the marketing audit for the Shire of Ashburton, the below recommendations have been identified as ‘quick wins’ for the Shire to implement in the short to medium term.

1. Increase positive news stories that focus on all key pillars of the Shire’s vision. Tourism,

liveability and ‘invest-ability’.

2. Ramp up tourism marketing in response to COVID-19 and increased intrastate travel

opportunity.

3. Showcase capital projects via a refreshed, user friendly website.

4. Promote partnerships with key stakeholders (industry & community).

5. Refine and refresh digital presence and amalgamate social media channels.

6. Update website design and content to showcase tourism assets (including social media

integration) and bring the Shire up to industry best practice standards for Local Government

in WA.

ATTACHMENT 11.4B

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Image X: Examples of eNewsletter templates designed by Market Creations for Local Government

• third most visited webpage – this amenity should be included and showcased in tourism marketing as it’s appears to be a drawcard for the area.

ATTACHMENT 11.4B

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ATTACHMENT 11.4C

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ATTACHMENT 11.4C

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ATTACHMENT 11.4C

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ATTACHMENT 11.4C

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Shire of Ashburton Corporate Style Guide

SpecificationsOctober 2016

ATTACHMENT 11.4D

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02

Brand Guidelines

ATTACHMENT 11.4D

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03

03 Introduction

05 Electronic File Use

06 Brand Colour Guide

08 Brand Font Use

09 Brand Use Mono

10 Brand Use One Colour

11 Brand Use Two Colour

12 Brand Use Full Colour

13 Brand Proportions

14 Brand Size Guide

ContentsBrand Guidelines

ATTACHMENT 11.4D

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04

Introduction

>Branding Guidelines

These guidelines have been developed to assist in the correct application of Shire of Ashburton brand in print and marketing.

When referring to the brand in written text, use capital and lowercase letters [titlecase] for the name ‘Shire of Ashburton’. Please ensure the correct format is used.

Do not redraw, sketch or reproduce the Shire of Ashburton brand under any circumstance. Use the electronic files supplied. Do not colour match to this document.

Spot colour / CMYK artwork is available as electronic art, suitable for both Macintosh and PC platforms. CMYK and spot [PMS] colour artwork is for print applications, such as signage, brochures, promotional material, clothing and print advertising.

When printing the brand in four colour process, it is necessary to specify that the colours are matched exactly to the supplied values. For on-screen applications such as television, internet and multi-media computer graphics please refer to RGB values.

Ensure the correct format and colour variant is selected for each application.

The selection will be dependent on the manufacturing process limitations and reproduction size, particularly in the case of promotional material.

Full colour CMYK, and single colour variations have been provided in both positive and negative [reversed] formats.

Shire of Ashburton Brand

The Shire of Ashburton brand is a stylised design depicting the symbolic connection of the idyllic Mackerel Islands and iconic Hamersley Ranges. As visual representation of the concept ‘reef to range’ the brand combines these two powerful images to display the diversity of the landscape and grand distance within the shire.

The North of Western Australia’s arresting landscape provides the inspiration for the colour selection and the colours provide a strong visual connection to the shire’s natural beauty.

ATTACHMENT 11.4D

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JPEG [ Joint Photographic Experts Group ]

JPEG is a standard format for compressing still images. JPEG compresses image files to a smaller size. In doing so, some image data is lost and for this reason is referred to as a ‘lossy’ format. Most often this format is used for viewing on screen or the internet. When a JPEG is reproduced at larger sizes or resolutions the quality is compromised, causing discolouration or areas of corruption. This is known as ‘pixelation’. It should also be noted that the colour format of a JPEG is RGB and is not suitable for print reproduction.

JPEG is NOT recommended for any type of printing.

TIFF [ Tagged Image File Format ]

TIFF is used to exchange files between applications and computer platforms. TIFF is a flexible bitmap image format supported by virtually all paint, image-editing, and page-layout applications. The logotype is defined as coloured dots or pixels. This format is not ‘lossy’ like a JPEG but it does dramatically increase the file size. This can make it difficult to send via e-mail.

TIFF is recommended for any type of printing.

EPS [ Encapsulated PostScript ]

EPS is a standard format for communication with printing devices. The file contains ‘vector’ information that defines the image mathematically. This allows the logotype to be reproduced at very large sizes without discolouration, loss or ‘pixelation’.

EPS is used for any type of large format printing e.g. signage.

Correctly Determining File Format Use

It is essential that they are used correctly to prevent inferior quality image or colours when artwork is output for Shire of Ashburton.

File type for web

File type for print

05

Electronic File Use

ATTACHMENT 11.4D

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Brand Colour Guide

Pantone Matching System [PMS] /

Spot Colour

Additive Colour Mixing [CMYK] /

Print / Press

Subtractive Colour Mixing [RGB] /

Online / Screen

Correctly Determining Brand Colour Use

Shire of Ashburton brand should, where possible, be represented using the CMYK values or matched to the Pantone® Matching System [PMS].

Whenever a PMS value cannot be applied, for example in newsprint, the brand should appear in black or using the CMYK colour values provided. The brands should never appear in more than 3 colours and then only using those prescribed below. RGB values are provided for use in on screen or multimedia applications.

White

CMYK

0000

CMYK

701500

CMYK

10050060

CMYK

070905

RG B

000

RG B

70170255

RG B

04080

RG B

20310030

Pantone 295 Pantone 2925 Pantone 165

06

ATTACHMENT 11.4D

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Brand Colour Guide

Vinyl cut and paint for signage


Shire of Ashburton brand should, where possible, be represented using vinyl colours match to the specifications below for signage applications.

Avery Premium 800 Cast is preferred.

Please match all paint applications to the Pantone® Matching System [PMS].

White800 PC

Marine Blue847PC

Ocean Blue 809PC

Orange 805 PC

07

ATTACHMENT 11.4D

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Brand Font Use Correctly Determining Application of the Support Font

The Shire of Ashburton brand should be used in combination with the font family Helvetica Neue for marketing material.

08

ABCDEFGHIJKLMNOPQRSTUVWXYZabcdefghijklmnopqrstuvwxyz 1234567890



Helvetica Neue Light [45]

Helvetica Neue Bold [75]

Arial [ONLY FOR USE

WHEN ABOVE FONTS ARE UNAVAILABLE]

ATTACHMENT 11.4D

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09

Overview

The Shire of Ashburton has two logos:

1 Traditional Crest Logo; and 2 Reef to Range Logo

No other logos are approved to be used.

Use of Logos & Crest by Shire

The Council wishes to highlight a distinction between the role of the Council and the Organisation through the use of the official crest of the Shire of Ashburton (for Council and Councillor functions) and the use of the promotional logo (for Operational activities).

Below is a table that clarifies the different uses.

Brand Use Policy

CouncilUse of Crest

President/Councillor correspondence (Letterhead and E-signatures, With Compliments slips)

Council Policies

Rates notices

Councillor Name Badges, Business Cards and Uniforms.

Entry doors to offices (as applicable ) eg: Council Chambers)

Council Plaques and Gifts

Website

Banners (Council related)

Shire Street Signage

OperationalUse of Reef to Range

Staff Business Cards, Letterhead, With Compliments slips, E-signatures, Invoices

Operational Directives

Vehicles/Plant

Employee Uniforms and Name Badges

Entry doors to offices (as applicable) eg, Administration Centre/Offices

Community Communications – Newsletter

Website

Promotional materials eg. Schools, Giveaways

Banners (marketing/organisational)

ATTACHMENT 11.4D

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010

Use of Logos by External GroupsWhere an external group requests permission to use the logos on printer and other materials, the following conditions will apply:

1. All applications to use the Shire of Ashburton logos must be made in writing to the Chief Executive Officer (CEO) and include details of the purpose, form and extent of the proposed use and the reason for such use. Although permission to use the logos in the first instance is to be referred to the CEO, he/she may delegate this assessment to another employee. The artwork for the promotional material must be supplied for assessment against this policy.

2. Approval may be granted providing the group:

a. Is based in the area and provides a service to the Shire of Ashburton residents; and

b. Has a direct relationship with the Shire, either through funding or operational arrangements.

3. Eligible groups will be advised in writing that approval has been granted to use the logo, which must be in accordance with the Shire of Ashburton’s corporate standards.

4. Ineligible groups will be advised in writing that approval has not been granted to use the logo and provided with an explanation under the guidelines of this policy.

5. No fees will be charged for the use of the Shire of Ashburton’s logos but eligible groups will be responsible for any costs associated with artwork, design and production.

6. The Shire of Ashburton may exercise its right to withdraw any authorisation at any time if the approved user is deemed to be not complying with the conditions as set out in this policy or any approval.

Any unauthorised use of any Shire of Ashburton logos is a breach of copyright and any application that is not consistent with this policy is to be approved by the Shire of Ashburton Council.

Local Government Elections

The Shire of Ashburton logos are not to be used for any purpose during a Local Government Election that seeks to promote an individual candidate over another candidate. This inappropriate use includes candidate based promotional ballot papers, fliers, advertising, posters, letters or any other form of electoral material. A breach of this section will be considered to be a serious breach by the Shire of Ashburton.

Brand Use Policy

ATTACHMENT 11.4D

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011


Shire of Ashburton brand is supplied in positive and negative [reversed] formats. Shire of Ashburton brand in reversed format can be used for black backgrounds or in combination with an image. Whenever a PMS or CMYK or colour value cannot be applied, the logo should appear in one black or white as below.

Negative [Reversed]

Brand

Positive Brand

Brand Use Mono

ATTACHMENT 11.4D

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012


Shire of Ashburton brand is supplied in positive and negative [reversed] formats. Shire of Ashburton brand in reversed format can be used for black backgrounds or in combination with an image. Whenever a PMS or CMYK value cannot be applied, for example in newsprint, the logo should appear in one colour as below.

Negative [Reversed]

Brand

Positive Brand

Brand Use One Colour

ATTACHMENT 11.4D

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013


Shire of Ashburton brand is supplied in positive and negative [reversed] formats. Shire of Ashburton brand in reversed format can appear only on a blue background. The positive brand should never be placed on an image or coloured background.

Negative [Reversed]

Brand

Positive Brand

Brand Use Two Colour

ATTACHMENT 11.4D

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014

Negative [Reversed]

Brand

Positive Brand


Shire of Ashburton brand is supplied in positive and negative [reversed] formats. Shire of Ashburton brand in reversed format can appear only on a blue background. The positive brand should never be placed on an image or coloured background other than white.

Brand Use Full Colour

ATTACHMENT 11.4D

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015

Correctly Determining Brand Dimensions and Exclusion Zone

The Shire of Ashburton brand has been provided as high resolution EPS files for digital reproduction. The Shire of Ashburton brand is designed to reside within an exclusion zone.

The diagram has been provided to assist in determining the exclusion zone.

No graphic element may be placed within this zone at any time.

Determining Clear Space

Dimension

Visual Representation of Clear Space

Brand Proportions

ATTACHMENT 11.4D

Page 341

Brand Size Guide

Press Advertising Minimum Size 30mm [width]

Brochure Minimum Size 45mm [width]

Signage Minimum Size 100mm [width]

Correctly Determining Brand Minimum Dimensions

The Shire of Ashburton brand should not be reproduced smaller than the sizes quoted below. These measurements ensure the brand is clearly discernible.

Do not reproduce smaller than the following sizes:

016

ATTACHMENT 11.4D

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017


Shire of Ashburton brand is supplied in positive and negative [reversed] formats. Shire of Ashburton brand in reversed format can be used for black backgrounds or in combination with an image. Whenever a PMS or CMYK or colour value cannot be applied, the logo should appear in one black or white as below.

Negative [Reversed]

Brand

Positive Brand

Crest Brand Use Mono

ATTACHMENT 11.4D

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018

Negative [Reversed]

Brand

Positive Brand


Shire of Ashburton brand is supplied in positive and negative [reversed] formats. Shire of Ashburton brand in reversed format can appear only on a blue background. The positive brand should never be placed on an image or coloured background other than white.

Crest Brand Use Full Colour

ATTACHMENT 11.4D

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This document was designed and prepared by Design Collision and should not be edited or copied in whole or in part without prior consent.

© Copyright 2014. All rights reserved. Shire of Ashburton is the owner of the copyright in this publication. Other than permitted by the Copyright Act, no part of this publication, or the intellectual property contained in it, may be reproduced, copied or transmitted, in any form or by any means (electronic, mechanical, microcopying, photocopying, recording, storage in a retrieval system or otherwise) without the prior written consent of Shire of Ashburton. Shire of Ashburton will vigorously pursue any breach of its copyright.

ATTACHMENT 11.4D

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Investment Prospectus

ATTACHMENT 11.4E

Page 346

The Shire of Coolgardie, known as the ‘Mother of the Goldfields’, encompasses an area of 30,400 km2 and includes the towns of Coolgardie, Kambalda, Widgiemooltha and the Aboriginal community of Kurrawang.

Celebrated for the gold and nickel discoveries in Coolgardie and Kambalda, the Shire continues to thrive with a multitude of mining and processing companies operating in the area. These companies are at the forefront of mining innovation and offer fantastic career opportunities.

The Shire is the largest producer of minerals in the region with gold and nickel mining operations supporting globally significant regional exports.

Over 3,600 people live in the Shire and enjoy a relaxed lifestyle, quality recreational facilities and a stunning natural environment.

Shire of Coolgardie

Profile

Gateway to the Goldfields-Esperance region Largest Producer of

Minerals in the Region #3 LGA in WA for Value of Minerals (2018/19) Heart of lithium exploration

and mining in the region Delivers $661M in Gross Regional Product (+12% from 2017/18)

02

ATTACHMENT 11.4E

Page 347

The Shire of Coolgardie, known as the ‘Mother of the Goldfields’, encompasses an area of 30,400 km2 and includes the towns of Coolgardie, Kambalda, Widgiemooltha and the Aboriginal community of Kurrawang.

Celebrated for the gold and nickel discoveries in Coolgardie and Kambalda, the Shire continues to thrive with a multitude of mining and processing companies operating in the area. These companies are at the forefront of mining innovation and offer fantastic career opportunities.

The Shire is the largest producer of minerals in the region with gold and nickel mining operations supporting globally significant regional exports.

Over 3,600 people live in the Shire and enjoy a relaxed lifestyle, quality recreational facilities and a stunning natural environment.

Shire of Coolgardie

Profile

Gateway to the Goldfields-Esperance region Largest Producer of

Minerals in the Region #3 LGA in WA for Value of Minerals (2018/19) Heart of lithium exploration

and mining in the region Delivers $661M in Gross Regional Product (+12% from 2017/18)

02

KAMBALDA

COOLGARDIE

LAND AREA 30,400KM2

DISTANCE FROM PERTH 550KM

DISTANCE TO ESPERANCE PORT 336KM

ROADS 1,279 KM

BUSINESSES 100+

AVERAGE TEMPERATURE 27OC

Economy$3.41B

VALUE OF MINERALS 2018/19

$661MIN GROSS REGIONAL

PRODUCT

#1MINERALS

PRODUCER IN THE REGION

#3 LGAIN WA FOR VALUE

OF MINERALS (2018/19)

MEDIAN WEEKLY INCOME

$1,805

TOP 5 OCCUPATIONS MACHINERY OPERATORS & DRIVERS 28.2% TECHNICIANS & TRADES WORKERS 22.9% LABOURERS 10.2% PROFESSIONALS 8.8% CLERICAL & ADMIN 8.7%

TOP 3 INDUSTRIES OF EMPLOYMENT

GOLD ORE MINING 31.2% OTHER MINING SUPPORT SERVICES 6.8% LOCAL GOVT. ADMIN 4.1%

Employment

Lifestyle

PERTH

33MEDIAN

AGE

828FAMILIES

68% OF THE POPULATION

22%DIVERSE

POPULATION

3,610TOTAL

POPULATION

03

ATTACHMENT 11.4E

Page 348

MINING COMPANIES REPRESENTED IN THE SHIRE

Value of Minerals Goldfields-Esperance Region 2018/19

04

Coolgardie

KambaldaWidgiemooltha

MiitelMariners

Bald Hill

St Ives

Higginsville

Mount GoldmineWidgiemooltha South

Carina Mine

Jaurdi Hills Gold Project

Sandy Ridge

Long-Victor

Mt Marion

Kundana

Frog’s LegGeko

Castle Hill

Bullabulling Burbanks

White Foil

Nepean

Lanfranchi

Three Mile Hill

MacphersonsReward

Cassini

LEGEND

Gold

Nickel

Iron Ore

Lithium

Kaolin

Value of Mineral ProductionGoldfields-Esperance Region 2018/19

Coolgardie Kalgoorlie-Boulder Menzies & Esperance Ravensthorpe & Dundas Laverton Leonora

Coolgardie $3,418,087,046

Laverton $2,605,983,116

Kalgoorlie-Boulder $2,051,269,360

Leonora $1,919,979,840

Ravensthorpe & Dundas $883,284,841

Menzies & Esperance $706,857,131

8.9%

Increase The Shire of Coolgardie’s total value of all mineral resources was

$3.41Bthe highest in the Goldfields-Esperance region 2018/19

30%

8%6%

17%

22% 18%

ATTACHMENT 11.4E

Page 349

MINING COMPANIES REPRESENTED IN THE SHIRE

Value of Minerals Goldfields-Esperance Region 2018/19

04

Coolgardie

KambaldaWidgiemooltha

MiitelMariners

Bald Hill

St Ives

Higginsville

Mount GoldmineWidgiemooltha South

Carina Mine

Jaurdi Hills Gold Project

Sandy Ridge

Long-Victor

Mt Marion

Kundana

Frog’s LegGeko

Castle Hill

Bullabulling Burbanks

White Foil

Nepean

Lanfranchi

Three Mile Hill

MacphersonsReward

Cassini

LEGEND

Gold

Nickel

Iron Ore

Lithium

Kaolin

Value of Mineral ProductionGoldfields-Esperance Region 2018/19

Coolgardie Kalgoorlie-Boulder Menzies & Esperance Ravensthorpe & Dundas Laverton Leonora

Coolgardie $3,418,087,046

Laverton $2,605,983,116

Kalgoorlie-Boulder $2,051,269,360

Leonora $1,919,979,840

Ravensthorpe & Dundas $883,284,841

Menzies & Esperance $706,857,131

8.9%

Increase The Shire of Coolgardie’s total value of all mineral resources was

$3.41Bthe highest in the Goldfields-Esperance region 2018/19

30%

8%6%

17%

22% 18%

Partnership Approach

The suite of infrastructure and social projects being undertaken and planned for the Shire of Coolgardie aims to build a sustainable regional community.

05

Building a Sustainable Regional Community Growing

the Economy • Bayley Street Upgrade• Residential Land Development • Coolgardie Tip Site • Kambalda Transfer Station • Coolgardie Innovation and

Economic Development Centre

More information on pages 6 & 7

Facilitating Industrial Development• Road Train Assembly Area• Local Road Networks• Industrial Land Release


Developing Community Resilience • Integrated Health Care Model• Kambalda Aquatic Facility• Community Health Hub


As the number one mineral producer in the Goldfields-Esperance region, the Shire has proactively established working relationships with several significant mining companies in the area.

The Shire has established Memorandum of Understandings with these stakeholders to “work collaboratively to support and deliver long term economic and community benefits to the Shire of Coolgardie.”

With an Aboriginal population of 11.2%, the Shire has established a MOU with a non-profit Aboriginal Training Organisation to work together to explore the benefits of training, education and mentoring services to the local and regional Aboriginal community. The Shire has identified an office space in Coolgardie which will assist in commencing services this year.

To address health services gaps in the Shire and compliment the St John’s Country Primary Health Care Model, the Shire has established MOUs with various health service providers.

The Shire has invested in-kind and financial contributions into the provision of physiotherapy, paediatric occupational therapy and disability services.

Mining

People

Health

ATTACHMENT 11.4E

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Bayley Street UpgradeBayley Street is the main street of the Coolgardie townsite and is a strategic transport route (Great Eastern Hwy) for traffic travelling from Perth to the WA Goldfields and the main arterial route to the Eastern States.

The road is the gateway to Coolgardie’s tourism assets with significant opportunities existing in promoting the town’s historical buildings.

The Shire of Coolgardie is currently developing a strategic streetscape plan to increase visitation and community interaction. The Plan considers signage, public art, road markings, footpaths, drainage and lighting.

The Shire of Coolgardie launched its first Community Conversation workshop in June 2019 to facilitate community consultation to support the development of the Bayley Street Upgrade initiative.

06

Residential Land Development The Shire of Coolgardie is investigating options for the subdivision of the Coolgardie Horse Blocks, a 110-hectare block of land that is located west of Coolgardie.

The subdivision will see the creation of large residential land parcels for semi-rural operations.

The project will respond to the lack of residential land parcels for these purposes within and outside the district, whilst maintaining the amenities and facilities of the area.

ANNUAL TRAFFIC COUNT

18% FROM 2018

ANNUAL HEAVY VEHICLE COUNT

21% FROM 2018

Growing the Economy

ATTACHMENT 11.4E

Page 351

Bayley Street UpgradeBayley Street is the main street of the Coolgardie townsite and is a strategic transport route (Great Eastern Hwy) for traffic travelling from Perth to the WA Goldfields and the main arterial route to the Eastern States.

The road is the gateway to Coolgardie’s tourism assets with significant opportunities existing in promoting the town’s historical buildings.

The Shire of Coolgardie is currently developing a strategic streetscape plan to increase visitation and community interaction. The Plan considers signage, public art, road markings, footpaths, drainage and lighting.

The Shire of Coolgardie launched its first Community Conversation workshop in June 2019 to facilitate community consultation to support the development of the Bayley Street Upgrade initiative.

06

Residential Land Development The Shire of Coolgardie is investigating options for the subdivision of the Coolgardie Horse Blocks, a 110-hectare block of land that is located west of Coolgardie.

The subdivision will see the creation of large residential land parcels for semi-rural operations.

The project will respond to the lack of residential land parcels for these purposes within and outside the district, whilst maintaining the amenities and facilities of the area.

ANNUAL TRAFFIC COUNT

18% FROM 2018

ANNUAL HEAVY VEHICLE COUNT

21% FROM 2018

Growing the Economy

Coolgardie Tip Site The Coolgardie tip site has been identified as a strategic waste management asset for the Goldfields-Esperance region.

The site has a relatively deep-water table, which renders it suitable for Class I and II waste disposal, as well as the possible construction of a Class III waste cell. It is also strategically located near a major regional population centre and significant mineral processing operations.

The development of a regional waste management facility that can offer Class I, II and III waste management services would complement a privately-owned facility that will offer commercial Class IV and V services.

The Shire is currently undertaking feasibility studies to determine the commercial viability of the project which would make the Shire of Coolgardie the only local government area in the region offering Class I through V waste management.

Kambalda West Transfer Station As part of its goal to improve sustainability, the Shire of Coolgardie has constructed a transfer station in Kambalda which will significantly improve waste management practices at the existing landfill site. The transfer station will lead to a sizable reduction in operating costs and waste to landfill.

Growing the Economy

Coolgardie Innovation and Economic Development Centre The historical value of the Post Office Complex is well-known throughout Western Australia. Built in 1894, when Coolgardie was the third largest town in WA (after Perth and Freemantle), the building housed government services for 25,000 residents.

The Coolgardie Innovation and Economic Development Centre project will revitalise the internal areas of the Post Office Complex to create Aboriginal Training facilities, a Cultural and Community Hub, a micro-business shared office area and a variety of museum and visitor spaces.

The total project cost is estimated at $1.7M which will be funded by the Shire of Coolgardie, $233,500 from Lotterywest and $916,000 from the Federal Government’s Building Better Regions Funding.

Project construction is due to commence in February 2020.

07

FIRST FLOOR PLAN - PROPOSED

BAYLEY STREET

HU

NT

ST

RE

ET

LunchRm

Meeting

Shared O�ceStudio

Business Incubator“The Hive”

IndigenousTraining

Organisation

GoalyardInterpretation

Store forGallery &Function

Space

Indigenous Art and

Interpretive Displays

Outdoor Seating& BBQ Area

RefurbishToilets UAT

Travellers WashFacilities

ExistingPost O�ce

RefurbishToilet

Visitor &Community

Spaces

Gallery &Function

Space

MiniGallery #1

MiniGallery #2

Store

Relocated Visitor Centreand Retail Bays

StoreTenant

Store #2

Ten.St.#3

TenantStore

#1

Telstra Shed

GardenShed

CurrentPrivate

ResidentialLease

FutureDevelopment

BAYLEY STREET

HU

NT

ST

RE

ET

Coolgardie Cultural& Community

Development Hub

O�ce/Reception

MeetingRoom

GROUND FLOOR PLAN - PROPOSED

Indigenous Training Organisation

Visitor and Community Spaces

Future Development

Business Incubator – The Hive

Relocated Visitor Centre and Retail Bays

Coolgardie Cultural & Community Development HubFUNDED BY LOTTERYWEST & SHIRE OF COOLGARDIE

ATTACHMENT 11.4E

Page 352

Integrated Health Care ModelIn 2018, the Shire of Coolgardie signed a Memorandum of Understanding (MOU) with St John WA to develop the St John Country Primary Health Care Model.

The Shire, local mining companies, and St John WA have all invested into this innovative health model.

The model not only addresses day-to-day health issues but coordinates care for Aboriginal Australians and people with chronic diseases.

Services also include weekly GP tele-health sessions, a Community Transport Service, and a resilient ambulance service.

To build on the St John Country Primary Health Care Model, the Shire has also entered into MOUs with a range of allied-health service providers including physiotherapists, paediatric occupational therapists and disability services providers.

The delivery of a coordinated, integrated health care system that helps people get the right care, at the right time, in the right place, is the Shire’s goal.

08

Community Health HubThe Shire is investigating the development of a Community Health Hub in Kambalda to facilitate the development and embedding of the St John Country Primary Health Care model for the benefit of the regional community.

In order to properly facilitate the development of the model in the Kambalda community in the first instance, there is an immediate requirement for office space and training areas in the Kambalda townsite.

The identified building is currently the Shire of Coolgardie’s administration building with refurbishment works and minor construction activities required for the development of office,

meeting and workshop spaces for community organisations, St Johns, Allied Health Services, and other private and non-profit service providers.

Discussions with numerous health service providers and non-profit organisations have been undertaken with commitment received to access the Centre for the delivery of their services and programs. Discussions are also underway with medical specialists from Perth to access the Centre for appointments.

The total budget for the project is estimated at $1.65M to refurbish and expand the existing building and relocate the Shire’s administration to the Kambalda Community Recreation Centre.

Developing Community Resilience

ATTACHMENT 11.4E

Page 353

Integrated Health Care ModelIn 2018, the Shire of Coolgardie signed a Memorandum of Understanding (MOU) with St John WA to develop the St John Country Primary Health Care Model.

The Shire, local mining companies, and St John WA have all invested into this innovative health model.

The model not only addresses day-to-day health issues but coordinates care for Aboriginal Australians and people with chronic diseases.

Services also include weekly GP tele-health sessions, a Community Transport Service, and a resilient ambulance service.

To build on the St John Country Primary Health Care Model, the Shire has also entered into MOUs with a range of allied-health service providers including physiotherapists, paediatric occupational therapists and disability services providers.

The delivery of a coordinated, integrated health care system that helps people get the right care, at the right time, in the right place, is the Shire’s goal.

08

Community Health HubThe Shire is investigating the development of a Community Health Hub in Kambalda to facilitate the development and embedding of the St John Country Primary Health Care model for the benefit of the regional community.

In order to properly facilitate the development of the model in the Kambalda community in the first instance, there is an immediate requirement for office space and training areas in the Kambalda townsite.

The identified building is currently the Shire of Coolgardie’s administration building with refurbishment works and minor construction activities required for the development of office,

meeting and workshop spaces for community organisations, St Johns, Allied Health Services, and other private and non-profit service providers.

Discussions with numerous health service providers and non-profit organisations have been undertaken with commitment received to access the Centre for the delivery of their services and programs. Discussions are also underway with medical specialists from Perth to access the Centre for appointments.

The total budget for the project is estimated at $1.65M to refurbish and expand the existing building and relocate the Shire’s administration to the Kambalda Community Recreation Centre.

Developing Community Resilience Developing Community Resilience

Redevelopment of the Kambalda Aquatic Facility The Shire of Coolgardie’s Kambalda Aquatic Facility was originally constructed in 1970 by Western Mining Corporation until the Shire of Coolgardie acquired ownership of the asset.

In 2018, the facility was closed, and the pools drained to facilitate structural analysis and testing. It was found that much of the infrastructure was at the end of its operational use and areas of the facility no longer complied with Health and Safety Standards.

The total project cost is estimated up to $4.6M for the redevelopment which includes the installation of a Universal Access Pool including solar heating, re-establishment of the 50m Pool and other amenities.

The project is funded by the Shire of Coolgardie, a $1.91M Western Australia State Treasury Loan, $200,000 from Goldfields St Ives, $287,000 from the Federal Government’s Community Sport Infrastructure Funding and $700,000 from the State Government’s Community Sporting and Recreation Facilities Fund.

Project construction commenced in May 2019 and is estimated to be completed in early 2020.

09

ATTACHMENT 11.4E

Page 354

Road Train Assembly AreaCoolgardie-Esperance Highway is a strategic route for transportation between the Port of Esperance and the Eastern Goldfields in Western Australia.Recent data collected on road traffic activity has revealed that more than 280,000 heavy vehicles pass through Coolgardie each year.

The Shire of Coolgardie and logistics stakeholders have identified the need to create a Road Train Assembly area for heavy vehicles at a strategic location point between the Coolgardie-Esperance and Great Eastern Highways.

This $1.3M investment will improve transport productivity by facilitating better route planning and safety. The project is funded by the Shire of Coolgardie with contributions received from the Federal Government’s Heavy Vehicle Safety and Productivity Program of $522,000 and State Government Main Roads funding of $260,000.

Project construction commenced at the beginning of October 2019 and is due to be completed in early 2020.

10

Industrial Land Release The Shire is proactively pursuing opportunities within the Coolgardie townsite to release land to strengthen its financial position.

With the rapid growth in mineral production and exploration activities in the Shire, the organisation is increasingly approached by ancillary businesses to the mining industry for the provision of land that is suitably located and zoned for industrial purposes.

The Shire is currently working to release industrial land to accommodate for industry development.

Facilitating Industrial Development

ATTACHMENT 11.4E

Page 355

Road Train Assembly AreaCoolgardie-Esperance Highway is a strategic route for transportation between the Port of Esperance and the Eastern Goldfields in Western Australia.Recent data collected on road traffic activity has revealed that more than 280,000 heavy vehicles pass through Coolgardie each year.

The Shire of Coolgardie and logistics stakeholders have identified the need to create a Road Train Assembly area for heavy vehicles at a strategic location point between the Coolgardie-Esperance and Great Eastern Highways.

This $1.3M investment will improve transport productivity by facilitating better route planning and safety. The project is funded by the Shire of Coolgardie with contributions received from the Federal Government’s Heavy Vehicle Safety and Productivity Program of $522,000 and State Government Main Roads funding of $260,000.

Project construction commenced at the beginning of October 2019 and is due to be completed in early 2020.

10

Industrial Land Release The Shire is proactively pursuing opportunities within the Coolgardie townsite to release land to strengthen its financial position.

With the rapid growth in mineral production and exploration activities in the Shire, the organisation is increasingly approached by ancillary businesses to the mining industry for the provision of land that is suitably located and zoned for industrial purposes.

The Shire is currently working to release industrial land to accommodate for industry development.


KALGOORLIECOOLGARDIE

TO PERTH

TO EASTERN STATES

COOLGARDIE ESPERANCE HWY137,970 traffic count/annum 74,095 heavy vehicles/annum

46.3% 53.7%

GREAT EASTERN HWY499,320 traffic count/annum 18% from 2018 205,130 heavy vehicles/annum 21% from 2018

62.4% 37.6%

ESPERANCE

GOLDFIELDS HWY682,915 traffic count/annum 155,125 heavy vehicles/annum

77.3% 22.7%

KAMBALDA


Local Road Networks Facilitating Mining ExportsThe Shire of Coolgardie is experiencing a significant growth in mining activity with the value of mineral production in the area increasing by 34% since 2016/17. Growth in mining activity has brought increased pressure on the Shire’s local road network with mining companies transporting larger quantities of raw minerals faster than ever before.

In order to take advantage of the high price of gold and improved price of nickel and growing demand for lithium, resource companies have increased the size and number of road trains carting materials on Shire-owned roads.

Whilst the Shire and mining companies work closely together to fund the maintenance and construction of these haulage roads, there is now an immediate need to upgrade the network to meet higher standards and specifications. Works required include gravel surfacing, upgrades, road widening and sealing.

Improving the Shire’s road networks and connectivity to the wider regional and State networks will improve haulage links and efficiencies from the Goldfields to the Eastern States, Perth and Esperance port.

The project value is estimated at $9.9M with annual maintenance costs estimated at $2.04M.

11

1,279KM OF ROADS

ATTACHMENT 11.4E

Page 356

08 9080 2111 [email protected] PO Box 138, Kambalda WA, 6442

www.coolgardie.wa.gov.au

ATTACHMENT 11.4E

Page 357

Developing safe, engaging spaces.Our community tells us they need somewhere for their children to play. A place to meet and socialise where their children are safe and happy. But we need your help.

By 2026...we will experience a 62.6% increase in residents under

working age.

Right now...31% of our local kids are

identified as being ‘at risk’ in some way by the AED Census.

We need..more active spaces for our

kids under 14, who make up 24% of our community.

Creating a

Nature Splash Park

Timeframe2019/2020

Cost$1.5 million

PartnershipsState Govt.

Community/Private Non-profit

ATTACHMENT 11.4F

Page 358

Planning for asocial SJ.

• Increased social isolation of parents and caregivers.

• A lack of appropriate play spaces contributes to health and developmental issues amongst our children.

• Decreasing block sizes is contributing to a lack of space for children to be socially active.

Risks of delay

• Increased social interaction and support amongst parents and caregivers.

• Increased physical activity amongst our children.

• Improvement in social skills amongst our children.

Outcomes

• Contribute funds towards the construction of the nature splash park.

• Assist through fund raising efforts to raise funds towards the construction of the nature splash park.

How to help

This project is earmarked for creation within Bill Hicks Reserve in Byford Central. This delightful reserve features a shaded seating area, small playground and small pavilion regularly used by parents, community groups and for Mundijong Public Library activities.

The project scope includes:• Construction of a nature splash park featuring natural

elements such as rock, timber, and water, encouraging diverse, imaginative and creative play all year round.

• Construction of other play equipment in keeping with the nature theme and allowing for accessibility.

• Landscaping including provision for shade and seating.

• Construction of additional parking.

Project summaryPlay spaces that offer socialisation and the development of motor skills, alongside opportunities for physical activity are important in the development of the physical, social and emotional abilities of our children. • In 2015, 10.2% of our children were identified as being

vulnerable in the area of Physical indicators through the Australian Early Development Census (AEDC). This is higher than the WA average of 9.9%.

• 9.4% of our children were identified as being vulnerable in the area of Social indicators, which is higher than the WA average of 8.4 %.

• 11.4% of our children identified as being vulnerable in the area of Emotional indicators, which is higher than the WA average of 8.5%.

Situational analysis

ATTACHMENT 11.4F

Page 359

Open for business.By developing the West Mundijong Industrial Area and Cardup Business Park, we’ve opened SJ up to a range of industrial, commercial, and agricultural possibilities.But we need your help.

By 2050...Mundijong-Whitby will be home

to an extra 50,000 people.

Right now...this rail line sees around 45

train passes per day, including the Australind passenger train.

In the future...this line will support an

Intermodal Transport Hub connecting us to wider markets.

Realigning the

FreightRail Line

Timeframe2022/2023

Cost$60 million

PartnershipsMain Roads WA

Dept. of Transport

ATTACHMENT 11.4G

Page 360

Planning for anIntermodal SJ.

• Lack of supporting transport infrastructure for the planned Intermodal Transport Hub in the West Mundijong Industrial Area.

• Increased pressure in the Mundijong Whitby urban areas, due to increased traffic and stacking issues from increasing population and traffic movement in the area.

• Unnecessary infrastructure costs in the Mundijong Whitby Townsite to temporarily accommodate the freight rail reservation.

Risks of delay

• Increase in land values for the industrial zoned land.

• Reduction in the need for grade separation over the freight rail within the Mundijong Whitby urban precinct, a cost saving of in excess of $20 million for interim infrastructure requirements.

• Improved efficiencies of rail operations.

Outcomes

• For the State Government to acquire the land through the Metropolitan Regional Improvement Fund.

• For the Federal Government to support the Shire through a Federal grant fund program for regional growth and development.

How to help

We have planned and zoned two major areas for economic growth - the West Mundijong Industrial Area (440 hectares) and the Cardup Business Park (160 hectares). These areas will create around 12,500 jobs locally. Both precincts will house major large-scale industry operations.The South-West freight rail currently runs through the Mundijong-Whitby urban cell, splitting the town centre. This creates significant issues around planning, infrastructure development, transport and community amenity. The railway accommodates 40 to 45 train movements per day, and four daily movements of the Australind passenger train.State and local strategic plans recognise the need to realign the freight rail line to the West Mundijong Industrial Area, adjacent to the future Tonkin Highway reservation. This will provide better transport infrastructure connectivity, allow the development of an Intermodal Transport Hub and improve community safety.

Project summaryThe Perth and Peel @ 3.5 million – South Metro Peel Subregional Structure Plan identifies the realignment and steps are being taken to ensure the zoning under the Metropolitan Region Scheme.Under the Main Roads WA Railway Crossing Control in WA Policy and Guidelines, any proposal which directly increases the risk of an existing crossing, or any new crossing, will require grade separation. This creates the need to construct four grade separations within the Mundijong town centre to a standard which accommodates the opportunity for double stacking.A number of funding opportunities are available, which we are lobbying the State Government to provide. The preferred option is a combination of the Metropolitan Regional Improvement Fund to purchase the land for the freight rail reservation, while the design and construction is proposed to be funded through a Federal grant program for regional growth and development.

Situational analysis

ATTACHMENT 11.4G

Page 361

SHIRE OF ASHBURTON

MONTHLY FINANCIAL REPORT(Containing the Statement of Financial Activity)

For the period ending 31 August 2020

LOCAL GOVERNMENT ACT 1995

LOCAL GOVERNMENT (FINANCIAL MANAGEMENT) REGULATIONS 1996

TABLE OF CONTENTS

Statement of Financial Activity by Nature or Type 5

Basis of Preparation 6

Note 1 Statement of Financial Activity Information 7

Note 2 Cash and Financial Assets 8

Note 3 Receivables 9

Note 4 Other Current Assets 10

Note 5 Payables 11

Note 6 Rate Revenue 12

Note 7 Disposal of Assets 13

Note 8 Capital Acquisitions 14

Note 9 Borrowings 19

Note 10 Cash Reserves 21

Note 11 Other Current Liabilities 22

Note 14 Explanation of Material Variances 23

ATTACHMENT 12.1A

Page 362

MONTHLY FINANCIAL REPORT

FOR THE PERIOD ENDED 31 AUGUST 2020 SUMMARY INFORMATION ‐ GRAPHS

OPERATING REVENUE OPERATING EXPENSES

CAPITAL REVENUE CAPITAL EXPENSES

BORROWINGS RESERVES

This information is to be read in conjunction with the accompanying Financial Statements and Notes.

OPERATING ACTIVITIES

INVESTING ACTIVITIES

FINANCING ACTIVITIES

Rates93%

Operating Grants, Subsidies and Contributions1%

Fees and Charges6% Employee …

Materials and Contracts24%

Utility Charges4%

Other Expenditure15%

0

10

20

30

40

50

60

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

Amount $ ('000s)

Millions

Budget Operating Expenses ‐v‐YTD Actual

Budget 2020‐21 Actual 2020‐21 Actual 2019‐20

0

10

20

30

40

50

60

70

80

90


Amount $ ('000s)

Millions

Budget Operating Revenues ‐v‐ Actual Budget 2020‐21 Actual 2020‐21

Actual 2019‐20

0

5

10

15

20


Amount $ ('000s)

Millions

Budget Capital Revenue ‐v‐ Actual

Budget 2020‐21 Actual 2020‐21 Actual 2019‐20

0

10

20

30

40

50

60

70


Amount $ ('000s)

Millions

Budget Capital Expenses ‐v‐ ActualBudget 2020‐21 Actual 2020‐21Actual 2019‐20

$0 $4,000,000 $8,000,000 $12,000,000$16,000,000

Employee benefits reserve

Financial risk reserve

Future projects reserve

Housing reserve

Infrastructure reserve

Joint venture housing reserve

Onslow aerodrome reserve

Onslow community infrastructure reserve

Plant replacement reserve

Property development reserve

RTIO partnership reserve

Tom Price administration building reserve

Unspent grant and contribution reserves

Waste services reserve

COVID‐19 Relief & Stimulus

Opening Balance

Actual YTD Closing Balance

$0

$500,000

$1,000,000

1

Principal Repayments

Actual Budget

$0

$5,000,000

1

Principal Outstanding

Actual Budget

ATTACHMENT 12.1A

Page 363


FOR THE PERIOD ENDED 31 AUGUST 2020 EXECUTIVE SUMMARY

Funding surplus / (deficit) Components

Adopted

Budget

YTD

Budget

(a)

YTD

Actual

(b)

Var. $

(b)‐(a)

Opening $8.88 M $8.88 M $8.03 M ($0.85 M)Closing $0.00 M $38.70 M $47.29 M $8.58 M

Refer to Statement of Financial Activity

Cash and cash equivalents Payables Receivables$73.35 M % of total $1.68 M % Outstanding $2.65 M % Collected

Unrestricted Cash $18.66 M 25.4% Trade Payables $0.32 M Rates Receivable $29.77 M 26.7%

Restricted Cash $54.70 M 74.6% Over 30 Days 36.4% Trade Receivable $2.65 M

Over 90 Days 12.2% Over 30 Days 70.5%

Over 90 Days 61.2%

Refer to Note 2 ‐ Cash and Financial Assets Refer to Note 5 ‐ Payables Refer to Note 3 ‐ Receivables

Key Operating Activities

Adopted Budget

YTD

Budget

(a)

YTD

Actual

(b)

Var. $

(b)‐(a)

$13.64 M $37.87 M $40.31 M $2.45 MRefer to Statement of Financial Activity

Rates Revenue Operating Grants and Contributions Fees and ChargesYTD Actual $42.54 M % Variance YTD Actual $0.46 M % Variance YTD Actual $2.57 M % Variance

YTD Budget $42.14 M 0.9% YTD Budget $1.56 M (70.8%) YTD Budget $1.97 M 30.1%

Refer to Note 6 ‐ Rate Revenue Refer to Note 12 ‐ Operating Grants and Contributions Refer to Statement of Financial Activity

Key Investing Activities

Adopted Budget

YTD

Budget

(a)

YTD

Actual

(b)

Var. $

(b)‐(a)

($37.94 M) ($8.04 M) ($1.06 M) $6.99 MRefer to Statement of Financial Activity

Proceeds on sale Asset Acquisition Capital GrantsYTD Actual $0.00 M % YTD Actual $1.06 M % Spent YTD Actual $0.00 M % Received

Adopted Budget $0.60 M 0.0% Adopted Budget $63.00 M 1.7% Adopted Budget $24.46 M 0.0%

Refer to Note 7 ‐ Disposal of Assets Refer to Note 8 ‐ Capital Acquisition Refer to Note 8 ‐ Capital Acquisition

Key Financing Activities

Adopted Budget

YTD

Budget

(a)

YTD

Actual

(b)

Var. $

(b)‐(a)

$15.41 M $0.00 M ($0.00 M) ($0.00 M)Refer to Statement of Financial Activity

Borrowings ReservesPrincipal

repayments$0.00 M Reserves balance $55.34 M

Interest expense $0.00 M Interest earned $0.00 M

Principal due $3.05 M

Refer to Note 9 ‐ Borrowings Refer to Note 10 ‐ Cash Reserves

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

Amount attributable to investing activities

Amount attributable to financing activities

Amount attributable to operating activities

Funding surplus / (deficit)

ATTACHMENT 12.1A

Page 364

KEY TERMS AND DESCRIPTIONS

FOR THE PERIOD ENDED 31 AUGUST 2020 NATURE OR TYPE DESCRIPTIONS

REVENUE EXPENSES

RATES EMPLOYEE COSTS

All rates levied under the Local Government Act 1995. Includes All costs associate with the employment of person such as

general, differential, specified area rates, minimum rates, salaries, wages, allowances, benefits such as vehicle and housing,

interim rates, back rates, ex‐gratia rates, less discounts and superannuation, employment expenses, removal expenses,

concessions offered. Exclude administration fees, interest on relocation expenses, worker's compensation insurance, training

instalments, interest on arrears, service charges and costs, conferences, safety expenses, medical examinations,

sewerage rates. fringe benefit tax, etc.

OPERATING GRANTS, SUBSIDIES AND CONTRIBUTIONS MATERIALS AND CONTRACTS

Refers to all amounts received as grants, subsidies and All expenditures on materials, supplies and contracts not

contributions that are not non‐operating grants. classified under other headings. These include supply of goods

and materials, legal expenses, consultancy, maintenance

NON‐OPERATING GRANTS, SUBSIDIES AND CONTRIBUTIONS agreements, communication expenses, advertising expenses,

Amounts received specifically for the acquisition, construction membership, periodicals, publications, hire expenses, rental,

of new or the upgrading of identifiable non financial assets paid to a leases, postage and freight etc. Local governments may wish to

local government, irrespective of whether these amounts are disclose more detail such as contract services, consultancy,

received as capital grants, subsidies, contributions or donations. information technology, rental or lease expenditures.

REVENUE FROM CONTRACTS WITH CUSTOMERS UTILITIES (GAS, ELECTRICITY, WATER, ETC.)

Revenue from contracts with customers is recognised when the Expenditures made to the respective agencies for the provision

local government satisfies its performance obligations under the of power, gas or water. Exclude expenditures incurred for the

contract. reinstatement of roadwork on behalf of these agencies.

FEES AND CHARGES INSURANCE

Revenues (other than service charges) from the use of facilities All insurance other than worker's compensation and health

and charges made for local government services, sewerage benefit insurance included as a cost of employment.

rates, rentals, hire charges, fee for service, photocopying

charges, licences, sale of goods or information, fines, penalties LOSS ON ASSET DISPOSAL

and administration fees. Local governments may wish to disclose Shortfall between the value of assets received over the net book

more detail such as rubbish collection fees, rental of property, value for assets on their disposal.

fines and penalties, other fees and charges.

DEPRECIATION ON NON‐CURRENT ASSETS

SERVICE CHARGES Depreciation expense raised on all classes of assets.

Service charges imposed under Division 6 of Part 6 of the Local

Government Act 1995. Regulation 54 of the Local Government INTEREST EXPENSES

(Financial Management) Regulations 1996 identifies these as Interest and other costs of finance paid, including costs of

television and radio broadcasting, underground electricity and finance for loan debentures, overdraft accommodation and

neighbourhood surveillance services. Exclude rubbish removal refinancing expenses.

charges. Interest and other items of a similar nature received

from bank and investment accounts, interest on rate instalments, OTHER EXPENDITURE

interest on rate arrears and interest on debtors. Statutory fees, taxes, allowance for impairment of assets, member's

fees or State taxes. Donations and subsidies made to community

INTEREST EARNINGS groups.

Interest and other items of a similar nature received from bank

and investment accounts, interest on rate instalments, interest

on rate arrears and interest on debtors.

OTHER REVENUE / INCOME

Other revenue, which can not be classified under the above

headings, includes dividends, discounts, rebates etc.

PROFIT ON ASSET DISPOSAL

Excess of assets received over the net book value for assets on their

disposal.

ATTACHMENT 12.1A

Page 365

STATEMENT OF FINANCIAL ACTIVITY

FOR THE PERIOD ENDED 31 AUGUST 2020 BY NATURE OR TYPE

RefVar. $

(b)‐(a)

Var. %

(b)‐(a)/(a) Var.

Note

$ $ $ $ %

Opening funding surplus / (deficit) 1(c) 8,881,405 8,881,405 8,032,567 (848,838) (9.56%)

Revenue from operating activities

Rates 6 42,138,000 42,144,630 42,539,104 394,474 0.94%

Operating grants, subsidies and contributions 12 5,205,547 34,661 607,806 573,145 1653.57%

Fees and charges 6,363,755 1,973,508 2,566,766 593,258 30.06%

Service charges 180,300 30,038 0 (30,038) (100.00%)

Interest earnings 738,000 122,950 41,858 (81,092) (65.96%)

Other revenue 768,379 128,008 71,451 (56,557) (44.18%)

Profit on disposal of assets 7 29,000 4,832 0 (4,832) (100.00%)

55,422,981 44,438,627 45,826,985 1,388,358

Expenditure from operating activities

Employee costs (20,886,763) (3,121,209) (3,159,639) (38,430) (1.23%)

Materials and contracts (16,660,928) (2,777,174) (1,342,350) 1,434,824 51.66%

Utility charges (1,648,415) (274,718) (202,186) 72,532 26.40%

Depreciation on non‐current assets (12,020,137) (2,002,554) 0 2,002,554 100.00%

Interest expenses (105,600) 0 0 0 0.00%

Insurance expenses (1,257,405) (209,494) (17,677) 191,817 91.56%

Other expenditure (1,198,845) (186,413) (793,478) (607,065) (325.66%)

Loss on disposal of assets 7 (201,000) (33,486) 0 33,486 100.00%

(53,979,093) (8,605,048) (5,515,330) 3,089,718

Non‐cash amounts excluded from operating activities 1(a) 12,199,498 2,032,435 0 (2,032,435) (100.00%)

Amount attributable to operating activities 13,643,386 37,866,014 40,311,655 2,445,641

Investing activitiesProceeds from non‐operating grants, subsidies and

contributions 13 24,460,994 2,222,416 0 (2,222,416) (100.00%)

Proceeds from disposal of assets 7 600,000 0 0 0 0.00%Payments for property, plant and equipment and

infrastructure 8 (63,000,610) (10,266,334) (1,057,664) 9,208,670 89.70%

Amount attributable to investing activities (37,939,616) (8,043,918) (1,057,664) 6,986,254

Financing Activities

Transfer from reserves 10 17,744,313 0 0 0 0.00%

Repayment of debentures 9 (780,000) 0 0 0 0.00%

Transfer to reserves 10 (1,549,488) 0 (69) (69) 0.00%

Amount attributable to financing activities 15,414,825 0 (69) (69)

Closing funding surplus / (deficit) 1(c) 0 38,703,501 47,286,489 8,582,988

KEY INFORMATION

Indicates a variance between Year to Date (YTD) Actual and YTD Actual data as per the adopted materiality threshold.

Refer to Note 14 for an explanation of the reasons for the variance.

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

Adopted

Budget

YTD

Budget

(a)

YTD

Actual

(b)

ATTACHMENT 12.1A

Page 366


FOR THE PERIOD ENDED 31 AUGUST 2020 BASIS OF PREPARATION

BASIS OF PREPARATION SIGNIFICANT ACCOUNTING POLICES

REPORT PURPOSE CRITICAL ACCOUNTING ESTIMATES

This report is prepared to meet the requirements of Local The preparation of a financial report in conformity with

Government (Financial Management) Regulations 1996 , Australian Accounting Standards requires management to

Regulation 34 . Note: The statements and accompanying make judgements, estimates and assumptions that effect

notes are prepared based on all transactions recorded at the application of policies and reported amounts of assets

the time of preparation and may vary due to transactions and liabilities, income and expenses. The estimates and

being processed for the reporting period after the date of associated assumptions are based on historical experience

preparation. and various other factors that are believed to be

reasonable under the circumstances; the results of which

BASIS OF ACCOUNTING form the basis of making the judgements about carrying

This statement comprises a special purpose financial values of assets and liabilities that are not readily

report which has been prepared in accordance with apparent from other sources. Actual results may differ from

Australian Accounting Standards (as they apply to local these estimates.

governments and not‐for‐profit entities) and Interpretations

of the Australian Accounting Standards Board, and the Local THE LOCAL GOVERNMENT REPORTING ENTITY

Government Act 1995 and accompanying regulations. All funds through which the Shire controls resources to carry

on its functions have been included in the financial statements

The Local Government (Financial Management) Regulations forming part of this financial report.

1996 take precedence over Australian Accounting Standards. In the process of reporting on the local government as a single

Regulation 16 prohibits a local government from recognising unit, all transactions and balances between those funds (for

as assets Crown land that is a public thoroughfare, such as example, loans and transfers between funds) have been

land under roads, and land not owned by but under the eliminated.

control or management of the local government, unless it is a All monies held in the Trust Fund are excluded from the

golf course, showground, racecourse or recreational facility financial statements. A separate statement of those monies

of State or regional significance. Consequently, some assets,

including land under roads acquired on or after 1 July 2008,

have not been recognised in this financial report. This is not GOODS AND SERVICES TAX

in accordance with the requirements of AASB 1051 Land Revenues, expenses and assets are recognised net of the

Under Roads paragraph 15 and AASB 116 Property, Plant amount of GST, except where the amount of GST incurred is

and Equipment paragraph 7. not recoverable from the Australian Taxation Office (ATO).

Receivables and payables are stated inclusive of GST

Accounting policies which have been adopted in the receivable or payable. The net amount of GST recoverable

preparation of this financial report have been consistently from, or payable to, the ATO is included with receivables or

applied unless stated otherwise. Except for cash flow and payables in the statement of financial position. Cash flows

rate setting information, the report has been prepared on are presented on a gross basis. The GST components of cash

the accrual basis and is based on historical costs, modified, flows arising from investing or financing activities which

where applicable, by the measurement at fair value of are recoverable from, or payable to, the ATO are presented

selected non‐current assets, financial assets and liabilities. as operating cash flows.

PREPARATION TIMING AND REVIEW ROUNDING OFF FIGURES

All figures shown in this statement are rounded to the

Date prepared: All known transactions up to 05 October 2020 nearest dollar.

ATTACHMENT 12.1A

Page 367

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITYFOR THE PERIOD ENDED 31 AUGUST 2020 NOTE 1

STATEMENT OF FINANCIAL ACTIVITY INFORMATION

(a) Non-cash items excluded from operating activities

The following non-cash revenue and expenditure has been excluded from operating activities

within the Statement of Financial Activity in accordance with Financial Management Regulation 32.

Notes Adopted Budget

YTD

Budget

(a)

YTD

Actual

(b)

Non‐cash items excluded from operating activities

$ $ $

Adjustments to operating activities

Less: Profit on asset disposals 7 (29,000) (4,832) 0

Less: Movement in liabilities associated with restricted cash 7,361 1,227 0

Add: Loss on asset disposals 7 201,000 33,486 0

Add: Depreciation on assets 12,020,137 2,002,554 0

Total non‐cash items excluded from operating activities 12,199,498 2,032,435 0

(b) Adjustments to net current assets in the Statement of Financial Activity

The following current assets and liabilities have been excluded Last This Time Year

from the net current assets used in the Statement of Financial Year Last to

Activity in accordance with Financial Management Regulation Closing Year Date

32 to agree to the surplus/(deficit) after imposition of general rates. 30 June 2020 31 August 2019 31 August 2020

Adjustments to net current assets

Less: Reserves - restricted cash 10 (55,340,000) (48,395,622) (55,340,069)

Less: Land held for re-sale (580,496) (580,496) (578,277)

Add: Borrowings 9 780,000 780,000

Add: Provisions offset by Employee Benefits Reserve 1,102,685 1,087,432 1,102,685

Add: Contract Liabilities offset by Reserve Funds 9,054,794 0 9,054,794

Total adjustments to net current assets (44,983,017) (47,888,686) (44,980,867)

(c) Net current assets used in the Statement of Financial Activity

Current assets

Cash and cash equivalents 2 69,317,576 80,605,953 72,379,812

Rates receivables 3 (1,908,323) 9,982,400 29,770,733

Receivables 3 5,131,760 2,251,848 2,652,921

Other current assets 4 724,108 102,703 744,138

Less: Current liabilities

Payables 5 (8,890,131) (2,957,586) (1,675,972)

Borrowings 9 (780,000) (776,294) (780,000)

Contract liabilities 11 (9,054,794) 0 (9,054,794)

Provisions 11 (1,524,612) (1,536,357) (1,769,482)

Less: Total adjustments to net current assets 1(b) (44,983,017) (47,888,686) (44,980,867)

Closing funding surplus / (deficit) 8,032,567 39,783,981 47,286,489

CURRENT AND NON‐CURRENT CLASSIFICATION

In the determination of whether an asset or liability is current or non‐current, consideration is given to the time when each asset or liability is

expected to be settled. Unless otherwise stated assets or liabilities are classified as current if expected to be settled within the next 12 months,

being the Council's operational cycle.

ATTACHMENT 12.1A

Page 368

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY OPERATING ACTIVITIESFOR THE PERIOD ENDED 31 AUGUST 2020 NOTE 2

CASH AND FINANCIAL ASSETS

Total Interest Maturity

Description Classification Unrestricted Restricted Cash Trust Institution Rate Date

$ $ $ $

Cash on hand

WBC Cash and cash equivalents 13,712,853 0 13,712,853 Westpac 0.00% On‐call

Notice Saver/WBC Cash and cash equivalents 4,653,206 0 4,653,206 Westpac 0.90% Ongoing

CBA Cash and cash equivalents 17,257 0 17,257 CBA 0.00% On‐call

Cash on Hand Cash and cash equivalents 6,000 0 6,000

Notice Saver Cash and cash equivalents 0 21,500,000 21,500,000 Westpac 0.90% Ongoing

Term Deposits Cash and cash equivalents 0 7,000,000 7,000,000 Westpac 0.92% 27/04/2021

Term Deposits Cash and cash equivalents 0 13,000,000 13,000,000 CBA 0.64% 27/01/2021

Term Deposits Cash and cash equivalents 0 13,000,000 13,000,000 NAB 0.79% 27/07/2021

WATC Cash and cash equivalents 0 196,141 196,141 Western Austra 0.20% Ongoing

Trust Cash and cash equivalents 267,125 267,125 267,125 Westpac 0.50% Ongoing

Total 18,656,441 54,696,141 73,352,582 267,125

Comprising

Cash and cash equivalents 18,656,441 54,696,141 73,352,582 267,125

18,656,441 54,696,141 73,352,582 267,125

KEY INFORMATION

Cash and cash equivalents include cash on hand, cash at bank, deposits available on demand with banks and other short term highly liquid investments highly liquid investments

with original maturities of three months or less that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value and bank

overdrafts. Bank overdrafts are reported as short term borrowings in current liabilities in the statement of net current assets.

The local government classifies financial assets at amortised cost if both of the following criteria are met:

‐ the asset is held within a business model whose objective is to collect the contractual cashflows, and

‐ the contractual terms give rise to cash flows that are solely payments of principal and interest.

Financial assets at amortised cost held with registered financial institutions are listed in this note other financial assets at amortised cost are provided in Note 4 ‐ Other assets.

Unrestricted , 18,656,441

Restricted, 54,696,141

Trust, 267,125Cash and Cash Equivalents

ATTACHMENT 12.1A

Page 369


RECEIVABLES

Rates receivable 30 Jun 2020 31 Aug 2020 Receivables ‐ general Credit Current 30 Days 60 Days 90+ Days Total

$ $ $ $ $ $ $ $

Opening arrears previous years 1,280,876 (1,908,323) Receivables ‐ general (52,705) 652,767 89,897 100,210 1,248,332 2,038,501

Levied this year 0 42,539,104 Percentage (2.6%) 32% 4.4% 4.9% 61.2%

Less ‐ collections to date (3,189,199) (10,860,048) Balance per trial balance

Equals current outstanding (1,908,323) 29,770,733 Sundry receivable 249,737 140,376 332,588 1,118,778 2,038,501

GST receivable 413,929 253,805

Allowance for impairment of receivables (398,728) (750,000)

Accrued income 172,278 1,091,117

Other receivables [describe] 19,498 19,498

Net rates collectable (1,908,323) 29,770,733 Total receivables general outstanding 2,652,921

% Collected 249% 26.7% Amounts shown above include GST (where applicable)

KEY INFORMATION

Trade and other receivables include amounts due from ratepayers for unpaid rates and service charges and other amounts due from third parties for goods sold and services performed in the ordinary course of

business. Receivables expected to be collected within 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non‐current assets. Collectability of trade

and other receivables is reviewed on an ongoing basis. Debts that are known to be uncollectible are written off when identified. An allowance for impairment of receivables is raised when there is objective evidence that

they will not be collectible.

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000


Amount $('000s)

Rates Receivable 2019‐20

2020‐21

Credit‐1%

Current30%

30 Days4%

60 Days5%

90+ Days58%

Accounts Receivable (non‐rates)Credit

Current

30 Days

60 Days

90+ Days

S

ATTACH

MEN

T 12.1APage 370


OTHER CURRENT ASSETS

Opening Asset Asset Closing

Balance Increase Reduction Balance

Other current assets 1 July 2020 31 August 2020

$ $ $ $

Inventory

Fuel and materials 7,619 20,030 0 27,649

Tourist Bureau stock 138,212 0 0 138,212

Land held for resale

Cost of acquisition 578,277 0 0 578,277

Total other current assets 724,108 20,030 0 744,138

Inventory

Inventories are measured at the lower of cost and net realisable value.

Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of

completion and the estimated costs necessary to make the sale.

Land held for resale

Land held for development and resale is valued at the lower of cost and net realisable value. Cost includes the

cost of acquisition, development, borrowing costs and holding costs until completion of development.

Borrowing costs and holding charges incurred after development is completed are expensed.

Gains and losses are recognised in profit or loss at the time of signing an unconditional contract of sale if

significant risks and rewards, and effective control over the land, are passed onto the buyer at this point.

Land held for resale is classified as current except where it is held as non‐current based on the Council’s

intentions to release for sale.

KEY INFORMATION

ATTACHMENT 12.1A

Page 371


Payables

Payables ‐ general Credit Current 30 Days 60 Days 90+ Days Total

$ $ $ $ $ $

Payables ‐ general (269,021) 474,488 56,581 21,543 39,414 323,005

Percentage ‐83.3% 146.9% 17.5% 6.7% 12.2%

Balance per trial balance

Sundry creditors (269,021) 474,488 56,581 21,543 39,414 323,005

ATO liabilities 809,841 0 809,841

Accrued expenses 35,736 35,736

Accrued interest 0 14,844 14,844

Other payables 0 102,753 492,546

Total payables general outstanding 1,675,972

Amounts shown above include GST (where applicable)

Trade and other payables represent liabilities for goods and services provided to the Shire that are unpaid and arise when the Shire

becomes obliged to make future payments in respect of the purchase of these goods and services. The amounts are unsecured, are

recognised as a current liability and are normally paid within 30 days of recognition.

KEY INFORMATION

Credit‐31%

Current55%

30 Days7%

60 Days2%

90+ Days5%

Composition of PayablesCredit

Current

30 Days

60 Days

90+ Days

Sundry creditors19%

Accrued expenses

2%

Other payables30%

Composition of Payables

0 200,000 400,000 600,000 800,000 1,000,000

Sundry creditors

ATO liabilities

Accrued expenses

Accrued interest

Other payables

Payables

ATTACHMENT 12.1A

Page 372


RATE REVENUE

General rate revenue

Rate in Number of Rateable Rate Interim Back Total Rate Interim Back Total

$ (cents) Properties Value Revenue Rate Rate Revenue Revenue Rates Rates Revenue

RATE TYPE $ $ $ $ $ $ $ $

Gross rental value

GRV ‐ Residential / Community 0.102364 2,405 43,804,292 4,485,713 25,000 24,675 4,535,388 4,483,983 0 0 4,483,983

GRV ‐ Commercial / Industrial / Tourism 0.065926 120 12,843,544 846,724 20,000 0 866,724 846,724 0 0 846,724

GRV ‐ Transient Workers Accommodation 0.131845 22 19,315,355 3,169,601 50,000 0 3,219,601 2,546,633 0 0 2,546,633

Unimproved value

UV ‐ Mining / Industrial 0.369571 558 91,189,723 32,675,239 (100,000) 10,000 32,585,239 33,701,077 0 0 33,701,077

UV ‐ Pastoral 0.062196 33 10,733,359 667,572 0 0 667,572 667,572 0 0 667,572

Sub‐Total 3,138 177,886,273 41,844,849 (5,000) 34,675 41,874,524 42,245,989 0 0 42,245,989

Minimum payment Minimum $

Gross rental value

GRV ‐ Residential / Community 1,010 187 916,647 188,870 0 0 188,870 188,870 0 0 188,870

GRV ‐ Commercial / Industrial / Tourism 1,263 67 576,688 84,588 0 0 84,588 84,588 0 0 84,588

GRV ‐ Transient Workers Accommodation 1,263 2 45 2,525 0 0 2,525 2,525 0 0 2,525

Unimproved value

UV ‐ Mining / Industrial 1,263 420 562,143 564,338 0 0 564,338 530,250 0 0 530,250

UV ‐ Pastoral 1,263 8 66,605 10,100 0 0 10,100 10,100 0 0 10,100

Sub‐total 684 2,122,128 850,421 0 0 850,421 816,333 0 0 816,333

Concession (586,945) (523,218)

Total general rates 42,138,000 42,539,104

KEY INFORMATION

Prepaid rates are, until the taxable event for the rates has occurred, refundable at the request of the ratepayer. Rates received in advance give rise to a financial liability. On 1 July 2020

the prepaid rates were recognised as a financial asset and a related amount was recognised as a financial liability and no income was recognised. When the taxable event occurs

the financial liability is extinguished and income recognised for the prepaid rates that have not been refunded.

Budget YTD Actual

$0

$20,000,000

$40,000,000

GRV ‐ Residential /Community

GRV ‐ Commercial /Industrial / Tourism

GRV ‐ TransientWorkers

Accommodation

UV ‐ Mining / Industrial UV ‐ Pastoral

Rate Revenue

Budget YTD Actual

GRV ‐Residential / Community

11%GRV ‐

Commercial / Industrial / Tourism

2%

GRV ‐ Transient Workers

Accommodation6%

UV ‐Mining / Industrial

80%

UV ‐ Pastoral1%

Rates Ratio

ATTACH

MEN

T 12.1APage 373


DISPOSAL OF ASSETS

Asset Ref. Asset description

Net Book

Value Proceeds Profit (Loss)

Net Book

Value Proceeds Profit (Loss)

$ $ $ $ $ $ $ $

Buildings

Plant Replacement Programme 772,000 600,000 0 (172,000) 0 0 0 0

772,000 600,000 0 (172,000) 0 0 0 0

Budget YTD Actual

$0

$200,000

$400,000

$600,000

$800,000

Proceeds on Sale

Proceeds on sale

Budget Actual YTD

ATTACHMENT 12.1A

Page 374

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY INVESTING ACTIVITIESFOR THE PERIOD ENDED 31 AUGUST 2020 NOTE 8

CAPITAL ACQUISITIONS

Capital acquisitions Budget YTD Budget YTD Actual

YTD Actual

Variance

$ $ $ $

Land 0 10,000 301,632 291,632

Land Held For Resale ‐ Current 214,343 2,390 10,215 7,825

Buildings 24,264,695 2,438,887 382,612 (2,056,275)

Furniture & Equipment 1,487,000 83,300 0 (83,300)

Plant & Equipment 2,841,967 443,658 134,598 (309,060)

Infrastructure Assets ‐ Roads 7,422,828 2,016,393 (143,024) (2,159,417)

Infrastructure Assets ‐ Footpaths 2,264,412 459,250 17,756 (441,494)

Infrastructure Assets ‐ Drainage 750,000 79,968 7,418 (72,550)

Infrastructure Assets ‐ Airports 4,486,219 658,294 5,998 (652,296)

Infrastructure ‐ Parks & Recreation 5,180,601 722,734 162,688 (560,046)

Infrastructure ‐ Town 593,361 20,824 55,455 34,631

Infrastructure ‐ Waste 13,495,184 3,330,636 122,316 (3,208,320)

Payments for Capital Acquisitions 63,000,610 10,266,334 1,057,664 (9,208,670)

Total Capital Acquisitions 63,000,610 10,266,334 1,057,664 (9,208,670)

Capital Acquisitions Funded By:

$ $ $ $

Capital grants and contributions 24,460,994 2,222,416 0 (2,222,416)

Other (disposals & C/Fwd) 600,000 0 0 0

Cash backed reserves

Future projects reserve 887,820 0 0

Housing reserve 587,000 0 0

Infrastructure reserve 1,037,000 0 0

Joint venture housing reserve 100,000 0 0

Onslow aerodrome reserve 5,816,464 0 0

Plant replacement reserve 1,096,000 0 0

Property development reserve 14,343 0 0

RTIO partnership reserve 3,967,180 0 0

Tom Price administration building reserve 2,900,000 0 0

Unspent grant and contribution reserves 743,523 0 0

Waste services reserve 594,983 0 0

Contribution ‐ operations 20,195,303 8,043,918 1,057,664 (6,986,254)

Capital funding total 63,000,610 10,266,334 1,057,664 (9,208,670)

SIGNIFICANT ACCOUNTING POLICIES

All assets are initially recognised at cost. Cost is determined as the

fair value of the assets given as consideration plus costs incidental to

the acquisition. For assets acquired at no cost or for nominal

consideration, cost is determined as fair value at the date of

acquisition. The cost of non‐current assets constructed by the local

government includes the cost of all materials used in the construction,

direct labour on the project and an appropriate proportion of variable

and fixed overhead. Certain asset classes may be revalued on a regular

basis such that the carrying values are not materially different from

fair value. Assets carried at fair value are to be revalued with

sufficient regularity to ensure the carrying amount does not differ

materially from that determined using fair value at reporting date.

Adopted

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

1

Thousands

Capital Acquisitions

Adopted Budget YTD Budget YTD Actual

ATTACHMENT 12.1A

Page 375

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY INVESTING ACTIVITIESFOR THE PERIOD ENDED 31 AUGUST 2020 NOTE 8

CAPITAL ACQUISITIONS (CONTINUED)

Capital expenditure total

Level of completion indicators

0%

20%

40% Percentage Year to Date Actual to Annual Budget expenditure where the

60% expenditure over budget highlighted in red.

80%

100%

Over 100%

Level of completion indicator, please see table at the end of this note for further detail.

Account Description

Current

Budget

Year to

Date

Budget

Year to

Date Actual

Variance

(Under)/O

ver

Land

Asset New

140043 Land Purchase (Onslow) 0 10,000 301,632 291,632

Land Total 0 10,000 301,632 291,632

Buildings

Asset Renewal

040369 CAP ‐ Bldg Prog/Admin Onslow 70,000 0 275 275

041105 Capital Projects ‐ Minor Works (Budget Only A/C) 237,000 16,666 0 (16,666)

092268 CAP ‐ Bldg Prog/Senior Citizen Units 50,000 8,330 0 (8,330)

092269 Cap ‐ Bldg Prog Carinya Unts 50,000 8,330 228 (8,102)

097803 CAP ‐ Bldg Prog/Staff Housing‐ Refurbishments & Improv 1,129,220 188,128 1,200 (186,928)

110365 Asset Renewal Onslow MPC 17,014 0 11,153 11,153

113258 Karingal Roof Renewal 350,000 58,310 0 (58,310)

AB2005 Onslow Goods Shed Museum Asset Management (Comp 178,000 0 0 0

AB2006 Onslow ‐ Gym / Childcare Facilities Renewal 2,500,000 62,800 61,693 (1,108)

Asset New

050006 Tom Price ‐ Emergency Services Co‐located Facility 4,069,570 677,990 0 (677,990)

080301 Tom Price Child Care Project 6,750,000 1,124,550 39,190 (1,085,360)

092271 Projects to be Identified 45,276 0 0 0

097800 Asset New Housing Land & Buildings 0 0 254,244 254,244

113236 Paraburdoo Community Chubb 10,000 0 0 0

127380 Asset New Depots Land & Buildings 0 0 6,255 6,255

AB2009 Tom Price Staff Administration Building & Council Chamb 3,000,000 0 2,425 2,425

Asset Expansion/Upgrade

072355 Chicken Pen Upgrade 20,000 0 0 0

114631 Old Onslow Town Conservation 218,615 15,555 0 (15,555)

134257 Onslow Ocean View Caravan Upgrade 3,000,000 0 0 0

134260 Onslow Sun Chalets ‐ Upgrade 1,000,000 16,666 2,087 (14,579)

AB2013 Tom Price ‐ Tennis Club Refurbishment of Playing Surface 1,570,000 261,562 3,863 (257,700)

Buildings Total 24,264,695 2,438,887 382,612 (2,056,275)

Furniture & Equipment

Adopted

ATTACHMENT 12.1A

Page 376

Asset Renewal

040466 Asset Renewal Information Technology FURNITURE & EQ 300,000 49,980 0 (49,980)

Asset New

042465 Communication Equipment (Including Switches) 200,000 33,320 0 (33,320)


042466 ICT CCTV & Security Lighting Program for Townsites 987,000 0 0 0

Furniture & Equipment Total 1,487,000 83,300 0 (83,300)

Plant & Equipment

Asset Renewal

051685 Plant & Equipment Fire Prevention 35,000 5,832 0 (5,832)

124086 Plant and Equipment Various‐Airport Capital GEN 150,000 24,990 20 (24,970)

AE2004 Plant Replacement Program LTFP 1,696,000 282,554 118,924 (163,630)

Asset New

071274 Plant & Equipment Capital Expenditure 24,284 0 0 0

120018 Asset New Onslow Airport PLANT & EQUIPMENT 469,683 75,804 8,322 (67,482)

124960 Asset New‐ Plant & Equipment CAP ExP 165,000 27,488 0 (27,488)

124967 Emergency Water Tanks (Infrastructure) 40,000 6,664 0 (6,664)

AR2001 Shire Cyclone Warning Signs ‐ Install New 42,000 6,998 7,331 333


124959 Plant & Equipment (Enhancements & Expansion) 80,000 13,328 0 (13,328)

AP2001 Paraburdoo Score Board 140,000 0 0 0

Plant & Equipment Total 2,841,967 443,658 134,598 (309,060)

Infrastructure ‐ Waste

Asset New

#DIV/0! 100082 Pilbara Regional Waste Management Facility (Onslow) ‐P 0 0 428 428

100083 Pilbara Regional Waste Management Facility (Onslow) ‐ C 13,000,000 3,248,136 25,037 (3,223,099)

100087 Tom Price ‐ Community Drop Off Area at Waste Facility S 135,000 22,492 0 (22,492)

AW2003 Paraburdoo ‐ Waste Operations Building Install New 180,092 30,004 48,426 18,422

AW2004 Tom Price ‐ Waste Operations Building ‐ Install New 180,092 30,004 48,426 18,422

Infrastructure ‐ Waste Total 13,495,184 3,330,636 122,316 (3,208,320)

Infrastructure ‐ Parks & Recreation

Asset Renewal

113028 Anzac Memorial Site (Seawall Construction/Renewal) 500,000 0 0 0

113308 Asset Renewal (Infrastructure) Parks & Recreation Tom P 230,000 38,318 136,088 97,770

AP2006 Foreshore Protection ‐ Upgrade Sand & Groyne Plus Seaw 400,000 0 0 0

AP2013 Tom Price‐ Diamond Club Softball ‐ Renewal of Oval Light 320,000 80,000 26,600 (53,400)

AP2020 Tom Price Diamond Kitchen Refurb 17,211 2,868 0 (2,868)

Asset New

112735 Asset New Swimming Pool 50,000 0 0 0

112746 Asset New Parks Infrastruct Parks 950,000 158,270 0 (158,270)

AP2014 Tom Price‐ Diamond Club Softball ‐ Storage Facility Instal 52,789 0 0 0

AP2016 Tom Price‐ Minna Oval New Shed & Bollards Installation 50,000 0 0 0

AP2017 Tom Price ‐ Minna Oval New Lighting 370,000 61,642 0 (61,642)


112749 Asset Expansion Parks Infrastruct Parks 210,000 52,500 0 (52,500)

AP2007 Onslow Marina Upgrade 1,500,000 249,900 0 (249,900)

AP2009 Paraburdoo New Softball Field/Soccer & Rugby Pitches ‐ 215,601 35,920 0 (35,920)

AP2012 Tom Price Clem Thompson Oval ‐ BBQ Facilities & Playgro 55,000 0 0 0

AP2015 Tom Price‐ Diamond Club Softball ‐ Upgrade of Playgroun 10,000 1,666 0 (1,666)

AP2018 Tom Price‐ Skate Park New Shade Structure Installation 250,000 41,650 0 (41,650)

Infrastructure ‐ Parks & Recreation Total 5,180,601 722,734 162,688 (560,046)

ATTACHMENT 12.1A

Page 377

Infrastructure Assets ‐ Airports

Asset Renewal

120055 Runway/pavement line marking 20,000 0 0 0

120058 Renewal Works/Airport Capital GEN 2,020,613 287,488 0 (287,488)

AA2002 Onslow Airport Runway Enrichment Seal 200,000 50,000 0 (50,000)

Asset New

AA2003 Onslow Airport Taxiway Renewal for Bravo & Charlie 1,488,306 247,952 0 (247,952)


120016 Asset Expansion/Upgrade Onslow Airport INFRASTRUCTU 370,000 8,330 0 (8,330)

AA2001 Onslow Aiport General Aviation Development‐ Fencing, W 387,300 64,524 5,998 (58,526)

Infrastructure Assets ‐ Airports Total 4,486,219 658,294 5,998 (652,296)

Infrastructure Assets ‐ Roads

Asset Renewal

124460 Works Prog/Road Construct 408,000 102,000 0 (102,000)

124461 Asset Renewal Roads INFRASTRUCTURE ASSETS ‐ ROADS 759,310 126,502 0 (126,502)

124462 Rural Unsealed Road 20/21 Program 3,505,500 0 9,853 9,853

124463 Urban Roads Renewal ‐ 2020/21 (2nd Yr LTFP) 1,134,000 1,005,325 13,593 (991,732)

124471 Cattle Grids Renewal (Various) 138,000 34,500 0 (34,500)

AR2006 Rural Unsealed Road 19/20 Program 607,622 607,622 184,340 (423,282)

AR2007 Safety Barriers Renewals ‐ Shire Wide 53,000 8,830 0 (8,830)

AR2008 Significant Road Signs ‐ Renewals 15,000 0 0 0

AR2010 Rural Sealed Roads(2019) 520,000 86,632 0 (86,632)

AR2011 General Signage Renewal (Shire Wide) 12,396 0 1,800 1,800

Asset New

124441 Asset New Roads Infrastruct Roads 0 0 0 0

134855 Asset New‐ Tourism & Area Promotion‐ Eastern Sector 0 0 0 0

135010 Signage (Roads) ‐ Onslow 65,000 10,828 0 (10,828)

AR2012 Tom Price ‐ Central Rd Speed "Bumps" Construction 70,000 11,662 31,334 19,672


124450 Asset Expansion Roads Infrstruct Roads 135,000 22,492 (383,944) (406,436)

Infrastructure Assets ‐ Roads Total 7,422,828 2,016,393 (143,024) (2,159,417)

Infrastructure Assets ‐ Drainage

Asset Renewal

124470 Works Prog/Drainage Renewals 500,000 38,318 2,435 (35,883)

AD2001 Irrigation 19/20 Renewal Program (Shire Wide) 250,000 41,650 2,370 (39,280)

AD2003 Waterway Structures ‐ Minor 0 0 2,613 2,613

Infrastructure Assets ‐ Drainage Total 750,000 79,968 7,418 (72,550)

Infrastructure Assets ‐ Footpaths

Asset Renewal

AR2005 Kerb & Gutter Renewal Program 19/20 427,412 0 17,756 17,756

Asset New

124531 Footpath Program New (Tom Price) 20/21 1,837,000 459,250 0 (459,250)

Infrastructure Assets ‐ Footpaths Total 2,264,412 459,250 17,756 (441,494)

Infrastructure ‐ Town

Asset New

130107 Asset New Town Infrastructure 125,000 20,824 55,455 34,631


134854 Asset Expansion/Upgrade Tourism & Area Promotion Eas 468,361 0 0 0

Infrastructure ‐ Town Total 593,361 20,824 55,455 34,631

ATTACHMENT 12.1A

Page 378

Land Held For Resale ‐ Current

Asset New

140054 Subdivision Surveying & Plans 14,343 2,390 8,560 6,170

147318 Onslow Mixed Business Development ‐ Services Installati 200,000 0 1,655 1,655

Land Held For Resale ‐ Current Total 214,343 2,390 10,215 7,825

Grand Total 63,000,610 10,266,334 1,057,663 (9,208,671)

ATTACHMENT 12.1A

Page 379

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY FINANCING ACTIVITIES

FOR THE PERIOD ENDED 31 AUGUST 2020 NOTE 9

BORROWINGS

Repayments - borrowings

Interest

Information on borrowings Principal Repayments

Particulars Loan No. 1 July 2020 Actual Budget Actual Budget Actual Budget Actual Budget

$ $ $ $ $ $ $ $ $

Governance

Onslow Administration Building Housing 124 644,752 0 0 0 44,600 644,752 600,152 0 21,000

Housing

Straff Housing Plan 117 227,608 0 0 0 71,800 227,608 155,808 0 11,400

New Staff Housing Plan 121 321,162 0 0 0 321,200 321,162 ‐38 0 14,500

Community amenities

Onslow Transfer Station 122 1,722,023 0 0 0 323,700 1,722,023 1,398,323 0 50,600

Transport

Onslow Aerodrome Upgrage 119 131,559 0 0 0 18,700 131,559 112,859 0 8,100

Principal Principal

New Loans Repayments Outstanding

ATTACH

MEN

T 12.1APage 380

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY FINANCING ACTIVITIES


BORROWINGS

Repayments - borrowings

Interest

Information on borrowings Principal Repayments

Particulars Loan No. 1 July 2020 Actual Budget Actual Budget Actual Budget Actual Budget

$ $ $ $ $ $ $ $ $

Principal Principal

New Loans Repayments Outstanding

Total 3,047,104 0 0 0 780,000 3,047,104 2,267,104 0 105,600

Current borrowings 780,000 0

Non‐current borrowings 2,267,104 3,047,104

3,047,104 3,047,104

All debenture repayments were financed by general purpose revenue.

KEY INFORMATION

included as part of the carrying amount of the loans and borrowings.

All loans and borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction costs. After initial recognition, interest‐bearing

loans and borrowings are subsequently measured at amortised cost using the effective interest method. Fees paid on the establishment of loan facilities that are yield related are

ATTACH

MEN

T 12.1APage 381

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY OPERATING ACTIVITIES


CASH RESERVES

Cash backed reserve

Reserve name

Opening

Balance

Budget Interest

Earned

Actual Interest

Earned

Budget Transfers

In

(+)

Actual Transfers

In

(+)

Budget Transfers

Out

(‐)

Actual Transfers

Out

(‐)

Budget Closing

Balance

Actual YTD

Closing Balance

$ $ $ $ $ $ $ $ $

Employee benefits reserve 1,102,685 7,361 0 0 0 0 0 1,110,046 1,102,685

Financial risk reserve 6,620,874 44,198 0 0 0 0 0 6,665,072 6,620,874

Future projects reserve 4,006,987 23,037 0 0 0 (887,820) 0 3,142,204 4,006,987

Housing reserve 1,892,375 14,592 0 0 0 (587,000) 0 1,319,967 1,892,375

Infrastructure reserve 3,023,544 26,983 0 0 0 (1,037,000) 0 2,013,527 3,023,544

Joint venture housing reserve 103,119 1,022 0 0 0 (100,000) 0 4,141 103,119

Onslow aerodrome reserve 14,680,053 117,412 0 0 0 (5,816,464) 0 8,981,001 14,680,053

Onslow community infrastructure reserve 197,313 1,317 0 0 0 0 0 198,630 197,313

Plant replacement reserve 1,952,347 15,957 0 780,000 0 (1,096,000) 0 1,652,304 1,952,347

Property development reserve 3,942,038 34,197 0 347,000 0 (14,343) 0 4,308,892 3,942,038

RTIO partnership reserve 6,920,317 59,439 0 0 0 (3,967,180) 0 3,012,576 6,920,317

Tom Price administration building reserve 6,101,325 50,409 0 0 0 (2,900,000) 0 3,251,734 6,101,325

Unspent grant and contribution reserves 1,487,777 0 69 2,487 0 (743,523) 0 746,741 1,487,846

Waste services reserve 3,059,246 22,408 0 0 0 (594,983) 0 2,486,671 3,059,246

COVID‐19 Relief & Stimulus 250,000 1,669 0 0 0 0 0 251,669 250,000

55,340,000 420,001 69 1,129,487 0 (17,744,313) 0 39,145,175 55,340,069

ATTACH

MEN

T 12.1APage 382


OTHER CURRENT LIABILITIES

Opening Liability Liability Closing

Balance Increase Reduction Balance

Other current liabilities Note 1 July 2020 31 August 2020

$ $ $ $

Contract liabilities

12 9,054,794 0 0 9,054,794

Total unspent grants, contributions and reimbursements 9,054,794 0 0 9,054,794

Provisions

Annual leave 949,948 111,101 0 1,061,049

Long service leave 574,664 133,769 0 708,433

Total Provisions 1,524,612 244,870 0 1,769,482

Total other current assets 10,579,406 244,870 0 10,824,276

Amounts shown above include GST (where applicable)

A breakdown of contract liabilities and associated movements is provided on the following pages at Note 12

KEY INFORMATION

Provisions

Provisions are recognised when the Shire has a present legal or constructive obligation, as a result of past events, for which it is

probable that an outflow of economic benefits will result and that outflow can be reliably measured.

Provisions are measured using the best estimate of the amounts required to settle the obligation at the end of the reporting period.

Employee benefits

Short‐term employee benefits

Provision is made for the Shire’s obligations for short‐term employee benefits. Short‐term employee benefits are benefits (other than

termination benefits) that are expected to be settled wholly before 12 months after the end of the annual reporting period in which

the employees render the related service, including wages, salaries and sick leave. Short‐term employee benefits are measured at the

(undiscounted) amounts expected to be paid when the obligation is settled.

The Shire’s obligations for short‐term employee benefits such as wages, salaries and sick leave are recognised as a part of current trade

and other payables in the calculation of net current assets.

Other long‐term employee benefits

The Shire’s obligations for employees’ annual leave and long service leave entitlements are recognised as provisions in the statement

of financial position.

Long‐term employee benefits are measured at the present value of the expected future payments to be made to employees. Expected

future payments incorporate anticipated future wage and salary levels, durations of service and employee departures and are

discounted at rates determined by reference to market yields at the end of the reporting period on government bonds that have

maturity dates that approximate the terms of the obligations. Any remeasurements for changes in assumptions of obligations for other

long‐term employee benefits are recognised in profit or loss in the periods in which the changes occur. The Shire’s obligations for

long‐term employee benefits are presented as non‐current provisions in its statement of financial position, except where the Shire does

not have an unconditional right to defer settlement for at least 12 months after the end of the reporting period, in which case the

obligations are presented as current provisions.

Contract liabilities

An entity’s obligation to transfer goods or services to a customer for which the entity has received consideration (or the amount

is due) from the customer. Grants to acquire or construct recognisable non‐financial assets to identified specifications be constructed

to be controlled by the Shire are recognised as a liability until such time as the Shire satisfies its obligations under the agreement.

‐ operating

Unspent grants, contributions and reimbursements

ATTACHMENT 12.1A

Page 383

NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY NOTE 14FOR THE PERIOD ENDED 31 AUGUST 2020 EXPLANATION OF MATERIAL VARIANCES

The material variance thresholds are adopted annually by Council as an indicator of whether the actual expenditure or

The material variance adopted by Council for the 2020‐21 year is $40,000 or 10.00% whichever is the greater.

Reporting Program Var. $ Var. % Timing/ Permanent Explanation of Variance

$ %

Revenue from operating activities

Health 130,238 260.59% Various Fees Revenue received earlier than budgeted

& adjustment of Budget Profiles required.

Education and welfare (408,245) (95.72%) Timing of RTIO Contributions towards Tom Price Child

Care.

Housing (71,966) (90.05%) Timing variance due to Admin Allocations that will not

be charged until the completion of the 2019‐20 year‐

end Audit.

Recreation and culture (55,910) (21.88%) Fees and Charges collection for Swimming Pools &

Recreational Facilities ‐ Seasonal & COVID‐19.

Transport (416,631) (64.91%) Timing of roads funding & various Airport Fees &

Charges.

Economic services 184,278 79.61% Budget Profile adjustment required for Swimming Pool

Levies in July 2020, as well as Ocean View Caravan

Park.

Expenditure from operating activities

Governance (893,757) (74.56%) Budget Profile adjustment & Chart of Account

Maintenance required following, Organisation re‐

structuring e.g. Salaries Accounts & Admin‐Allocations.

Law, order and public safety 186,422 71.51% Budget Profile and timing of expenditure.

Education and welfare 44,709 95.74% Timing variance due to Admin Allocations and

Depreciation that will not be charged until the

completion of the 2019‐20 year‐end Audit.

Housing 164,077 70.45% Timing variance due to Admin Allocations and

Depreciation that will not be charged until the

completion of the 2019‐20 year‐end Audit.

Community amenities 493,483 33.60% On‐going Chart of Accounts changes to impact Admin‐

Allocations & Salaries (to be reviewed at FACR) and

Depreciation will not be charged until the completion

of the 2019‐20 year‐end and audit.

Recreation and culture 944,709 45.52% Timing of activities funded by RTIO & Chevron; and

Depreciation will not be charged until the completion


Transport 1,977,997 75.89% Timing of the Rural Road Maintenance & DFES Flood

Damage Works as well as some activities at Onslow

Airport e.g. Passenger Screening. Depreciation will not

be charged until the completion of the 2019‐20 year‐

end and audit.

Economic services 124,720 26.87% Depreciation will not be charged until the completion


Other property and services 307,484 77.54% Timing and budget profiles (Depreciation, Allocations

etc.)

Investing activities

Proceeds from non‐operating grants, subsidies and

contributions

(2,222,416) (100.00%) Timing of various Grants & Contributions.

Payments for property, plant and equipment and

infrastructure

9,208,670 89.70% Timing of overall Capital Expenditure. See CapEx

Tracker for details.

revenue varies from the year to date Actual materially.

ATTACHMENT 12.1A

Page 384

SHIRE OF ASHBURTON Project Progress

Ceased / removed from budget - 5.00

2020/21 CAPITAL EXPENDITURE PROGRAM Complete - 4.00

On Track - 3.00

for the period ending 30/09/2020 Off Track - 2.00

In Trouble - 1.00

Project TitleCurrent

Budget

YTD

Actual

PO

Balance

YTD

Actual

PLUS PO

Code

Asset

Handover

Y/N

Comments

Mixed Business Dev. Services Installation - New 200,000 1,655 8,093 9,748Lot 9500 McAullay open for Expression of Interest. No interest received to date, therefore Project on hold. Money is not

drawn from reserve. Move to airport for 20/21.

Onslow Airport - Cyclone Proofing Doors - Upgrade 50,000 0 5,655 5,655Contract Awarded

Estimated time of Completion - end of October

Onslow Airport - Emergency Access Road Sealed next to Rotary Wing Hangar -

Renewal35,000 0 0 0 On hold. Pendng further investigation.

Onslow Airport - General Aviation Development - Upgrade 387,300 6,538 16,811 23,350

Master Site Survey Plan Completed

RFQ for connection of water, electricity and Fire Suppression system ready for release

Drafting RFQ for 520m of fencing & gates

Drafting RFQ for airside access (gravel TWY) from hangars to TWY

Onslow Airport - Kiosk Fit Out - New 14,683 8,197 1,194 9,390 Completed.

Onslow Airport - Material Handling and Lifting Equipment - New 150,000 88,720 9,900 98,620 Completed.

Onslow Airport - Runway Enrichment Seal - Renewal 200,000 4,625 0 4,625

Works to be incorporated into RFT - Airside Civil Works Package

Scopes/specification drafted currently been reviewed and compiled into one RFT document

Release RFT 22 Oct. Contract award December Council Meeting.

Onslow Airport - Scour Protection & Remediation Works - Renewal 1,725,613 8,375 3,160 11,535

'Works to be incorporated into RFT - Airside Civil Works Package


Release RFT 22 Oct. Award December Council Meeting.

Onslow Airport- Screening Equipment - New 455,000 277 386,470 386,747Procurement Process Completed

Transit Period / Lead Time for delivery - Approx 6-8weeks

Onslow Airport - Solar Farm 150KW - Expansion 320,000 0 151,196 151,196Installation Complete

Energising begginning of Oct.

Onslow Airport - Taxiway Delta Reseal - Renewal 260,000 0 0 0



Release RFT 22 Oct Award December Council Meeting.

Onslow Airport - Taxiway Renewal for Bravo & Charlie 1,488,306 0 15,909 15,909



Release RFT 122 Oct . Award December Council Meeting.

Onslow Airport- Runway Line Marking - Renewal 20,000 0 0 0



Release RFT 22 Oct . Award December Council Meeting.

Onslow Heritage Conservation 202,000 0 0 0 Purchase of shell collection currently being investigated.

TOTAL OFFICE OF CEO 5,507,902 118,386 598,388 716,773

Pannawonica - Projects to be Identified (Not fixed infrastructure) 45,276 0 0 0

$10K (BMX Track) - Not yet Paid

$25K community gardens - 10K paid YTD.

25.09.20 Meeting booked with Cr Mel and JW to discuss funds assigned to Panna. KD requested business cases to be

submitted.

TOTAL COMMUNITY DEVELOPMENT COSTS 45,276 0 0 0 Sale of Land - 32 Second Ave, Onslow - now completed.

ICT CCTV and Security Lighting Program for Town sites - Renewal 0 0 0 0 Funding application unsuccessful. Potential for project to proceed in 2020/21 under regulation no.54 (service charge).

ICT Hardware - Renewal (Servers & Migration Project Services) - Renewal 300,000 0 0 0

Having a conversation with Fourier as to quantity and capabilities of new server hardware. Migration of Shire data to Perth

servers is currently underway and will continue for some time. Have the information necessary to proceed to RFQ. Need

to clarify possible separation of hardware and services. RFQ by end of August. Submitted to WALGA equotes. Closing

date Sept. 18. RFQ has closed and evaluation has been done. RFQ to be awarded 02/10/2020

ICT Hardware - New (Communication Equipment) - New 200,000 0 0 0

Have gone to possible suppliers to determine what speed of connections is possible at the various sites. Also looking at

what model of communication hardware would be best suited to our needs, and whether to buy or lease said equipment.

Have settled on preferred make of switches. Confirming numbers and sizes of switches and then we will be ready to put

together RFQ. RFQ to be completed the first week of September. Pushed back the RFQ release for a few weeks as we

are exploring a couple of options that have come up which may save us money. RFQ to be completed the week of Sept 21-

25. RFQ released 30/09/2020 with a closing date of 16/10/2020.

Old Onslow Conservation & Tourism Activation - Upgrade 218,615 0 0 0

This is a continuation from 18/19 with Project Implementation Plan 2 (Cemetery Conservation Works progressing). BTAC

required to consent to regulation 10 permit to undertake works. Delay due to administrator being appointed. BTAC in

support of Reg10, just need formal correspondence from BTAC. BTAC to hold 2017/18 and 2018/19 AGM and appoint a

relevant Officer prior to providing requested letter of support. Timeframe unknown. JTSI advised of current position. 2/9/20

Manager Land / Assets following up.

Land Purchase (Onslow) GEN 1,000,000 301,632 0 301,6321/3 complete. Meeting with remaining Proprietor on 22 September has completed - report prepared seeking approval from

Council to purchase (October 2020 OMC).

Records Management System 247,500 0 0 0

Tom Price - Residential Land Development Subdivision and Survey - New 14,343 8,560 7,253 15,813

Conditional subdivision approval received from WAPC. Council consideration of Lots 400 and 46 requested at October'19

OCM. Further one lot subdivision progressing with Veris appointed to survey and lodge application. TPCCC & DFES. Veris

to survey and peg both site in coming weeks. Awaiting quote to prepare DP for New Titles for DFES site prior to lodging for

New Titles for TPCCC & DFES & Balance Lot.

TOTAL CORPORATE SERVICES COSTS 1,980,458 310,192 7,253 317,445

Aged Care Units (Carinya and Seniors) - Upgrade 100,000 228 98,930 99,158

3 Carport to be installed. Currently sourcing designs and quotes, One quote received over $50K formal RFQ being

prepared for Tender link. 30/06/2020 project awarded to Munro Contracting, works to commence Sept 2020. 16/09/2020

Waiting on BA approval from City of Karratha.

Onslow - MPC - Water Tank Installation - Renewal 17,014 11,153 188 11,341 Completed.

Onslow - Admin Building - Balustrade and Hand Rail - New 70,000 2,208 4,733 6,941

Redesign is underway with Architect, final location for balustrade to be confirmed with Shire President. 30/06/2020 seeking

advice from Building Surveyor on final design. 05/08/2020 Building Surveyor approved concept design with no compliance

issues. Final design by architect being completed to form RQF documents. RFQ due for release Sept 2020. 30.09.20

waiting on structural engineering detailed drawings 07/10/2020 RFT scheduled for release 19/10/2020

Onslow - Goods Shed Building Structure for Compliance - Renewal 178,000 0 0 0Structural engineer report received, scope of works to be developed to address report. 26/08/2020 RFQ to be completed by

Dec 2020

Onslow - Gym / Childcare Facilities - Renewal 2,500,000 63,380 34,488 97,868

PIP approved by Onslow Social Infrastructure Working Group. Tender to be released end of Aug for construction.

22/08/2020 Tender released, closes 15/09/2020. 02/09/2020 Tender closing date extended by 5 days 22/09/2020

30.09.20 Tender submissions closed, one submission has referenced employee CEO to decide panel for assessment.

07/10/2020 RFT has been formally assessed my panel, probity review has commenced, panel consences meeting

scheduled for 08/10/2020, agenda report with panel recommendation to Oct OCM 2020.

Onslow - Marina Design and Planning - Upgrade 1,500,000 0 0 0

1st & 2nd Qtr. is about Planning. This Project is in collaboration with the Ministry of Transport, lease has been issued

Council has endorsed lease. DOT to provide Draft D&C Tender. 30/06/2020 Sediment testing completed 26/06/2020, report

to follow from DOT. 29/07/2020 DOT has prepared tender for the detailed design. 05/08/2020 Presentation to community

10/08/2020. 12/08/2020 Presentation completed to community, no questions raised, still waiting on sediment sampling

information, to form the dredge management plan. 26/08/2020 Funding application for Recreational Boating Facilities

Scheme being compiled for submission 01/09/2020. 02/09/2020 DoT advised RFT out, closes 22/09/2020. 02/09/2020

Funding Application submitted. 16/09/2020 Director of Development Services to meet with DoT 25/09/2020.

30.09.20 Tender closed for design, currently working on assessment with DOT two submissions recieved concensus

meeting booked for Friday 2/10/20. 07/10/2020 Consensus meeting completed with DoT recommendation report completed

and signed for DoT approval.

Onslow - Ocean View Caravan Park - Upgrade 3,000,000 2,700 83,907 86,607

Engagement with park managers for stage 2 design. • Concept Drawings received 20/07/2020

• Project working group feedback on concept drawings due – 14/08/2020

• Architect to update concept plans as per Project Working Group feedback – 21/08/2020

• Present Concept to Council at September Council Meeting. 16/09/2020 Architect has been engaged to

reference design documentation for DA variation and future Tender documents. MDC Global engaged for Services design

documentation. 30.09.20 Tender split into two specs - headworks & transportable/amenities now separated and will now go

to RFT separately.Transportable RFT due for release 07.10.20, headworks due for released after council for budget

allocations consideration.

Onslow - Public Sculptures - New 125,000 56,155 55,455 111,610Exemption to be sort from CEO for paparazzi dogs sculpture. 05/08/2020 Exemption received from CEO to proceed for

purchase. Supplier to provide Shire install docs before PO is raised and issued. 26/08/2020 Delivery eta Jan 2021.

Onslow - Sun Chalets - Upgrade 1,000,000 2,087 19,816 21,903

Architect engaged for concept design. Concept designs received for review. Look at façade elevation. 26/08/2020

Presentation of Concept Design at Sept OCM. 16/09/2020 MDC Global engaged for Services Investigation documentation -

onsite 05/10/2020. 07/10/2020 Site inspection completed, confirmed electrical services will need to be upgraded as there is

only 100amps at present. Application to be made to Horizon Power for upgrade and costing. Application to be made to

Water Corp for sewer connection and costing to form master plan budget.

Paraburdoo - Chick Pen - Upgrade 20,000 0 0 0

17/08/2020 Quotes are being sought and alternative design considered due to exorbitant prices 21/08/2020 meeting with

builder to discuss plans and quote. 27/08/2020 - CEO has queried high cost of estimate. 01/09/2020 Met with builder to

discuss design, quote to follow in coming days. Meeting another builder onsite 02/09/2020 to discuss and obtain quote.

30.09.20 Paraburdoo Chicken pen budget allocation can be reallocated due to costings.

ATTACHMENT 12.1B

Page 385




On Track - 3.00


In Trouble - 1.00


Budget

YTD

Actual

PO

Balance

YTD

Actual

PLUS PO

Code

Asset

Handover

Y/N

Comments

Paraburdoo - CHUB Electronic Scoreboard and Oval Fencing - Upgrade 140,000 0 0 0

Oval end users been consulted in regards to oval fencing. Saints Football Club to advise SOA scoreboard requirements.

Mike to take fence costing and installation. 05/08/2020 - Information received from Saints FC quotes currently being

sourced for scoreboard and fencing. 18/08/2020 - RFQ closes 20/08/2020 for scoreboard. Fencing RFQ sitting with

Procurement and survey going out for community consultation. 26/08/2020 - 1 quote received at $99k, awaiting Finance to

respond regarding FAA agreement. 27/08/2020 PCG endorses amendment to project for $200k including consideration of

funding from Covid RTIO Infrastructure component. Aussport:$131,974.70

*Includes Install and Electrical connection

Electronic Signage: 78,446.50

*Includes install however not the electrical connection. This will need to be quoted separate by local contractors. ( Saints is

willing to take this part om) 30.09.20 Public consultation has occurred on facebook and survey monkey, submissions

received however fencing project NOT supported by the community. Comments to be reviewed with Saints prior to

disclosure to elected members. 07/10/2020 Finalising purchase and SPM will also review with final acquital and funds.

Paraburdoo - Karingal Roof - Renewal 350,000 0 272,150 272,150

Tender has been prepared, will be released Monday 03/08/2020. 05/08/2020 Tender closes 20/08/2020. 26/08/2020 Tender

submissions currently being assesed by officers. 16/09/2020 Assessments completed, Manager of Land & Asset

Compliance to advise of tenants preferred option for works to be carried out, before awarding tender. 30.09.20 RFT

awarded to Safeway and commencement date will be advised.

Paraburdoo - New Softball Field/Soccer Pitch/ Rugby Pitch - Upgrade Lighting 215,601 0 257,129 257,129 Completed August 2020.

Paraburdoo - Peter Sutherland Oval Events Store room Shelving - New 10,000 0 22,952 22,952Gone out to RFQ via email, closes 13/08/2020. Received 2 quotes under budget. 18/08/2020 RFQ awarded to Byblos who

came in under budget. Project to be completed by end of August 2020

Paraburdoo - Visitors Information Bay Red Dog Sculpture - Upgrade 210,000 0 0 0Smith Sculptures currently working on Red Dog sculpture. 05/08/2020 Corporate Services made contact with supplier from

Smith Sculptures and has been assured this project is a priority. 2/9/20 estimated completion is end of October.

Shire Electronic Fire Danger Index Signs - Renewal 35,000 409 3,152 3,561To be installed end of August 2020. 27/08/2020 - D Bailey to provide update for next PCG. Install will be carried out by SOA

staff by 31/10.

Shire Cyclone Warning Signs - Install New 42,000 7,331 0 7,331To be installed end of August 2020. 27/08/2020 - D Bailey to provide update for next PCG. Install will be carried out by SOA

staff by 31/10.

Sound Monitoring Equipment - New 24,284 0 24,284 24,28417/08/2020 - 2 quotes have been received, have asked the experts at DWER to provide advice as to the best option.

21/08/2020 Equipment Ordered expected delivery Oct 2020.

Staff Housing - Renewal 1,129,220 1,200 26,530 27,730

RFT being reviewed by Procurement for another 6 properties to be refurbished. 3 in Paraburdoo and 3 in Tom Price. RFT

has closed. RFT had lacked scope leaving the Shire open to variations. The Tender will need to be advertised. 29/07/2020

Grevillea St houses have arrived onsite for install. Due for completion Sept 2020. 16/09/2020 Practical completion has been

received, minor defect works to be completed by end Sept 2020. 30.09.20 to finalise new houses on Grevilla, Anketel units

in Onslow. Awaiting for Housing Strategy to understand the budget allocations that may be required.

Tom Price - Clem Thompson Pavilion BBQ Facilities and Playground - Upgrade 55,000 0 0 0RFQ to be prepared for quote. Project complete by 31 October 2020. 30.09.20 RFQ closes Friday 02.10.20 07/10/2020

Process of awarding project

Tom Price - Diamond Club Softball Kitchen - Renewal 17,211 0 19,805 19,805 Been to RFQ, now budget approved, project can be awarded. December 2020 Works to commence on 20/10/2020.

Tom Price - Diamond Club Softball/Kitchen Facility - New 52,789 0 60,745 60,745 Been to RFQ, now budget approved, project can be awarded. December 2020 Works to commence on 20/10/2020.

Tom Price - Emergency Services Precinct - New 4,069,570 0 0 0

Location approved, funding commitments from FESA/LGGS over two years agreed in principle, deed to be executed.

Council approved municipal funded budget allocation for the subdivision and headworks services at February 2020 OCM.

30/06/2020 Business Case and Funding Consideration Letter to Rio Tinto to be submitted. Concept design completed.

26/08/2020 Business Case and Letter of Intent for Funding from RTIO. 2/9/20 Report to Council to endorse CEO to

negiotiate funding deed and business case, tender to follow. 30.09.20 Working and finalising with DFES on final design,

funding deed to be completed with RTIO and legal team. 07/10/2020 Governance reviewing requirements for Business

Case to be advertised. SPM arranging Funding Deed by McLeods via the CEO. RFQ for Architectural design was released

06/10/2020 closing the 14/10/2020.

Tom Price - Minha Oval Install Bollards - New 50,000 0 0 0

Bollards discussed with Ward Councillors in regards to location of bollards, information to now be translated into Scope of

Works for quotes. Work shall be carried out by SOA staff prior to the end of Oct. Tracey Rogers following up with Chantelle

re: location of Bollards and lighting to ensure no conflict with new irrigation main.

Tom Price - Diamond Club Softball Oval Lighting - Renewal 320,000 33,600 3,210 36,810

Tender being prepared for release end of Aug 2020. 05/08/2020 Design has been received, final review to be completed

before issuing tender for construction. 26/08/2020 Tender docs to be released Sept 2020. 30.09.20 RFT currently open

closes 13.10.20.

Tom Price - Diamond Club Softball Playground lighting - Upgrade 10,000 0 0 0

Tender being prepared for release end of Aug 2020. 05/08/2020 Design has been received, final review to be completed

before issuing tender for construction. 26/08/2020 Tender docs to be released Sept 2020. 30.09.20 RFT currently open,

closes 13.10.20.

Tom Price - Minha Oval Lighting - New 370,000 0 0 0

Lighting Engineer engaged for the construction design rollover 20/21. 'Project design to be completed second week August

2020 for Tender docs. 05/08/2020 Design has been received, final review to be completed before issuing tender for

construction. 26/08/2020 Tender docs to be released Sept 2020. 30.09.20 RFT currently, open closes 13.10.20.

Tom Price - Tennis Club - Refurbishment of Playing Surface and Facilities -

Upgrade1,570,000 5,759 1,250,807 1,256,566

Construction Drawings and specifications underway Completion 19 June. Finalise Construction Documentation for

approval to prepare Tender 3 July 2020. Probity Audit 7 days complete 9 July. Tender release 10 July 2020 close

06/08/2020. 05/08/2020 Extention request has been received via Tenderlink whihc has been approved, closing date is now

18/08/2020. 26/08/2020 Tender closed submissions currently being reviewed by officers. 16/09/2020 Tender awarded to

Neowest Construction, site possession scheduled for 22/09/2020. 30.09.20 RFT currently open, closes 13.10.20.

Tom Price - Vic Hayton Pool - Refurbishments - Renewal 230,000 136,088 63,909 199,997

BBQ picnic area completed. Shade sails still remain to be completed. End of September 2020. 26/08/2020 Shade sails

have been ordered, delay in product, completion eta late October 2020. 30.09.20 Sail Shades and due within 2 weeks for

install. Pool will need to close. 07/10/2020 Shade sail commence 13/10/2020. Works to e completed by the 16/10/2020.

Tom Price - Child Care Centre - New 6,750,000 39,190 28,916 68,106

Total project funds of 6.75 Millions secured (letter of commitment progressing to funding deed). RFQ for drainage design

advertised. Project management services secured by HQ Management. Likely carry over into 2020/21. 30/06/2020

Architectural drawing being prepared for RFT document. RFT compiled, finalisation pending Deed of Funding to ensure

consistency. All documents to be issued to RTIO upon completion. Documents to be sent to auditor 13 August 2020.

19/08/2020 Funding Deed received by Rio Tinto, SP and CEO to sign off. 25/08/2020 CEO meeting with RTIO reviewed

funding deed, new funding deed to be completed by McLeods. CEO advised RTIO RFT to continue. 2/9/20 RFT for

operator is released 3/9 closing end of September. 16/09/2020 Headworks tender to be released via Tenderlink on

19/09/2020 - closes 15/10/2020. 30.09.20 RFT Operator closed 25.09.20 assessment is scheduled for 01.10.20. Funding

Deed to be resubmitted to RTIO for final signing, agreed changes have been approved by both parties. RTIO confirmed

email to be finalise for housing for construction and listed in RFT. 07/10/2020 SOA waiting on return of Deed from RTIO.

Operator RFT to be presented to council for award Nov OCM 2020. Construction tender has been finalised for release via

Tenderlink week ending 16/10/2020.

Tom Price - Staff Administration Building and Council Chambers - New 3,000,000 2,425 20,000 22,425

Architect engaged for concept design. Concept designs received for review. 05/08/2020 Sent request for CEO and Director

consultation of design on 12/08/2020. 26/08/2020 CEO to advise on TOR correspondence received from RTIO. 16/09/2020

Director of Development Services has meeting with Architect on 24/09/2020. Manager of Land & Asset Compliance to

prepare formal response to Rio Tinto regarding conditions of transfer of land. 30.09.20 CM & KD met with architect on

25.09.20 to formalise concept designs. 07/10/2020 Concept designs to be received 07/10/2020 for ELT to review.

TOTAL PROJECTS AND PROCUREMENT 27,160,689 363,913 2,351,106 2,715,019

Cattle Grids on Twitchen Road - Renewal 138,000 26,138 2,297 28,435

Replacement of deteriorated cattle grids on Twitchen Road. New grids purchased and delivered in 2019/20 FY - RFQ

being released 07/10 for installation - expectations are that this project will be under the original Budget. Install to be

completed to spec before 30/11/2020.

Waste Depot - Operations Building - New (Paraburdoo & Tom Price) - New 360,184 96,851 131,666 228,517

Replacement of deteriorated Operations Buildings at Tom Price and Paraburdoo Landfill Sites. Contractor completing site

works at both sites on 19/9-25/9/, fabrication completed on 18/9, transport to site 21/9 and PC anticipated for 3/10. Plans in

place for transition to maintain opening throughout - minor disruptions (diversion in Tom Price Landfill entrance) will be

notified to the community. Prohject 90% complete. Buildings are onsite and occupied. Awaiting solar install - final

completion now due 31/10.

Doradeen Road Drainage improvements - Renewal 200,000 0 0 0

Tom Price Works include cleaning of vegetation, shaping invert levels and batters, erosion protection and culvert inlet and

outlets. Works will assist in creating a clean platform for future relining of Doradeen culverts and preparation of the site for

future maintenance programs. RFQ being developed by staff and scheduled to be sent by 30th Sept. Scope of Works shall

be carried out prior to the end of Nov. 16/09 RFQ awaiting CEO100 for approval, ready for advertising. RFQ now advertised

- closes 13th Oct - works to be completed by 30/11

Emergency Water Tanks (Fire Trailers) - New 40,000 0 31,047 31,047Emergency On Site Fire fighting equipment for Tom Price and Paraburdoo Landfill Sites. Water tank quotes received 26/8,

PO raised 27/8 - tanks due by early next week (05/10)

Floodway Stabilisation - Renewal 408,000 0 0 0

Floodway works (Edge Beams, Rock Armour and Stabilised Approaches) identified at Pannawonica Millstream Fortescue

Floodway - RFQ for Design and Scope (Pritchard Francis) will be sent 31/8, closing on 15/9. Scope to be reviewed and

subsequent RFT released by 15/10 - at this stage, works to be completed after March 2021. CEO has requested advice as

to whether the work can be completed prior to the coming wet season. Further advice to be provided at next PCG.

Footpath New and Renewal Program 2020/21 1,837,000 1,764 1,726,320 1,728,084

Schedule of work around Tom Price has been sent for final pricing to the contractor per the schedule of rates provided in

the contract. Works have been scheduled to begin on 21st Sept and should be 5 weeks maximum. Works include Anzac

Memorial Park Link, Clem Thompson Link, Child Care Access/South Rd and Area W Link. Funding application and program

sent to Dept of Infrastructure awaiting final approvals ($773,000). Probity Audit completed and final schedule of works

received. Further stakeholder meetings will take place week commencing 14/9 with community correspondence also

scheduled for this week. Plans to be sent to Coucillors for comment, Schedule of Rates variation awaiting approval with

subsequent PO. Mobilistaion scheduled for 21/09. Works are being carried out as scheduled and should be completed by

20/10. Works progressing well. Expected completion on 14/10/20.

ATTACHMENT 12.1B

Page 386




On Track - 3.00


In Trouble - 1.00


Budget

YTD

Actual

PO

Balance

YTD

Actual

PLUS PO

Code

Asset

Handover

Y/N

Comments

Foreshore Protection plus Seawall Extension - Renewal 400,000 0 0 0

Extension of the seawall to protect the Memorial Park in Onslow. Looking at the extension design and construction works

being drafted and subsequently infrastructure works being carried out in 2021. 27/08/2020 - CEO has requested full scope

of works ($400k + $500K) by next PCG. Director will provide scope and update at next PCG. PC due end Feb21. Quote

being requested from Cardno for seawall extension design with subsequent scope of works to follow. Needs PM

Confirmation. Detailed briefing document being prepared by Alan S for discussion with CEO week commencing 12/10.

Fuso Truck - Upgrade 80,000 0 0 0Modification of Fuso Truck to provide a multi purpose vehicle (tipper). The vehicle is scheduled for work this half of 2020/21

and will be sent to Perth for modification in early 2021.

General Signage - Renewal 12,396 1,800 6,210 8,010Signage Renewal Program for all towns to be developed by Oct for

completion Jan 2021.

Irrigation for RFT 01/20 (Greening Ashburton) - Renewal 250,000 2,976 21,526 24,502

Tom Price Program for this year has started: Minha Oval Main Line Upgrade (Quote sent to procurement to check

compliance with existing contract - Circa $200,000) 27/08/2020 - Scope for these works to be provided to PCG by next

week. Project identified due to increasing costs to both SOA and school - costs include the replacement of main line and

removing redundant system. Work scheduled for November. Variation is being drafted, awaiting confirmation from the

provider of RFT01.20 to accept the suggested extension of items in the schedule of rates. Waiting on the contractor to

agree to the proposed variation to contract, feedback expected by Friday 18 September. Traecy Rogers currently checking

to ensure no conflict with bollards and lighting. Will be confirmed in writing prior to proceeding.

Kerb and Gutter Program Renewal - Multiple locations _ renewal 207,412 203,887 10,500 214,387

Carry over works in Onslow still to be completed - scheduled for Sept - delays due to concrete supply issues. Schedule of

work now received and PO to be raised for completion of Onslow works by 30/09. Contractor scheduled to be in Onslow to

complete these works mid Oct.

Kerb and Gutter Program Renewal 20/21 (Tom Price) 220,000 4,005 0 4,005Schedule of work for Tom Price being finalised with expected completion by 30 Nov including Central Road, Doradeen Rd,

North Rd and East Rd.

Mall Sweeper - New 165,000 0 163,650 163,650RFQ closed and awarded. Sweeper expected to be delivered Onslow first week October. Now arriving into Onslow on

15/10.

Mine Road TP Pavement Renewal (Incl. Widening and Sealing 2019/20) - Upgrade 135,000 -327,319 591,779 264,460

Blackspot project identified in 2017 for widening works and sealing. Work carried out over June/July/August. Remaining

works to be completed under contract in Sept are Audible Edgelines. Third party consulting engineers have been engaged

to provide a report on the quality of work completed. Preliminary report rexceived. More detailed Geotech investigation on

6/7 Oct with final report on 23/10. Plan to have specification for rectificaation works complete by end of month. Timing of

works TBC.

Multiple - Significant Road Signs - Renewal 15,000 0 0 0

Signage Audit has started at the depots identifying current stock levels of all signs. Pannawonica Millstream culvert signs

and roads signs are being identified and will be the priority for this Budget. Work to be scheduled into Rural Road

Maintenance Program.

Onslow - Pilbara Regional Waste Management Facility Class IV Main Works - New 13,000,000 2,397,572 8,557,704 10,955,276

Council adopted recommendations for RFT 07.19 at October 2019 OCM, works are due to finished by the 31/12/2020.

Work currently ahead of schedule with culverts 90% completed and overall construction at 45% complete. Delivery of

Geofabrics has started and will continue throughout Sept. Full report provided to PRWMF Committee for upcoming

meeting on 14/10. Project on time andd on budget. Expected completion on 15 December.

Onslow - Seawall Construction at Anzac Memorial site - Renewal 500,000 0 0 0

Extension of the seawall to protect the Memorial Park in Onslow. Looking at the extension design and construction works

being drafted and subsequently infrastructure works being carried out in 2021. 27/08/2020 - CEO has requested full scope

of works. Director will provide scope and update at next PCG. PC due end Feb21. Quote being requested from Cardno for

seawall extension design with suybsequent scope of works to follow. Needs PM Confirmation. Director preparing a detailed

briefing document for discussion with CEO week commencing 12/10.

Onslow - Tourism Sign - Signage Installation on NWC Hwy (before Onslow T/off) -

New65,000 0 0 0

MRWA to undertake the works and will invoice the Shire - awaiting final approval of sign location and wording - carry over

to 2020/21 - MRWA meeting scheduled for AUG 10 to confirm final location. 02/09 - MRWA meeting established final

location, work will be carried out as and when MRWA move to site for other signage works this calander year. $65K

Onslow tourism signage project - update to be provided at next PCG.

Paraburdoo - Swim Club Donga - New 50,000 0 0 0Scope of works being undertaken. 2/9/20 Acting Director Development Services to provide update next PCG. 30.09.20 CM

to engage with Swim Club for further understanding and location specific.

Plant Replacement - Renewal 1,696,000 118,924 75,941 194,865

Plant replacement schedule continues with major items being the Grader $410,000 due to procure next month and Rubbish

Truck $365,000 due in 2021. Further details in K Drive of full list of vehicles to be replaced. Rft for the new Grader has benn

completed and released closes on the 13/10. Onslow Tractor RFQ will be released on 1st Oct and closes on 15/10.

Road Renewals ‐ RRG ‐ Ashburton Downs Meekatharra Rd (RRG 18/19 funding) -

Renewal759,310 0 759,311 759,311

'Carry over of 2019/20 RRG Funded Resheet of Unsealed Road Project - contractors are on Towera Lyndon and

subsequently due to progress to Ashburton. Multiple delays on the project. Discussions being carried out between Director

and Contractor on progress and future timeline. Works currently suspended. Currently in litigation.

Rural Sealed Roads - Renewal 520,000 0 0 0

Rural Sealed Roads adopted AMP March 2019 - annual budget held in reserves until programmed works scheduled in FY

2021/22. Initial work schedule is the reseal of Banjima Drive in 2021, however this is currently being reviewed by our Roads

Manager.

Rural Unsealed Roads (2nd year incl. Twitchen Rd) - Renewal 3,505,500 9,853 0 9,853

Application has been made to RRG to add key roads to Roads 2030 Regional Strategies for Significant Local Government

Roads. ( Onslow-Pedamulla, Twitchen, Old Onslow, Ashburton Downs, Towera Rd)Upon addition an RFT shall be

developed and a schedule of work completed prior to June 2021. RRG Funding and R2R Funding applies here. (09-Sep) -

RRG Meeting scheduled for 21 Oct including voting on additions.

Safety Barriers New and Renewal Program - Renewal 53,000 0 37,870 37,870

Focus of this project is on replacing and new guardrail for Mine Road. Site visit with MRWA took place in July and

recommendations made.MRWA and Regional Bridging providing a final quote by 28/8 and work scheduled for late

Sept/Early Oct. Req raised for works to be carried out week commencing 21 Sept 2020. Mine Road Guard Rail works

completed (190m - $38,000) Further works to be identified and advised. 30.09.2020 Surplus funds of $15,000.

Stormwater Drainage Renewal Program - Renewal 270,000 0 0 027/08/2020 - Scheduled works has been produced for Tom Price which includes renewals of pipes from Area W, Cassia St

and Cedar St. RFQ to be sent out late 2020 with works being carried out prior to 31/05/2021.

Drainage Renewals Program 19/20 - Onslow 30,000 2,435 22,006 24,440

Carry over from 2019/20 - Onslow Detention Basin 2 - Water feature completed. Full certification received awaiting Horizon

Power for connection. Asset Handover to follow. 27/08/2020 - Completion of power connection by 30/09/2020. Due to have

lights installed and ready to sign off compliance with Horizon so it can be commissioned. 95% complete.

Tom Price - Community Drop Off Area at Waste Facility Site - New 135,000 0 0 0

Introduction of a Community Drop of Area at Tom Price Landfill Site. Feasibility study was completed by contractors on

24/8, design phase commences 1/9, Submission for amendment approvals to DWER 30/9 RFQ going out between 15/10 -

26/10, estimate that contract commencement will be late Nov

Tom Price - Central Rd Speed Bumps - New 70,000 34,428 74 34,502

Council Asphalt work has been completed - signage installed - piano keys to follow - original quotes received excessive -

SOA staff to complete in Sept. Give Way to Vehicles to be stencilled onto footpaths by end Sept. Stencils completed and

further permanent linemarking to follow. RFQ for additional linemarking for holdong lines, islands, truning arrows and retro-

reflective paint on existing piano keys. Propose road safety audit is requied along Central Road to ensure compliance with

standards.

Tom Price - Pump Track - New 950,000 0 11,500 11,500

Community consultation has been completed, an agenda item has been submitted to endorse the site via September OCM.

09 Sept - Location has been adopted at September OCM, RFT will be advertised shortly for the D&C of the track . Full PC

by 31st May 2021. RFT for the D&C to be advertised oon Saturday 19th September until the 15th October pending approval

of the CEO100 30.09.2020 Project will be completed by 31 May 2021. 07/10/2020 - RFQ to be prepared for design and

construction tender.

Tom Price - Skate Bowl Install Shade Structures - New 250,000 0 0 0

Tom Price Skate Park - addition of a skate bowl. Concept plan to be drafted for suggested placement of bowl and other

features supporting this project - full concept for project to follow. Waiting on compliance feedback from procurement in

regards to the RFQ scope.

Tom Price - Tourist Information Bay (incl. RIO Funding) - Upgrade 468,361 0 0 0

Tom Price Information Bay Upgrade. Location has been determined. Stage 1 structure build RFQ being developed, site

meetings with service providers completed, contact made with Main Roads in regards to scope. RFQ to be sent out Sept

for 3 weeks with evaluations completed by early Oct. 27/08/2020 - Bring back to PCG clarification of the site location and

any issues (eg approval from main roads). 02/09 - RFQ stage 1 developed and ready for advertising, Main Roads have

provided verbal consent leading into the development at the Meeting onsite 02/09/2020 confirming our plans. MRWA

correspondance to follow. Advertising RFQ in September - Site around the display dump truck is the prefered location.Tom

Price Information Bay Upgrade. Stage 1 structure advertised, Main Roads approvals being completed, stage 2 site works

being developed. Stage 1 RFQ ready to award, still awaiting MRWA approvals - Stage 2 RFQ for design works has been

released and closes on 12/10. 30.09.2020 CEO advised site works costs on new location not budgeted and will be subject

to a future report to Council. RFT for structure on hold. RFQ for design and costing of site works underway. Report to

November OCM seeking additional funding for project (site works).

Towera - Lyndon Road (RRG 19/20) - Renewal 607,622 163,585 421,594 585,179

Carry over of 2019/20 RRG Funded Resheet of Unsealed Road Project - contractors are on Towera Lyndon. Multiple

delays on the project. Discussions being carried out between Director and Contractor on progress and future timeline for

the completion of Towera Lyndon and subsequent progression to Ashburton.

Urban Road - Renewal 1,134,000 1,017,521 0 1,017,521 Works completed - Asset Handover Meeting Scheduled with Asset and Programming Manager

TOTAL INFRASTRUCTURE COSTS 28,531,785 3,754,420 12,570,995 16,325,414

Capital Works Projects - Minor works 100,000 0 264,545 264,545 For minor projects not listed.

ALL DIRECTORATES 100,000 0 264,545 264,545

TOTAL CAPITAL VALUE 63,326,110 4,546,911 15,792,287 20,339,197

ATTACHMENT 12.1B

Page 387

Date of

Council

Meeting

Minute # GL/Job Number General Ledger Description Original Budget

Variation

Increase

(Decrease)

Revised

Budget

Figure

Net Current

Assets

R

e

f

P

a

g

e

20/21 Budget Surplus 0

11/08/2020 117/2020 140043 Onslow Land Purchase 0 1,000,000 1,000,000 1,000,000

140003 Transfer from Property Development Reserve 0 (1,000,000) (1,000,000) 0

114633 Onslow Heritage Conservation 0 202,000 202,000 202,000

041105 Capital Works Projects - Minor Capital Works 237,000 (137,000) 100,000 65,000

042466 ICT CCTV & Security Lighting Program 987,000 (987,000) 0 (922,000)

041115 Grant Income - Safe Neighbourhoods (for CCTV Program) (922,000) 922,000 0 0

8/09/2020 142/2020 045985 Records Management System 0 247,500 247,500 247,500

042536 Transfer from Reserve (Fin Risk) GEN 0 (247,500) -247,500 0

SHIRE OF ASHBURTON

20/21 BUDGET AMENDMENTS REGISTER

AS AT 30 SEPTEMBER 2020

ATTACHMENT 12.1C

Page 388

DEED OF ASSIGNMENT OF LICENCE

Part Lot 67 Rocklea Road being Reserve 40065

Paraburdoo

Shire of Ashburton [Licensor]

and

Sarah Gorman

t/a The Bedford Paraburdoo

(ABN 35 899 554 242)

[Assignor]

Shiela Altiche

t/a The Bedford Paraburdoo

(ABN 67 300 243 312) [Assignee]

ATTACHMENT 12.2A

Page 389

INDEX

1. INTERPRETATION AND DEFINITIONS 4

2. ASSIGNMENT 5

3. WARRANTY BY ASSIGNOR IN FAVOUR OF ASSIGNEE 5

4. ASSIGNEE'S COVENANTS IN FAVOUR OF ASSIGNOR 6

5. ASSIGNEE'S COVENANTS IN FAVOUR OF LICENSOR 6

6. ASSIGNOR'S COVENANTS IN FAVOUR OF LICENSOR 7

7. LICENSOR'S CONSENT FOR ASSIGNMENT 7

8. POWER OF ATTORNEY BY ASSIGNEE 7

9. TERMS OF AGREEMENT FOR LICENCE REMAIN IN FULL FORCE AND EFFECT 7

10. COSTS 7

11. SEVERABILITY 8

12. GOVERNING LAW 8

13. SECURITY DEPOSIT 8

14. MINISTERS CONSENT 9

THE SCHEDULE 10

ATTACHMENT 12.2A

Page 390

THIS DEED OF ASSIGNMENT OF LICENCE is made between:

SHIRE OF ASHBURTON of Lot 246, Poinciana Street Tom Price, Western

Australia ("the Licensor")

SARAH GORMAN Trading as The Bedford Paraburdoo, of PO Box 112, Paraburdoo,

Western Australia 6754 ("the Assignor")

AND

SHIELA ALTICHE Trading as The Bedford Paraburdoo, of 939 Weano Crescent,

Paraburdoo, Western Australia, 6754

("the Assignee")

BACKGROUND:

A. Management Order N795667 registered 22/10/2017 provides the mechanism for the Shire

of Ashburton to grant licence to the Licensee.

B. By a Licence dated 1 April 2020 the Licensor licenced the Licenced Premises to the

Assignor in consideration of the annual licence fee reserved by the Licence and of the

Licensee’s covenants under the Licence in respect of the Licenced Premises.

C. The Assignor desires to transfer to the Assignee the Licence of the Licenced Premises as

from the Date of Assignment.

D. The Licensor has agreed subject to the consent of the Minister for Lands to the assignment

of the Licence from the Assignor to the Assignee upon all parties entering into and executing

this Deed.

ATTACHMENT 12.2A

Page 391

OPERATIVE PART

1. INTERPRETATION AND DEFINITIONS

In this Deed unless inconsistent in the subject or context, the following applies:

1.1 Definitions

Date of Assignment means the date specified in Item 4 of the Schedule

Land means the land described in Item 2 of the Schedule.

Licence means the Licence described in Item 3 of the Schedule and includes any

option or options for the renewal or extension of the Licence which was or were

capable of being exercised prior to the Date of Assignment but had not been

exercised prior to the Date of Assignment, but does not include any option of

purchase of the Land or the Licenced Premises or any right of first refusal to

purchase the Land or the Licenced Premises contained in the Licence.

Licenced Premises means the premises described in Item 1 of the Schedule.

Licensor means and includes the Licensor and the primary interest holder in the

Land from time to time.

the Schedule means the schedule to this Deed.

1.2 In this deed: Headings are for convenience only and do not affect interpretation; and unless the context

indicates a contrary intention:

a) if more than one party is identified as the Debtor or the Guarantor, that expression

refers to them, and the obligations of the Debtor or the Guarantor (as the case may

be) under this deed will bind them, jointly and severally;

b) the expression "person" includes an individual, the estate of an individual, a

corporation, a Government Authority, an association or a joint venture (whether

incorporated or unincorporated), a partnership and a trust;

c) a reference to any party shall mean and include a reference to that party, its

successors, assigns, personal representatives and transferees as the case may be;

d) a reference to any document (including this deed) is to that document as varied,

novated, ratified or replaced from time to time.

e) a reference to any statute or to any statutory provision includes any statutory

modification or re-enactment of it or any statutory provision substituted for it, and all

ordinances, by-Iaws, regulations, rules and statutory instruments (however described)

issued under it;

f) words importing the singular include the plural (and vice versa), and words indicating a

gender include every other gender;

g) references to parties, clauses, schedules or annexures are references to parties,

clauses, schedules or annexures to or of this deed, and a reference to this deed

includes any schedule or annexure to this deed;

ATTACHMENT 12.2A

Page 392

h) the expressions "includes" or "including" are not to be construed as words of

limitation

i) where a word or phrase is given a defined meaning or interpretation, any other part of

speech or grammatical form of that word or phrase has a corresponding meaning?

and

j) reference to "$" or "dollar" is to Australian currency.

2. ASSIGNMENT

Subject to the consent of the Minister for Lands, the Assignor as beneficial owner assigns

and transfers to the Assignee as from and including the Date of Assignment the Licensed

Premises and the estate right title and interest of the Assignor in and to the Licensed

Premises to hold the Licensed Premises for the remainder of the term of the Licence now

unexpired, and any extension or renewal thereof subject to the Assignee paying the

annual licence fee and all other moneys payable under or reserved by the Licence and

performing and observing the terms, covenants, conditions and stipulations express or

implied in the Licence on the Assignee's part to be paid, performed and observed.

3. WARRANTY BY ASSIGNOR IN FAVOUR OF ASSIGNEE

3.1 Assignor's Covenants The Assignor warrants to the Assignee that -

• notwithstanding any act, deed or thing done by the Assignor or knowingly

suffered by the Assignor to have been done, the Licence is now a valid and

subsisting instrument and has not become void or voidable and that the

Assignor has duly performed and observed all the Assignor's Covenants to the

Date of Assignment;

• the Assignor has good right and title to assign to the Assignee the unexpired

residue of the term of the Licence;

• the Assignor will do such further acts and things and sign and execute such

further documents and deeds as the Assignee may reasonably require in order

to effectually vest in the Assignee the Licence and the Licenced Premises for

the unexpired residue of the term of the Licence;

• the Assignor has not encumbered the Licence or suffered it to be jeopardised

or endangered;

• the Assignor has not done or omitted to do anything whereby any option of

renewal contained in the Licence has become or may become void or voidable

and all the options of renewal are freely assignable by the Assignor and are

validly assigned by this deed.

ATTACHMENT 12.2A

Page 393

4. ASSIGNEE'S COVENANTS IN FAVOUR OF ASSIGNOR

4.1 Comply with Terms of Licence

The Assignee covenants and agrees with the Assignor that the Assignee at all times

as and from the Date of Assignment during the balance of the term of the Licence

and during any extension or renewal of the term will:

a) pay the annual Licence Fee and all other moneys payable under or reserved

by the Licence on the days and in the manner provided in the Licence;

b) perform and observe the terms, covenants, conditions and stipulations on the

part of the Licencee express or implied in the Licence; and

c) indemnify and keep indemnified the Assignor against all actions proceedings

costs claims expenses and demands by reason of non-payment of annual

Licence Fee and all other moneys aforesaid or breach, non-observance or

non-performance by the Assignee of the terms, covenants, conditions and

stipulations express or implied in the Licence or otherwise relating thereto.

4.1 Adjustment of Licence Fee and Outgoings

For the purposes of this clause all licence fee moneys and outgoings payable under

or reserved by the Licence and the Licenced Premises will be adjusted between the

Assignor and the Assignee as at the Date of Assignment.

5. ASSIGNEE'S COVENANTS IN FAVOUR OF LICENSOR

5.1 Comply with Terms of Licence The Assignee covenants and agrees with the Licensor that the Assignee as and

from the Date of Assignment and at all times during the balance of the term of the

Licence and during any extension or renewal of the term will:

• pay the annual Licence Fee and other moneys payable under or reserved by

the Licence or-the days and in the manner provided in the Licence;

• perform and observe the terms covenants conditions and stipulations on the

part of the Licensee contained in the Licence to the intent that the terms,

covenants, conditions and stipulations and the powers granted to or implied in

favour of the Licensor will be binding upon the Assignee as fully and effectually

and in the same manner and to the same extent as if the Assignee was a party

to the Licence and expressly named therein as Licensee; and

• shall indemnify the Minister for Lands in the same manner it indemnifies the

Licensor under the Licence

ATTACHMENT 12.2A

Page 394

6. ASSIGNOR'S COVENANTS IN FAVOUR OF LICENSOR

The Assignor covenants with the Licensor to withdraw forthwith any caveat affecting

the Licenced Premises lodged 'by or on behalf of the Assignor and, if the Assignor

fails to withdraw the caveat by the Date of Assignment, the Assignor IRREVOCABLY

APPOINTS the Licensor (and where the Licensor is a corporation then every

manager and other officer of the Licensor for the time being authorised in that behalf

by the Licensor jointly and severally) to be the true and lawful attorney for the

Assignor in his name and on his behalf and, as the act and deed of the Assignor, to

sign and lodge at the Department of Land Information, Perth a withdrawal of any

caveat AND THE ASSIGNOR RATIFIES AND CONFIRMS AND AGREES TO

RATIFY AND CONFIRM all that the attorney will do or cause to be done under or by

virtue of this clause and will indemnify the Licensor in respect of any loss arising

from any act done under or by virtue of this clause and will pay the Licensor's costs

and expenses of and incidental to the withdrawing of any caveat lodged by the

Assignor affecting the Licenced Premises.

7. LICENSOR'S CONSENT FOR ASSIGNMENT

The Licensor consents to the assignment by the Assignor to the Assignee of the

Licence as set out in this Deed provided that this consent is restricted to the

particular assignment authorised and the covenant in the Licence against sub-letting

assignment or transfer of the Licence or parting with the possession of the Licenced

Premises or any part thereof remains in full force and effect.

8. POWER OF ATTORNEY BY ASSIGNEE

The Assignee irrevocably constitutes and appoints the Licensor and if the Licensor

is a corporation each and every one of the directors and other officers of the Licensor

jointly and severally the agent and attorney of the Assignee to perform all acts

matters and things and execute all deeds instruments and documents which the

Licensor was authorised to perform or execute on behalf of the Licencee in

accordance with the provisions of the Licence and the Assignee ratifies and confirms

and allows and agrees to ratify confirm and allow all and whatsoever the Licensor

lawfully does or causes to be done under or by virtue of this Deed.

9. TERMS OF AGREEMENT FOR LICENCE REMAIN IN FULL FORCE AND

EFFECT

The Licence remains the same and all the terms and conditions remain in full force and effect.

10. COSTS

The Assignor and the Assignee shall each bear its own costs of and incidental to the

instructions for and the preparation and execution of this Deed. The Licensor’s costs of an

incidental to its consent to the Assignment and to this deed including all proper

investigations of the Assignee and all duties and other outgoings payable in respect of this

Deed will be borne and paid by the Assignee.

ATTACHMENT 12.2A

Page 395

11. SEVERABILITY

Any provision of this deed which is prohibited or unenforceable in any jurisdiction is, as to

that jurisdiction, ineffective only to the extent of that prohibition or unenforceability and

does not invalidate the remaining provisions of this deed or affect the validity or

enforceability of the provision in any other jurisdiction. This clause will not apply if its

application would materially affect the Iegal or commercial arrangements intended to

operate.

12. GOVERNING LAW

This deed must be construed in accordance with and governed by the Iaws of Western

Australia.

13. SECURITY DEPOSIT

Clause 3.7 c) of the Licence Agreement shall be replaced with the following:

1) Pay Security Deposit The Assignee must pay to the Licensor the Security Deposit of two thousand four hundred and fifty dollars ($2,450) to be held by the Licensor as and by way of bond and security for the performance by the Assignee of the Assignee’s obligations under the Licence.

2) Application of Security Deposit The Security Deposit and any interest on it may at any time during the currency of or after the determination of the Licence be applied by the Licensor towards arrears of annual rent, service charges, damages or losses arising out of any breach by the Assignee of the provisions of the Licence and any costs relating to the same, or towards the payment of any other monies payable by the Assignee to the Licensor under the provisions of the Licence and any and all costs related to the same.

3) Balance of Security Deposit If the Assignee is not in default under the terms of the Licence, the Licensor will within twenty-eight (28) days of determination of the Licence pay to the Assignee the balance of the Security Deposit and any interest remaining after the determination of the Licence.

4) Maintaining Security Deposit If the Licensor applies the Security Deposit pursuant to this clause before the determination of the Licence, the Licensor may call upon the Assignee by notice in writing to deposit further monies into the Security Deposit to make the same equal to the full amount of it payable pursuant to Item 13 (1) of this Deed. The Assignee must comply with such notice. Any application of the Security Deposit by the Licensor in accordance with the provisions of this clause will not prejudice the exercise by the Licensor any and all rights which may accrue to the Licensor in respect of the matters calling for such application apart from the Licensor’s rights to recover the amounts received out of the Security Deposit. The failure of the Licensor to apply the Security Deposit in respect of any matters which may call for its application will not in any way represent a waiver or estoppel or otherwise prejudice the right of the Licensor to take any action permitted by the provisions of this Deed or the Licence including the application of the Security Deposit under the provisions of this clause.

ATTACHMENT 12.2A

Page 396

14. MINISTERS CONSENT

The Assignor and the Assignee AGREE that the assignment granted pursuant to this

Document is subject to the approval in writing of the Minister for Lands pursuant to s. 18 of

the Land Administration Act 1997 and will not be valid nor operative until the approval of

the Minister for Lands or of an officer authorised in that behalf by the Minster for Lands

has been endorsed on this Document.

ATTACHMENT 12.2A

Page 397

THE SCHEDULE

Item 1 Licenced Premises

All those premises situated at Part of Lot 67, Rocklea Road, Paraburdoo

as defined in the Licence.

Item 2 Land

Part Lot 67 (98m2) on Plan 15080, being Reserve 40065 Rocklea Road,

Paraburdoo, Western Australia 6754.

Item 3 Particulars of Licence

A Licence Agreement dated 1 April 2020, expiring 31 March 2022, between

the Assignor and the Licensor.

Item 4 Security Deposit

A Security Deposit of two thousand four hundred and fifty dollars ($2,450) is to paid by the Assignee and be held by the Licensor. An invoice will be issued by the Licensor to the Assignee within 7 days of execution of the Deed of Assignment.

Item 5 Date of Assignment

1 November 2020.

ATTACHMENT 12.2A

Page 398

EXECUTED as a DEED this ________ day of ______________2020

SHIRE OF ASHBURTON )

By authority of a resolution of the Council )

In accordance with the )

Local Government Act 1997 )

_____________________________ _________________________

Signature of Chief Executive Officer Signature of Witness

Kenn Donohoe

_________________________

Name of Witness

SARAH GORMAN )

TRADING AS THE BEDFORD PARABURDOO )

as Assignor )

_____________________________ _________________________

Signature of Sarah Gorman Signature of Witness

_________________________

Name of Witness

ATTACHMENT 12.2A

Page 399

SHIELA CLORES ALTICHE )

The Bedford Paraburdoo )

as Assignee )

_____________________________ _________________________

Signature of Shiela Altiche Signature of Witness

_________________________

Name of Witness

ATTACHMENT 12.2A

Page 400

Gordon Stephenson House, 140 William Street Perth Western Australia 6000 Locked Bag 2506, Perth Western Australia 6001 Telephone (08) 6552 4400 Facsimile (08) 6552 4417 Freecall: 1800 735 784 (Country only)

Email: [email protected] Website: www.lands.wa.gov.au ABN: 68 565 723 484

Land Use Management Case 2002408 Our ref: File 01390-1985, IDA11063063. Enquiries: Kevin Harrison, ph 9791 0860

Fax: 6552 4417

25th September 2020

Shire of Ashburton Chief Executive Officer PO Box 567 Tom Price WA 6751

Email only [email protected]

Dear Leona

Section 18 Ministers Consent for proposed Assignment of Licence part of Reserve 40065, Shire of Ashburton

Thank you for your recent correspondence regarding permission to assign the licence over portion of Reserve 40065 which is set aside for the purpose of Public Recreation and managed by the Shire of Ashburton with power to Licence for any term not exceeding 2 years subject to the consent of the Minister for Lands.

In accordance with section 18 of the Land Administration Act 1997 (LAA) approval from the Minister for Lands is granted to the proposed assignment provided to the Department of Planning, Lands and Heritage (DPLH) by email dated 23rd September 2020 on the condition that the final document executed by the parties is on the same terms as that provided to DPLH with that email. If the final document executed by the parties is not on the approved terms, then it may be void under section 18 LAA.

Please note that this approval is for the purposes of section 18 LAA only and does not constitute an endorsement as to the terms and effect of the document. DPLH cannot provide any advice in respect of the assignment and recommends that each party obtain their own independent advice as to their rights and obligations under the assignment.

Should you have any enquiries please do not hesitate to contact me on any of the above details.

Yours sincerely

Name Senior Land Officer Case Delivery

ATTACHMENT 12.2B

Page 401

General Overview of a School Board functions

The following slides are taken from the Roles and Responsibilities training module for School Council/Boards,

and give a good description of how a School Board assists the school and represents the school community. I

have also included some information regarding how the School Board functions at North Tom Price Primary

School.

Tanunda Street, Tom Price WA 6751 | PO Box 6, Tom Price WA 6751

(08) 9188 3600 | www.northtompriceps.wa.edu.au

ATTACHMENT 12.6A

Page 402

ATTACHMENT 12.6A

Page 403

ATTACHMENT 12.6A

Page 404

At North Tom Price Primary School:

Our School Board consists of 11 members

3 staff – one of whom is automatically the principal

4 parent representatives- nominated with elections as needed

4 community representatives. – approached directly by the principal or the School Board

chair to build links with key stakeholders connected to North Tom Price PS. That community

representative may also have specific skills which are also supportive of the function of the

School Board. Eg finance.

Currently our community representatives include

- Rio Tinto

- Nintirri

- Tom Price Senior High School

NTPPS meets 1-2 times a term – usually once from 4-6 on a Thursday at pre determined

dates.

A quorum of 6 out of 11 is required across all representative groups for meetings to go

ahead.

The agenda usually includes a financial update, correspondence, updates on Curriculum

developments, staff development and changes as well as forward planning. We also share

changes in policy such as Positive Behaviour, and School Uniform

The Business Plan 2019 – 2021 was developed in consultation with the School Board and our

vision represents school Board and community input. This is referred to and used as a basis

for conversation, establishing direction and supporting planning.

A principals’ update is forwarded to all members, together with other information prior to

meetings, and board members ask questions based on that information.

School Board members are asked if they can attend the occasional assembly to assist with

presentations. This helps build the profile of the School Board members.

The North Tom Price School Board is currently chaired by Mr Nathane Graham, parent

representative, and we have found ourselves to be an interested and supportive group who are

happy to ask questions and to support the school formally and informally.

If you have any further questions please do not hesitate to contact Linda Villanova, principal

91883600 or [email protected]

Thank you

Linda Villanova

Principal

September 23 2020

ATTACHMENT 12.6A

Page 405


1

Public School Councils and Boards

D19/0458197

INFORMATION PACKAGE

2020 Version 1

ATTACHMENT 12.6B

Page 406

2

ROLES AND RESPONSIBILITIES OF SCHOOL COUNCILS/BOARDS

The functions of councils/boards are prescribed by the School Education Act 1999 and the School Education Regulations 2000 as follows:1 Take part in:

establishing and reviewing from time to time, the school’s objectives, priorities and general policy directions;2

planning financial arrangements necessary to fund those objectives, priorities and directions;345

evaluating the school’s performance in achieving those objectives, priorities and directions;6

formulating codes of conduct for students at the school;7 and

take part in the selection of, but not the appointment of, the school principal or any other member of the teaching staff if prior approval is given by the Regional Executive Director.8910

1 The Director General (or delegate) may approve additional functions for a council/board. Section 129 of the School Education Act 1999. * The Director General’s delegates are the Deputy Director General, Schools (for all public schools); and Regional Executive Directors (only for schools in their region). 2 Section 128(a)(i) of the School Education Act 1999 and the Department of Education School Improvement and Accountability policy (section 4.3) and School Improvement and Accountability Framework. 3 The principal submits the school’s annual budget and any major revision to the budget which has an impact on the original programs and priorities to the council/board for noting. See Section 128(a)(ii) of the School Education Act 1999 and Department of Education’s Financial Management in Schools Finance and Accounting manual Section 5.4(f)(i). 4 Where the balance of a reserve account is no longer required or is more than required, the surplus amount should be re-allocated to other areas in need following noting by the school board/council. See Department of Education’s Financial Management in Schools Finance and Accounting manual. 5 Principals provide relevant financial reports to the council/board. See Department of Education’s Financial Management in Schools Finance and Accounting manual. The School Compliance Program confirms there is a record of the council having noted the school budget. 6 Section 128(a)(iii) of the School Education Act 1999 7 Section 128(c) of the School Education Act 1999 8 A council of a school that is not an Independent Public School may apply to the Director General or delegate to take part in the selection of, but not the appointment of, the school principal or any other member of the teaching staff. The Director General’s delegate for a school that is not an Independent Public School is the Deputy Director General, Public Schools; and only for schools in their region the Regional Executive Director. An Independent Public School board takes part in the selection of, but not the appointment of, the school principal. An Independent Public School board may apply to the Director General or delegate to take part in the selection of, but not the appointment, of any other member of the teaching staff. Where the school is an Independent Public School, the Director General’s delegate is the school Principal. 9 Participation in selection processes by a representative of the council/board is restricted to positions determined through local selection and will not include vacancies filled through the central transfer or placement process or the redeployment process regulated by the Public Sector Management (Redeployment and Redundancy) Regulations 1994. Section 129(2) of the School Education Act 1999. 10 Members of Parliament who are also members of a council are prevented from participating in school

selection processes by the Public Sector Management Act 1994.

ATTACHMENT 12.6B

Page 407

https://www.legislation.wa.gov.au/legislation/statutes.nsf/law_a1960.html


http://www.det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/policies/school-improvement-and-accountability.en?cat-id=3457062

http://www.det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/policies/school-improvement-and-accountability.en?cat-id=3457062

http://www.det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/guidelines/school-improvement-and-accountability-framework.en?cat-id=3457062


https://ikon.education.wa.edu.au/-/finance-and-accounting-manual-1





3

Approve:11

a charge or contribution determined by the principal for the provision of materials, services and facilities;12

the costs determined by the principal to be paid for participation in an extra cost optional component of the school’s educational program;13

the items determined by the principal to be supplied by a student for the student’s personal use in the school’s educational program;14 and

an agreement or arrangement for advertising or sponsorship in relation to a government school.15

Determine:

in consultation with students, their parents and staff of the school, a dress code for students when they are attending or representing the school.16

Provide advice to the principal of the school:

on a general policy concerning the use in school activities of prayers, songs and material based on religious, spiritual or moral values being used in a school activity as part of religious education;17 and

on allowing time for the special religious education of students in the school, up to a total of 40 hours in a year.18

Promote:

the school in the community.19 A school’s Funding Agreement (with Schedules) is noted by the school council/board chair.20

11 The Department of Education’s School Compliance Program confirms there is a record of the council having provided approval. 12 Section 99(4) of the School Education Act 1999 13 Section 100(3) of the School Education Act 1999 14 Section 108(2) of the School Education Act 1999 15 Section 216(5) of the School Education Act 1999 The principal uses the Department’s Document for Incoming Sponsorship to a Public School and enters into an agreement with a sponsor. 16 Section 128(d) of the School Education Act 1999 17 Section 70 of the School Education Act 1999 18 Section 69(2) of the School Education Act 1999 19 Section 128(b) of the School Education Act 1999 20 Department of Education Funding Agreement for Schools

ATTACHMENT 12.6B

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http://det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/guidelines/document-for-incoming-sponsorship-to-a-public-school-.en?cat-id=3457970

http://det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/guidelines/document-for-incoming-sponsorship-to-a-public-school-.en?cat-id=3457970





4

Incorporated councils/boards Incorporated councils/boards may also undertake additional functions with the approval of the Deputy Director General, Schools:

obtain funds for the benefit of the school;21

employ persons other than a person referred to in section 235(1) of the School Education Act 1999;22

manage or operate facilities at the school,23 such as: a canteen; a swimming pool; residential accommodation for students; and a school farm or horticultural centre.

Incorporated councils/boards may:

obtain funds (for example, through fundraising) for the benefit of the school;24and

purchase property for the use of the school.25

Incorporated councils/boards may not borrow money.26 For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website: https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs Phone: 1300 304 054

For assistance on the legislation and policy with respect to councils/boards please see the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards

The responsibilities of a council/board are to:

comply with the council/board’s terms of reference (constitution for incorporated bodies), the Department of Education’s Councils and Boards in Public Schools policy and procedures, the School Education Act 1999 and the School Education Regulations 2000;

liaise with other groups/committees associated with the school e.g. the Parents and Citizens’ Association;

hold an annual public meeting at least once in every calendar year that is open to the public. An annual report will be presented at the meeting to advise the school community of the performance of the council/board in the last year;27

hold at least two (2) ordinary meetings per year;28 and

hold meetings that are generally open to the public.29

21 Regulation 113(a) of the School Education Regulations 2000 22 Regulation 113(b) of the School Education Regulations 2000 23 Regulation 113(c) of the School Education Regulations 2000 24 Regulation 113(a) of the School Education Regulations 2000 25 Section 131 of the School Education Act 1999 - any property acquired is vested in the Minister for Education and Training 26 Department of Education’s Councils and Boards in Public Schools policy and procedures 27 Regulation 117 of the School Education Regulations 2000 Members must participate in meetings in person. In person may include via telephone, web conference. Members cannot send a proxy. 28 School Compliance Program, Financial Services, Department of Education 29 Regulation 115(3) of the School Education Regulations 2000 Members must participate in meetings in person. In person may include via telephone, web conference. Members cannot send a proxy.

ATTACHMENT 12.6B

Page 409



https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs

https://www.education.wa.edu.au/school-councils-boards

http://det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/policies/councils-and-boards-policy.en?cat-id=3458015


https://www.legislation.wa.gov.au/legislation/statutes.nsf/law_s2087.html









5

Incorporated councils/boards Incorporated councils/boards must also comply with the requirements of the Associations Incorporation Act 2015 and Associations Incorporation Regulations 2016.

A council/board does not:

manage the day to day running of the school (for example, staff management, and student assignment to classes);

discuss individual issues relating to teachers, staff, students or parents;

represent specific interest groups, or permit special interests to dominate the agenda of the council/board;

intervene in the control or management of the school – either directly or indirectly;30

intervene in the educational instruction of students;31

borrow money32 or obtain credit^33

purchase property;^34

exercise authority over teaching staff or other persons employed at the school;35 or

performance manage the principal or any other Department of Education employee.36

Incorporated councils/boards ^ Incorporated councils/boards may:

obtain funds (for example, through fundraising) for the benefit of the school;37and

purchase property for the use of the school.38

^ Incorporated councils/boards may not borrow money.39

Role of council/board members

Parent members of council/boards bring their experience as parents at the school, and the views and context of the wider school community.

Student members of council/boards bring their experience as students at the school.

Community members may bring expertise such as business skills that the council/board is looking for at that time.

Department of Education employees bring their educational expertise.

30 Section 132(a) of the School Education Act 1999 31 Section 132(b) of the School Education Act 1999 32 Department of Education’s Councils and Boards in Public Schools policy and procedures 33 Regulation 113 of the School Education Regulations 2000 Department of Education’s Councils and Boards in Public Schools policy and procedures Section 2. 34 Section 131 of the School Education Act 1999 35 Section 132(c) of the School Education Act 1999 36 Section 132(c) of the School Education Act 1999 37 Regulation 113(a) of the School Education Regulations 2000 38 Section 131 of the School Education Act 1999 - any property acquired is vested in the Minister for Education and Training 39 Department of Education’s Councils and Boards in Public Schools policy and procedures

ATTACHMENT 12.6B

Page 410

https://www.slp.wa.gov.au/legislation/statutes.nsf/law_a147082.html













6

LEGAL FRAMEWORK OF SCHOOL COUNCILS/BOARDS All public school council/boards in Western Australia are regulated by the School Education Act 1999, School Education Regulations 2000 and the individual council/board’s terms of reference (constitution for incorporated bodies). The Act provides for membership:

mandated parent representation (except where the majority of students are 18 years of age or over);

staff representation (the principal is automatically included);

general community representation;

optional co-opted community and industry representation;

student representation (15+ years for an unincorporated council/board);40

where the school has a Parents and Citizens’ Association (P&C), the association may nominate a representative to be considered for the parent or general community category of membership (subject to the conditions of the applicable membership category, see pages 10 and 25); and

allocation of a member of another association in relation to the school or group of schools to which the school belongs.41

The Act provides the means by which a council/board is established and operates, including how members are elected or appointed and outlines the structure of a council/board. NOTE:

Parents and members of the community must make up the majority of a council/board’s membership in schools where the majority of students at the school are under the age of 18.

Students and members of the community must make up the majority of a council/board’s membership where the majority of students at the school are over the age of 18.

A person who is a staff member of the school, and a parent or community member, may only be a member of the council/board in his or her capacity as a staff member.42

A standard terms of reference for unincorporated councils/boards is available on the Department of Education’s School Councils/Boards website. The Department of Education’s School Compliance Program confirms the school has a council and there is a record of the council having adopted an approved terms of reference.

Incorporated councils/boards A model constitution for incorporated councils/boards is available from the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards

40 Section 127(1)(d) of the School Education Act 1999 - no student under 18 years of age can be a committee member of an incorporated council/board. 41 For example, an alumni association, but not a Parents and Citizens’ Association. 42 A person listed on the school’s appointed staffing list. NB: A relief teacher who occasionally works at the school on a casual basis (paid hourly) will not appear on the school’s appointed staffing list. If a person who has a child enrolled at the school, who is also a relief teacher for the school, wishes to nominate for a parent position on the council/board they should discuss their individual situation with the principal prior to nominating. Some issues that could be considered include whether the person works regularly at the school/is likely to act in a position, any potential for conflict of interest and the effect on the current composition of the council/board, given that parents and community members must form a majority of members. Both the parent/teacher and the principal should be satisfied that there are no issues that are likely to impact on the person’s ability to represent the parent perspective before proceeding with a nomination.

ATTACHMENT 12.6B

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7

Legal liability Section 137 of the School Education Act 1999 provides protection against liability for members of unincorporated councils/boards where they have acted in good faith. Unincorporated councils/boards:

are covered for personal liability while performing functions of the council/board under the Department of Education’s General Liability and Professional Liability insurance coverage with RiskCover, the Department’s “insurer”;43 and

may be provided with legal advice by the Department of Education or the State Solicitor’s Office.

Incorporated councils/boards Incorporated councils/boards:

do not have protection against liability provided by section 137 of the School Education Act 1999;

are not covered for personal liability while performing functions of the council/board under the Department of Education’s General Liability and Professional Liability insurance coverage with RiskCover.

will not be afforded legal advice by the Department of Education or the State Solicitor’s Office.

An incorporated council/board that has been approved to undertake an additional function (such as operating a school canteen) needs to:

have an agreement with the school for the use arrangements of the canteen;

issue employment contracts to employees and process pay including superannuation from its own bank accounts;

have appropriate accountability and financial reporting processes in place;

engage volunteers (separately from the school’s process);

have appropriate insurance44 which should extend to cover employees and employer’s liability (workers’ compensation cover), volunteer, personal accident, and general liability (including personal injury liability and professional negligence); and

seek its own legal advice.

For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website: https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs Phone: 1300 304 054

43 A member of an unincorporated council/board would be covered, for example, for an injury that occurred while attending a council/board meeting. 44 One option for incorporated councils is to arrange insurance through the Western Australian Council of State School Organisation (WACSSO). WACSSO can be contacted on 9264 4000 or [email protected]

ATTACHMENT 12.6B

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8

ESTABLISHING A SCHOOL COUNCIL/BOARD

Public schools are required to have a council.45 Independent Public School councils are known as boards. Schools establishing a council/board may wish to refer to information available:

Roles and responsibilities;

Legal framework;

Membership;

Public sector functions;

Role of the chairperson;

Role of the principal;

Role of the secretary;

Joint councils/boards;

New member induction;

Code of conduct;

Nominations and elections. Suggestions for establishing councils/boards Step 1: Parent and school community information session Invite interested people in the school community to attend a parent and community information session. At the information session:

Provide information on the roles and responsibilities of council/boards.

Circulate nomination forms for membership of the council/board.

Discuss how membership of the council/board will represent the best interests of the students and the school community.

Step 2: Preparing a draft terms of reference Councils/boards need to comply with the relevant provisions of the School Education Act 1999 and the School Education Regulations 2000 and adopting an approved terms of reference can make this easier for members to understand. The model terms of reference provided by the Department of Education meets the requirements of the legislation for an unincorporated council/board and can be found on the Department of Education’s Councils/Boards website

45 Section 126 of the School Education Act 1999 - unless the school (not an Independent Public School) has been exempted by the Minister for Education and Training.

ATTACHMENT 12.6B

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9

Incorporated councils/boards Incorporated councils/boards must have a constitution. Incorporated council/board constitutions must comply with the relevant provisions of the School Education Act 1999, School Education Regulations 2000 and the Associations Incorporation Act 2015 and Associations Incorporation Regulations 2016. The model constitution for incorporated councils/boards provided by the Department of Education meets the requirements of the legislation. Please see the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards The Deputy Director General, Schools, is responsible for approving incorporated council/board constitutions. After approval by the Deputy Director General, Schools, councils/boards must also submit the constitution to the Commissioner for Consumer Protection at the Department of Mines, Industry Regulation and Safety. The constitution will not take effect until it is approved by the Commissioner. Information for councils/boards considering incorporation is provided in the Councils and Boards in Public Schools policy and procedures For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website: https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs Phone: 1300 304 054

Step 3: Appointment or election of members to the council/board The principal seeks nominations for membership of the council/board. Parents, students, and staff may be appointed to the appropriate category of membership of the council/board if there is only one nominee for each position. Where it is applicable to the membership category, a Screening Clearance Number must be issued by the Department of Education’s Screening Unit before an appointment is made. 46 In applicable categories, where nominations for council/board membership exceed the number of positions, the principal conducts an election.47 For more details on the categories of membership, see Membership. Step 4: The first council/board meeting At the first meeting the council/board will:

consider the model terms of reference and any provisional decisions if necessary;

seek agreement on the terms of reference from the council/board;

provide an induction pack for the new members and background information on their new roles;

appoint a chairperson and secretary to manage the affairs of the council/board; and

set the agenda for the upcoming issues the council/board needs to consider.

46 Criminal History Screening for Department of Education Sites policy and procedures and Councils and Boards in Public Schools policy and procedures 47 Principals can access voting support materials, including an electronic voting tool, through Ikon.

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http://det.wa.edu.au/policies/detcms/policy-planning-and-accountability/policies-framework/policies/criminal-history-screening-for-department-of-education-sites-policy-and-procedures.en?cat-id=3457995



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Step 5: Additions or alterations to the terms of reference If the council/board proposes to add to or alter the terms of reference, advice on complying with the legislation is available from the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards

Incorporated councils/boards If an incorporated council/board wishes to alter its constitution this must be done by special resolution.48 The amended constitution must then be lodged with and approved by the Deputy Director General, Schools and after this with the Commissioner for Consumer Protection at the Department of Mines, Industry Regulation and Safety.49 The amended constitution does not have effect until all the policy and legislation requirements have been met and following approval by the Commissioner for Consumer Protection. For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website: https://www.commerce.wa.gov.au/consumer-protection/charities-and-associations Phone: 1300 304 054

MEMBERSHIP OF SCHOOL COUNCILS/BOARDS

Section 127 of the School Education Act 1999 specifies the membership categories as:

parents/adult students;

members of the general community;

staff of the school (in addition to the principal who is automatically a member); and

students 15 years and over. Identifying quality members is a critical part of the process of establishing and maintaining a successful council/board. It is imperative that schools have broad networks to ensure a wide variety of people are considered.

A council/board seeks to be representative of the school community. In determining the composition (or the balance between categories), regard should be given to the nature of the student population of the school and the social, cultural, lingual, economic or geographic factors that may be relevant to the school. Parents (or where relevant, students) and community members must form the majority of the council/board. 50 The number of members of the council/board must be at least 5 and not more than 15.51*52

48 Section 30 of the Associations Incorporation Act 2015 49 Section 30 of the Associations Incorporation Act 2015 and Councils and Boards in Public Schools policy and procedures 50 Section 127(4) of the School Education Act 1999 51 Regulation 106(1)(a) of the School Education Regulations 2000 * An incorporated council/board is to have at least 10 members and not more than 15 members. 52 Regulation 106(1)(c) - If a council/board operates for 2 or more schools jointly, it is to have such number of members as is determined by the Minister for Education and Training.

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The principal of the school will invite nominations from all persons in each membership category to fill vacancies in the council/board membership.53 (See Nominations and Elections) Prior to being appointed to the council/board, nominees (with the only exceptions being students under 18 years of age and existing Department of Education employees) undergo a National Police History Check. That is, before the announcement of the election result (where there has been an election) and before any confirmation of appointment is made.54 Where members of the public attend an ordinary council/board meeting they do so as observers, unless invited by the Chairperson. Parent/Student Category of Membership

Primary school councils/boards have parent members to represent the students and families enrolled at the school.

Secondary school councils/boards may have both parents and students aged 15 years and over, or who will reach 15 years during the calendar year.

Where the school has a majority of students who are adults (such as senior colleges) membership is drawn from students at the school.

There must always be at least one parent/adult student member.55

Incorporated councils/boards No student under 18 years of age can be a member of an incorporated council/board.56 An incorporated council/board is to have at least 10 members and not more than 15 members.57 For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website: https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs Phone: 1300 304 054

People who are eligible to nominate for a category are also eligible to vote for that category.58 That is, only parents vote for the parent members, only students vote for the student members. Community Category of Membership Any member of the community considered to have suitable qualifications or experience is eligible to be placed on the list of nominees for the community category of membership. Community members have contemporary expertise required by the council/board. Examples of contemporary expertise include current employment with an employer working in partnership with the school, or business skills that are required at the time. There will not be an election to appoint community members. The council/board may appoint suitably qualified persons from the list of nominees by vote in a meeting.59

53 Regulation 108 of the School Education Regulations 2000 54 Criminal History Screening for Department of Education Sites policy and procedures and Councils and Boards in Public Schools policy and procedures 55 Section 127(a) of the School Education Act 1999 and Regulation 107(2) of the School Education Regulations 2000 56 Section 127(1)(d) of the School Education Act 1999 57 Regulation 106(1)(b) of the School Education Regulations 2000 58 Regulation 109 of the School Education Regulations 2000 59 Regulation 108(2)(b) of the School Education Regulations 2000

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Parents and Citizens’ Associations

A school’s Parents and Citizens’ Association (P&C) is a valuable but separate entity to the council/board. Members of the council/board and the Parents and Citizens’ Association often work together on different projects. A P&C can nominate one of their members for either a) a parent or b) a community member position depending on the individual circumstances of the nominee. If the P&C nominates a parent member, that nomination is treated the same as any other parent nomination and is required to face an election (with all parents voting and all parent candidates considered, not just P&C members) if there are more nominations than positions.60

If the P&C nominates a community member, that nomination is treated the same as any other community nomination and is considered by the council/board with the other community member nominees. Community members are appointed, not elected.61 Staff Category of Membership The principal is automatically a member of the council/board.62 Staff employed at the school are eligible to be staff members on the council/board.6364 All staff employed at the school are eligible to vote for staff members.65 Staff who are also parents or community members may only serve on the council/board in their capacity as Department of Education employees.66 Co-opted Members The council/board may co-opt a member of the local community to be a member of the council/board for a specified time period, or in relation to such matters, as determined by the council/board where that person’s experience, skills or qualifications would enable him or her to make a contribution to the council/board’s functions.67 There will not be an election to appoint co-opted members. The council/board may appoint suitably qualified persons from the list of nominees by vote or consensus in a meeting.68 A co-opted member is not entitled to a vote, and is not a full member of the council/board.69 A co-opted member is appointed to the council/board for a specific purpose or project. The term of the co-opted member is determined by the length of the project.

60 Regulation 107(3) of the School Education Regulations 2000 61 Regulation 107(3) of the School Education Regulations 2000 62 Section 127(2) of the School Education Act 1999 63 Section 127(3) of the School Education Act 1999 64 A person listed on the school’s appointed staffing list. NB: A relief teacher who occasionally works at the school on a casual basis (paid hourly) will not appear on the school’s appointed staffing list. If a person who has a child enrolled at the school, who is also a relief teacher for the school, wishes to nominate for a parent position on the council/board they should discuss their individual situation with the principal prior to nominating. Some issues that could be considered include whether the person works regularly at the school/is likely to act in a position, any potential for conflict of interest and the effect on the current composition of the council/board, given that parents and community members must form a majority of members. Both the parent/teacher and the principal should be satisfied that there are no issues that are likely to impact on the person’s ability to represent the parent perspective before proceeding with a nomination. 65 Regulation 109(3) of the School Education Regulations 2000 66 Section 127(3) of the School Education Act 1999 67 Regulation 112 of the School Education Regulations 2000 68 Regulation 112 of the School Education Regulations 2000 69 Regulation 140(a) of the School Education Regulations 2000 Co-opted members are present by virtue of some particular attribute or knowledge which is considered likely to be of assistance to a council/board in a given situation and as such they do not have voting rights.

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PUBLIC SECTOR FUNCTIONS FOR SCHOOL COUNCILS/BOARDS

The functions and governance of councils/boards are mandated in the School Education Act 1999, and the School Education Regulations 2000. Public sector functions are provided below. DIRECTOR GENERAL The Director General has delegated certain duties in relation to the governance of council/boards to the Deputy Director General, Schools and Regional Executive Directors. Staff Selection A council of a school that is not an Independent Public School may apply to the Director General or delegate to take part in the selection of, but not the appointment of, the school principal or any other member of the teaching staff.70 An Independent Public School board takes part in the selection of, but not the appointment of, the school principal. An Independent Public School board may apply to the Director General or delegate^ to take part in the selection of, but not the appointment, of any other member of the teaching staff.71 Directions may be given to the council/board The council/board may be given directions in writing by the Director General or delegate* with respect to the performance of its functions, either generally or in relation to a particular matter.72 Elections The principal may be given directions by the Director General in relation to the conduct of elections.73 The Director General may inquire into any matter affecting an election or appointment of the council/board.74 If an irregularity has occurred the Director General may:

declare the results of an election or appointment invalid; or

order an election or appointment; or

order a new election or appointment to be conducted.75 Joint councils/boards A council/board may operate for two or more schools jointly.76 The Deputy Director General, Schools will determine:

the number of members of a joint council/board;77 and

the composition of a joint council/board.78

70 Section 129(2) of the School Education Act 1999 ^ Where the school is an Independent Public School, the Director General’s delegate is the school Principal. 71 Section 129(2) of the School Education Act 1999 72 Section 135(1)(2) of the School Education Act 1999 * The Director General’s delegate for all public schools is the Deputy Director General, Schools; and only for schools in their region the Regional Executive Director. 73 Regulation 108(3) of the School Education Regulations 2000 74 Regulation 109(4) of the School Education Regulations 2000 75 Regulation 108(4) of the School Education Regulations 2000 76 Section 125(2) of the School Education Act 1999 77 Regulation 106(1)(c) of the School Education Regulations 2000 78 Regulation 107(4) of the School Education Regulations 2000

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Incorporated councils/boards In the case of governance groups which are incorporated, these councils/boards’ functions are mandated in the School Education Act 1999, School Education Regulations 2000 and the Associations Incorporation Act 2015 and Associations Incorporation Regulations 2016. The provisions above for unincorporated councils/boards also apply to incorporated governance groups. In addition to the functions for unincorporated councils/boards, incorporated councils/boards may apply to the Deputy Director General, Schools to take on additional functions to:

obtain funds for the benefit of the school;

employ persons other than public service officers; and

manage or operate facilities at the school (such as a canteen, swimming pool, residential accommodation for students, school farm or horticultural centre).79

Note: A school’s Parents and Citizens’ (P&C) Association is incorporated under the umbrella of the Western Australian Council of State Schools Organisations Inc. (WACSSO) and may, therefore, fulfil these functions. Council/board constitution The Deputy Director General, Schools is responsible for approving constitutions that comply with the provisions of the School Education Act 1999, the School Education Regulations 2000 and the Associations Incorporation Act 2015 and Associations Incorporation Regulations 2016. The standard constitution provided by the Department of Education complies with these provisions. For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs Phone: 1300 304 054 For assistance on the legislation and policy with respect to councils/boards please see the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards

Termination of Membership The Director General may remove a member of the council/board if continuation would be detrimental to the interests of the council/board.80 MINISTER FOR EDUCATION AND TRAINING The Minister may dismiss an unincorporated council/board that is not performing its legislatively required functions.81 Dismissal of council/board A council/board may be dismissed if its conduct is:

in breach of the School Education Act 1999; or

incompetent, inadequate, or improper.82

79 Regulation 113 of the School Education Regulations 2000 80 Regulation 111(2) of the School Education Regulations 2000 81 Section 130 of the School Education Act 1999 82 Section 138(2) of the School Education Act 1999

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The Minister will advise the council/board by written notice, stating:

the particulars of the allegations against it; and

requiring that the situation be remedied within the time specified in the notice.83

If the Minister is not satisfied the council/board has complied with the notice, the Minister may, by order of the Government Gazette, dismiss the council/board.84

Incorporated councils/boards MINISTER FOR EDUCATION AND TRAINING The Minister may:

may dismiss an unincorporated council/board, but this does not apply to an incorporated council/board;85

approve that a council/board may perform additional functions where the council/board is incorporated;86,87 and

make an application to the Supreme Court for an incorporated council/board to be wound up if the council/board is in breach of the School Education Act 1999 (or Associations Incorporation Act 2015) or its conduct is incompetent, inadequate or improper.88

COMMISSIONER FOR CONSUMER PROTECTION DEPARTMENT OF MINES, INDUSTRY REGULATION AND SAFETY For incorporated councils/boards, the Commissioner requires the constitution to comply with the provisions specified in Schedule 1 of the Associations Incorporation Act 2015, the School Education Act 1999 and the School Education Regulations 2000. The standard constitution provided by the Department of Education complies with these provisions.

The Commissioner has other powers under the Associations Incorporation Act 2015.

Ending an association There are a number of ways in which an association’s incorporation can cease. These include the:

association’s members voluntarily applying for its cancellation;

Commissioner for Consumer Protection ordering its cancellation;

association’s members voluntarily applying for its winding up;

association or its members, creditors or the Commissioner applying to Supreme Court for its winding up; or

Minister for Education and Training making an application to the Supreme Court for its winding up.89

An association’s incorporation may also come to an end if its members choose to either amalgamate (merge) the association with another incorporated association to form a new incorporated association or becoming registered as a different type of body corporate under another law.90

For advice on incorporation: Associations Branch Department of Mines, Industry and Regulation Website: https://www.commerce.wa.gov.au/consumer-protection/associations-and-clubs Phone: 1300 304 054

83 Section 138(2) of the School Education Act 1999 84 Section 138(3) of the School Education Act 1999 85 Section 138 of the School Education Act 1999 86 Section 130 of the School Education Act 1999 87 Section 113 of the School Education Regulations 2000 88 Section 139 of the School Education Act 1999 89 Section 139 of the School Education Act 1999 90 https://www.commerce.wa.gov.au/consumer-protection/deregistering-incorporated-association

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For assistance on the legislation and policy with respect to councils/boards please see the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards

ROLE OF THE CHAIRPERSON OF A SCHOOL COUNCIL/BOARD

The chairperson leads the council/board.

The role of the chairperson is to:

work in partnership with the principal;

ensure a wide variety of people are considered for membership and that members are representative of the school community, for example gender, social, cultural, lingual, economic or geographic factors relevant to the school;

chair and convene council/board meetings;91

ensure minutes of meetings are taken and reviewed;

provide leadership to the council/board;

manage the business of the council/board;

declare the result of decisions and motions;

uphold council/board decisions;

work with the principal to induct members;

ensure the council/board stays focused on supporting the school to achieve the best outcomes for students;

prepare and present an annual report to members and the school community at annual public meetings;92

comply with any directions of the council/board in relation to the venue and time of meeting and giving notice of the meeting;93

resolve disputes as required;

facilitate mediation meetings as required; and

represent the school in the community and at formal functions. The council/board chairperson may also participate as an ex officio member of all sub-committees established by the council/board.

91 Regulation 115(2) of the School Education Regulations 2000 92 Regulation 117(c) of the School Education Regulations 2000 93 Regulation 115(2) of the School Education Regulations 2000

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Incorporated councils/boards In addition to the above, the chairperson of an incorporated council/board:

has a second or casting vote where voting has taken place at a general meeting and the votes are divided equally;94

declares resolutions;95 and

undertakes to manage the membership of the council/board to ensure compliance with the legislation and oversees the association’s meeting procedures are consistent with the constitution.

Chairing meetings The council/board chairperson effectively leads meetings. This entails:

preparing the agenda and relevant papers with the principal;

ensuring that meeting processes comply with the council/board’s terms of reference;96*

ensuring meetings are run efficiently and achieve their purpose;

ensuring all members have the opportunity to be heard;

ensuring the meeting focuses on whole of school outcomes rather than personal affairs;

ensuring the minutes from the previous meeting are confirmed as accurate and signing and dating those minutes;

starting and finishing meetings on time;

notifying the council/board of any apologies received;

tabling all correspondence, in and out; and

facilitating the resolution of any conflict. Who can be a chairperson? The chairperson is elected by, and from, the council/board’s membership.97 It is good practice for the council/board to review on an annual basis, for example at the first meeting of the year, who will undertake the role of Chair. Reference Department of Education and Early Childhood Development Victoria (2009) Making the Partnership Work (Used with permission).

94 Regulation 57(6) of the Associations Incorporation Regulations 2016 95 Regulation 59 of the Associations Incorporation Regulations 2016 96 Regulation 115(2) of the School Education Regulations 2000 * Incorporated councils/boards have a constitution. 97 Section 127(6) of the School Education Act 1999

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ROLE OF THE PRINCIPAL OF A SCHOOL COUNCIL/BOARD

The principal is automatically a member of the council/board.98 The principal’s role as school leader is to manage the administration of the school, the staff of the school and the educational instruction of students. The role of the principal on the council/board is to:

form a council unless a school has been exempted from this requirement;99

provide advice and guidance to the council/board in relation to legislative requirements and school policy; establish a plan for the school in consultation with the board/council and the school’s teaching staff setting out its objectives and how the objectives and priorities will be achieved;100

in consultation with the board/council and the school’s teaching staff to monitor and report on the school’s performance in relation to the plan referred to above;101

submit the school’s annual budget to the council/board for noting;102

submit proposed major revisions to the budget, which have an impact on the original programs and priorities, to the council/board for noting;103

submit proposed contributions, charges and fees and personal items list to the council/board for approval;104

invite nominations to fill vacancies in the council/board membership;105

conduct elections (where elections are applicable to the membership category);106

assist in identifying appropriate general community representatives to be placed on the list of nominees;

provide the council/board with support services;107

work with Department of Education business units on issues such as funding to the school, school maintenance and capital works and provide the information council/board members require on these processes;

98 Section 127(2) of the School Education Act 1999 99 Section 125(1) of the School Education Act 1999 – Independent Public Schools are required to have a board 100 Section 63(1)(e) of the School Education Act 1999 101 Section 63(1)(f) of the School Education Act 1999 102 Department of Education’s Financial Management in Schools Finance and Accounting manual 103 Department of Education’s Financial Management in Schools Finance and Accounting manual 104 Department of Education’s Financial Management in Schools Finance and Accounting manual and Contributions, Charges and Fees Manual 105 Regulation 108(1) of the School Education Regulations 2000 106 Regulation 108(2)(a)(c)(d) of the School Education Regulations 2000 107 Section 134 of the School Education Act 1999 School support staff may undertake the role of the secretary. Where this occurs the school support staff member is not a member of the council/board.

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support members to understand the scope of the functions of a council/board, which does not include intervening in the control or management of the school, including the issues referred to above, either directly or indirectly; and

represent the Department of Education.

ROLE OF THE SECRETARY OF A SCHOOL COUNCIL/BOARD

Where there is such a position, the secretary manages the administration affairs of the council/board. The role of the secretary is to:

co-ordinate the correspondence of the council/board;

ensure that full and correct minutes of the meetings and proceedings of the council/board are kept in a minute book and are signed by the chairperson after every meeting;

serve formal notice to council/board members and the community, at the direction of the chairperson, in advance of: o ordinary, special and annual public meetings; and o motions;

keep and maintain in an up to date condition a register of the members of the council/board and their postal and residential addresses;*

keep a list of nominees of members of the general community that may be appointed to the council/board in the category of general community membership;108

keep and maintain the terms of reference (if applicable),^ and have copies of the terms of reference available to all members;

ensure every member has access to inspect the records and documents of the council/board;

have custody of all books, documents, records and registers of the council/board;** and

have custody of all other records held by the council/board.

It is good practice for council/board meeting minutes to be made available to the school community. ^ Incorporated councils/boards have a constitution.

108 Regulation 108(2)(b) of the School Education Regulations 2000

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Incorporated councils/boards

In addition to the above, incorporated councils/boards have other requirements, through the Associations Incorporation Act 2015 and Associations Incorporation Regulations 2016, which must be met. These requirements include, but are not limited to, the requirement to maintain a register of the incorporated association’s members and record any changes to the membership109; the requirement to attempt to resolve disputes within a specified timeframe;110 and the duties of members and office holders such as the secretary and treasurer.111 The model constitution for incorporated councils/boards provided by the Department of Education meets the requirements of the legislation.

Note: *Secretaries may also wish to keep a register of members of the council/board with up to date names, residential addresses, phone numbers and email addresses. Please note that it is advisable to obtain consent first, as councils/boards may be in breach of the Privacy Act 1988 (Commonwealth) by keeping phone numbers on the register. **It may be useful to have two custodians of the records and documents of the council/board, in the event that the first custodian is unavailable. Some councils/boards keep their records electronically. Principals are required to produce council/board records as part of the Department of Education’s school compliance program.

JOINT SCHOOL COUNCILS/BOARDS

Schools may apply to have one council/board that operates jointly for two or more schools. Step 1 Submit application to form a joint council/board to the Deputy Director General, Schools. The form is available in Appendix D of the Councils and Boards in Public Schools policy and procedures. A statement will need to be attached that outlines:

how a joint council/board will benefit the students and the schools concerned;

the consultation that has occurred between the school communities; and

a draft terms of reference.

The principals and a council/board member from each school will need to sign the application form. One of the principals must be nominated on the application form for purposes relating to the filling of council/board vacancies and the conduct of elections.

109 Section 53 of the Associations Incorporation Act 2015 110 Regulation 19 of the Associations Incorporation Regulations 2016 111 Division 2 Composition of committee and duties of members of the Associations Incorporation Regulations 2016

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Step 2 If the application request is approved by the Deputy Director General, Schools it will be forwarded to the Minister for Education and Training. The School Education Act 1999 states that the Minister must give approval for joining councils/boards and once approved, publish notice of the joint arrangement in the Government Gazette.112 Step 3 Once schools have been notified of approval, follow the process outlined in the Establishing a School Council/Board. In the event that a joint council/board arrangement no longer meets the needs of the schools, approval will need to be sought to establish one council/board for each school. This arrangement will need to be forwarded to the Minister for approval and once approved, published by a notice in the Government Gazette. For advice on joint councils, contact Leadership, Innovation and Strategy Department of Education Phone: 9264 5429 .

NEW MEMBER INDUCTION

Induction ensures new council/board members are suitably prepared to fulfil the role by providing information, familiarisation and socialisation. A typical induction covers the following: Information about the school

glossary of common terms and acronyms;

the school plan and the Department of Education’s strategic plan;

organisational structure;

the role of key stakeholders;

relevant school policies

copy of the report from the school review (if applicable);

reporting requirements; and

compliance obligations. In addition to the above, members of Independent Public Schools boards would also provide copies of the school’s:

Delivery and Performance Agreement; and

business plan. Information about the council/board

role of the council/board (see attachment to Nomination Form at Appendix B of the Councils and Boards in Public Schools policy and procedures;

legal obligations of a council/board member;

terms of reference;

code of conduct;

role of the principal;

role of the chairperson;

council/board structure (including committees);

council/board procedures;

minutes from recent council/board meetings;

procedures for managing conflicts of interests;

112 Section 126(1)(b) of the School Education Act 1999

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council/board annual calendar of activities; and

register of members (contact information for other council/board members). It may be beneficial to:

provide information in a written pack; or through a secure on-line facility;

invite experienced council/board members, including those from neighbouring schools to act as mentors;

meet with the chairperson and principal;

conduct briefing sessions with individual council/board members and staff; and

provide access to the on-line information and modules produced by the Department of Education.

CODE OF CONDUCT FOR SCHOOL COUNCIL/BOARD MEMBERS

The following suggestions are a guide only for schools developing a council/board Code of Conduct.

The primary consideration is that the school’s values are in the best interests of students.

A council/board abides by all the relevant legislation and industrial agreements.

A council/board is accountable to both its local school community and the Director General or delegate.113

A council/board encourages members to behave in a civil and respectful manner, avoiding discrimination, harassment and bullying.

The underlying principles of a council/board’s code of conduct include the promotion of: o respectful partnerships; o clear and honest two-way communication; o transparent processes; o democratic, informed decision making; and o personal and professional integrity.

Conflict between council/board members is dealt with respectfully and fairly and in a manner that reflects the principles of natural justice.

Council/board members declare any conflicts of interest when they arise. Council/board members who have declared a conflict of interest are not entitled to vote on that issue.114

Council/board members are expected to represent the school community. Members do not represent one viewpoint or the view of an individual or for example, political or religious affiliations. Council/board members therefore regularly seek the views and opinions of the whole school community, especially when policies are being developed.

Council/board members respect the need for confidentiality and privacy with regard to sensitive matters that might arise at council/board meetings, especially where there are matters of a personal nature relating to staff, students or parents.

113 Where the school is not an independent public school, the Director General’s delegate is the Regional Executive Director 114 Where the council/board is incorporated, Sections 42 and 43 of the Associations Incorporation Act 2015 applies.

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The council/board is not an appropriate forum for the discussion of individual school staff, students, parents or other members of the school community.

A council/board member who is approached by a parent with a concern relating to an individual is in a privileged position and is expected to treat such discussion with discretion, protecting the confidentiality and privacy of the people involved. If the issue relates to an operational matter of the school, the parent should be encouraged to speak with the principal or classroom teacher. If the issue relates to a school policy or procedure, it is put on the agenda and approached in a generic sense to protect the privacy of individuals involved.

The council/board does not intervene in the control or management of the school - either directly or indirectly.115

The council/board “speaks as one voice” in the public arena once a decision has been made.

Council/board members actively participate in sub-committees and meetings as the need arises.

If members are unable to attend a meeting, they are requested to submit an apology before the meeting.

There is no requirement for council/board members who are also current members of Parliament or local government or are planning to nominate as candidates for an election to resign from the council/board. However, it may be appropriate for these council/board members not to attend council/board meetings in the period leading up to the election if the council/board or the member considers there is a real or perceived conflict of interest. A person can become ineligible to hold office as a member before the end of their term. For example, a parent member becomes ineligible when they no longer have children enrolled at the school; and a community member becomes ineligible when they no longer have the contemporary expertise required. A member themselves, or the council/board, may identify that a member has become ineligible to hold office because they are no longer suitably qualified. Where this occurs the member resigns their position. Reference Department of Education and Early Childhood Development Victoria (2009) Making the Partnership Work (used with permission).

NOMINATIONS AND ELECTIONS

Nominations When a vacancy arises in the council/board the principal is to call for nominations from the whole school population for the relevant category of membership. For example, if there is a vacancy for a parent member, all parents are to be given the opportunity to nominate. A person may nominate themselves.

115 Principals have the legislated responsibility for the control and management of the school (SEA s.63(1)(b)). The Department of Education has established processes to enable Principals to undertake these functions, including for the distribution of funding to the school, school maintenance and capital works. Principals work with Department business units and provide the information council/board members require on these processes. Principals support members to understand the scope of the functions of a council/board.

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Nominations use the school’s prescribed nomination form and should include a short candidate profile. Parents and Citizens’ Associations A school’s Parents and Citizens’ Association (P&C) is a valuable but separate entity to the council/board. Members of the council/board and the Parents and Citizens’ Association often work together on different projects. A P&C can nominate one of their members for either a) a parent or b) a community member position depending on the individual circumstances of the nominee. If the P&C nominates a parent member, that nomination is treated the same as any other parent nomination and is required to face an election (with all parents voting and all parent candidates considered, not just P&C members) if there are more nominations than positions.116 If the P&C nominates a community member, that nomination is treated the same as any other community nomination and is considered by the council/board with the other community member nominees. Community members are appointed, not elected.117 Eligibility of Voters and Nominees To be suitably qualified for a membership position on the council/board:

parents are to have children enrolled at the school;

staff are to be employed at the school; and

community members have contemporary expertise required by the council/board. Examples of contemporary expertise include current employment with an employer working in partnership with the school, or business skills that are required at the time.

The membership categories that require an election if there are more than one nomination are:

parents/adult students;

staff of the school; and

students 15 years and over.118

Incorporated councils/boards Members of an incorporated council/board must be 18 years or older.

In certain membership categories if the number of nominations exceeds the number of positions then an election is to be held. People who are eligible to nominate for a category are also eligible to vote for that category. That is, only parents vote for the parent members, only students vote for the student members and only staff vote for the staff members.119 Each parent whose name and address has been provided to the school at the time of the application for enrolment is eligible to vote and is to be provided with the opportunity to vote.120 A person can become ineligible to hold office as a member before the end of their term. For example, a parent member becomes ineligible when they no longer have children enrolled at the school; and a community member becomes ineligible when they no longer have the contemporary expertise required. A member themselves, or the council/board, may identify that a member has become ineligible to hold office because they are no longer suitably qualified. Where this occurs the member resigns their position.

116 Regulation 107(3) of the School Education Regulations 2000 117 Regulation 107(3) of the School Education Regulations 2000 118 Regulation 108 of the School Education Regulations 2000 119 Regulation 109 of the School Education Regulations 2000 120 Regulation 109 of the School Education Regulations 2000

ATTACHMENT 12.6B

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25

See also Membership of School Council/Boards. Casual Vacancies The same process is to be undertaken for a casual vacancy as for any other vacancy however the person nominated/elected will only hold office for the remainder of the term of office which applied to the original office holder.121

PROCESS Principals can access voting support materials, including an electronic voting tool, through Ikon. The following process is a guideline only for a formal nomination and paper election process that would minimise the potential for disputes. The Principal usually appoints a returning officer. Commencement Date and Close Date of Ballot The principal determines the date of commencement of issuing ballot papers and the time and the close of the ballot with regard to:

time required to circulate to the school community and return ballot papers; and

time required to finalise the election. Election Package The Election Package distributed to eligible voters contains:

a ballot paper;

an envelope marked ‘Ballot Paper’;

any voting instructions; and

candidate profiles if available. The Ballot Paper The order of names of nominees for election that appear on the ballot paper is drawn by lot by the principal as soon as practicable following the close of nominations.

When the First Past the Post counting method is used, ballot papers are marked as follows:

If only one office is to be filled at the election, an elector is to mark the ballot paper by placing a cross or tick in the box opposite the name of the nominee whom the elector wishes to elect.

If two or more offices are to be filled at the election, an elector is to mark the ballot paper by placing a cross or tick in the box opposite the name of each candidate whom the elector wishes to elect, but is not to place ticks in more boxes than the number of offices to be filled.

Ballot Boxes The principal provides such ballot boxes as are necessary for the election at convenient places for use by voters (staff, students and/or parents as is relevant). Before a ballot box is used the principal ensures that it is empty and secure in such a way as to prevent anything being removed from the box.

The Count Votes are to be counted by the First Past the Post method as soon as practicable after the time of the close of the ballot and in the presence of at least one scrutineer. The scrutineer is appointed by the principal. If the principal is aware that the vote may be contentious, nominees may be permitted to also appoint scrutineers. In the event of a tie, the names are to be placed in a hat and drawn out.

121 Regulation 110 of the School Education Regulations 2000

ATTACHMENT 12.6B

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26

Declaration of the Result The result should be declared by the principal to the whole school population as soon as practicable after the votes have been counted and after the requirement for a National Police History Check has been met.122 The declaration of an election result, or appointment to a council/board, must not occur until after a Screening Clearance Number has been issued by the Department of Education’s Screening Unit.123 For assistance on the legislation and policy with respect to councils/boards please see the Department of Education’s School Councils and Boards website https://www.education.wa.edu.au/school-councils-boards

122 Department of Education Criminal History Screening for Department of Education policy and procedures 123 Department of Education Criminal History Screening for Department of Education policy and procedures

ATTACHMENT 12.6B

Page 431




Created 01/10/2020 13:15:00 Requested By: Janelle Fell/Page 1 of 1

MINING TENEMENT SUMMARY REPORT

EXPLORATION LICENCE 47/4434 Status: Pending

TENEMENT SUMMARY

Area: 4 BL Death Reason :

Mark Out : Death Date :

Received : 03/09/2020 16:22:55 Commence :

Term Granted :

CURRENT HOLDER DETAILS

Name and AddressBELLARY DOME PTY LTDMCMAHON MINING TITLE SERVICES PTY LTD, C/- MCMAHON MINING TITLE SERVICES PTY LTD, PO BOX592, MAYLANDS, WA, 6931, [email protected], xxxxxxx997

DESCRIPTION

Remaining Blocks

Type Start Date No. of Blocks GraticulesMillion Plan Primary Blocks

Applied For 03/09/2020 4 HAMERSLEYRANGE

2780 fghj

SHIRE DETAILS

Shire Shire No Start End AreaASHBURTON SHIRE 250 03/09/2020 4.00000 BL

ATTACHMENT 12.7

Page 432

PARABURDOO RD

TOM PRICE-PARABURDOO RD

BEASLEY RD CAMP RD TOM PRICE RD

SEVEN MILE CREEK

TABLELAND CREEK

BELLARY CREEK

PIRRABURDU CREEK

STONY CREEK

0 1 2 3 4 5km

GDA 1994 MGA Zone 50

1:72,224Scale:

02:15 PM, 01/10/2020-23

°17'

-23°1

6'-23

°15'

-23°1

4'-23

°13'

-23°1

2'-23

°11'

-23°1

0'-23

°09'

-23°0

8'

555000mE 560000mE 565000mE 570000mE 575000mE

7425

000m

N74

3000

0mN

7435

000m

N74

4000

0mN

117°30' 117°31' 117°32' 117°33' 117°34' 117°35' 117°36' 117°37' 117°38' 117°39' 117°40' 117°41' 117°42' 117°43' 117°44' 117°45' 117°46'

TENGRAPH (c) 2014

ex76208[Tenement Status (Public)]

This plan has been compiled from various data sources received from a number of agencies and with informationsupplied by applicants for mining tenements. No responsibility is accepted for any error or omission. TheCommonwealth of Australia (c) 2002, through Geoscience Australia and the Department of Defence, maintainscopyright over those parts of the topographic data it has provided for display in TENGRAPH. Users wishing to usethe data in its unaltered form should contact Geoscience Australia at www.ga.gov.au. Confirmation of the extentand composition of any Native Title Claims should be sought from the Native Title Spatial Services Landgate.Enclosed Pastoral Lease land and Pre 1994 mining confined to Nharnuwangga Wajarri and Ngarlawangga ILUANative Title determination boundary.

Pending ApplicationLive TenementApplication over Live Tenement

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EXPLORATION LICENCE 47/4444 Status: Pending

TENEMENT SUMMARY

Area: 62 BL Death Reason :

Mark Out : Death Date :


Term Granted :


Name and AddressAMCI (IO) PTY LTDAPI MANAGEMENT PTY LTD, PO BOX 7361, CLOISTERS SQUARE PO, WA, 6850, [email protected],xxxxxxxxx222

AQUILA STEEL PTY LTDAPI MANAGEMENT PTY LTD, PO BOX 7361, CLOISTERS SQUARE PO, WA, 6850, [email protected],xxxxxxxxx222

DESCRIPTION

Remaining Blocks

Type Start Date No. of Blocks GraticulesMillion Plan Primary Blocks

Applied For 10/09/2020 62 HAMERSLEYRANGE

1395 yz

HAMERSLEYRANGE

1396 vwx

HAMERSLEYRANGE

1467 dejkop

HAMERSLEYRANGE

1468 abcfghjlmnopstuyz

HAMERSLEYRANGE

1469 lmnopqrstuvwxyz

HAMERSLEYRANGE

1470 lpqrstuvwxyz

HAMERSLEYRANGE

1471 lqrsvwx

SHIRE DETAILS

Shire Shire No Start End AreaASHBURTON SHIRE 250 10/09/2020 62.00000 BL

ATTACHMENT 12.7

Page 434

NORTH WEST

COASTA

L HWY

ROBE RIVER

RED HILL CREEK

KUMINA CREEK

0 5.5 11 16.5 22 27.5km


1:288,895Scale:

02:45 PM, 01/10/2020-22

°-21

°55'

-21°5

0'-21

°45'

-21°4

0'-21

°35'

-21°30

'-21

°25'

380000mE 390000mE 400000mE 410000mE 420000mE 430000mE 440000mE 450000mE 460000mE 470000mE 480000mE 490000mE

7570

000m

N75

8000

0mN

7590

000m

N76

0000

0mN

7610

000m

N76

2000

0mN

7630

000m

N

115°50' 115°55' 116° 116°05' 116°10' 116°15' 116°20' 116°25' 116°30' 116°35' 116°40' 116°45' 116°50' 116°55'

TENGRAPH (c) 2014




ATTACH

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MISCELLANEOUS LICENCE 45/568 Status: Pending

TENEMENT SUMMARY

Area: 3,488.32000 HA Death Reason :

Mark Out : N/A Death Date :


Term Granted :


Name and AddressALINTA ENERGY CLEAN ENERGY DEVELOPMENT PTY LTDAUSTWIDE MINING TITLE MANAGEMENT PTY LTD, C/- AUSTWIDE MINING TITLE MANAGEMENT PTY LTD,PO BOX 1434, WANGARA, WA, 6947, [email protected], xxxxxxx400

DESCRIPTION

Locality: HillsideDatum: Starting point is situated at GDA94, Zone 50 at

coordinates 741287.566mE 7541351.412mNBoundary: Thence proceed to coordinates 741413.739mE

7546756.902mN Thence proceed to coordinates747483.696mE 7546713.151mN Thence proceed tocoordinates 748496.004mE 7543226.267mN Thenceproceed to coordinates 747344.976mE 7541833.302mNThence proceed to coordinates 745680.195mE7541365.085mN Thence proceed to coordinates741287.566mE 7541351.412mN back to starting point

Area : Type Dealing No Start Date AreaApplied For 01/09/2020 3,488.32000 HA

SHIRE DETAILS

Shire Shire No Start End AreaASHBURTON SHIRE 250 01/09/2020 401.44428 HAEAST PILBARA SHIRE 3220 01/09/2020 3,086.88422 HA

ATTACHMENT 12.7

Page 436

0 10 20 30 40 50km


1:577,791Scale:

02:49 PM, 01/10/2020-23

°-22

°50'

-22°4

0'-22

°30'

-22°2

0'-22

°10'

-22°

-21°5

0' 560000mE 580000mE 600000mE 620000mE 640000mE 660000mE 680000mE 700000mE 720000mE 740000mE 760000mE 780000mE

7460

000m

N74

8000

0mN

7500

000m

N75

2000

0mN

7540

000m

N75

6000

0mN

7580

000m

N

117°30' 117°40' 117°50' 118° 118°10' 118°20' 118°30' 118°40' 118°50' 119° 119°10' 119°20' 119°30' 119°40'

TENGRAPH (c) 2014




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ATTACHMENT 12.9

Page 438

ATTACHMENT 12.9

Page 439

ATTACHMENT 12.10A

RANGE OF SUPPORT AND STIMULUS MEASURES

Resolution from the Ordinary Council Meeting held 14 April 2020 - Agenda item 11.3

That with respect to the COVID-19 Support Package for Small Business, Community Groups and Clubs, Council:

1. Endorse the following financial stimulus and support measures:

a) No increase to rates for 2020/21; b) Defer issuing rates notices for 2020/21 until the first week of November 2020;

c) Add a monthly instalment option to allow ratepayers a more flexible alternative to the existing three instalment arrangements;

d) Extend the period of special payment arrangements for rates by 12 months to 30 June 2021 and waive the $74.00 special arrangement fee;

e) Upon application waive penalty and instalment interest plus the rate instalment charge to overdue rates debtors, as well as general interest for sundry debtors, for a period of up to six months;

f) Suspend debt recovery procedures to both rates and sundry debtors including all forms of legal action for up to six months;

g) Upon application write off outstanding debts incurred as a result of financial hardship and loss due to COVID-19 (incurred debts must be no earlier than 1 February 2020);

h) No increase to Fees and Charges for 2020/21;

i) Allow full refunds for cancellations of facility hire, kennel bookings, liquor licenses, gym memberships and tour bookings plus waive any associated cancellation fees;

j) Provide 12 month’s rent relief on leases to small businesses, community groups and clubs (ATTACHMENT 11.3D);

k) Adopt ‘FIN 24 - Financial Hardship Policy’ to give effect to Council’s commitment to support the whole community in meeting the unprecedented challenges of COVID-19 (ATTACHMENT 11.3E);

l) Establish a COVID-19 Small Business and Community Grants Fund of $250,000 to assist those small businesses and community groups experiencing financial hardship and loss due to the pandemic;

m) Create a new ‘COVID-19 Support and Relief Reserve’ of $250,000; and n) Create an ‘Open for Business Directory’ to encourage local spending and

business continuity in the local economy.

2. Acknowledge the full impact of COVID-19 on small business, community groups and clubs is yet to be determined and therefore additional financial support and relief measures will likely be required in the coming months.

3. In accordance with Section 6.11 of the Local Government Act 1995, Council establish a new Reserve account as follows:

COVID-19 telephone /video conference – Financial Support Reserve – To provide support and relief funds to small businesses, community groups and clubs suffering financial hardship and loss due to COVID-19;

and

4. Authorise the Chief Executive Officer to award, upon application and in consultation

via EMACCESS; a. Small Business and Community Grants up to $25,000; b All commercial lease waivers; and

c. All Signature Event Grants as per REC08 - Community Donations, Grants and Funding. Page 440

Shire of AshburtonCommunity Support Grants 2020/2021

Round 1

Name of Organisation Town Name of Project Estimated Total Project Cost

CASH being requested

IN-KIND being

requested

2nd Round Request OCM 9 June 2020

Onslow School P&C Association Onslow Toilet Transformation for Positive Change $2,500.00 $2,000.00 $0.00 YesOnslow Occy's Swimming Club Onslow Occy's 2020/2021 swimming Season $2,500.00 $2,500.00 $0.00 NoOnslow Mens Shed Onslow Equipment Set Up $2,500.00 $2,500.00 $0.00 NoPannawonica Sport Club Pannawonica replace existing darts and boards $2,800.00 $2,500.00 $0.00 YesPannawonica Community Garden and Leisure Centre Incorporated Pannawonica Pannawonica Community Garden Coffee Mornings $4,662.00 $2,464.00 $0.00 NoPannawonica Swim Club Inc Pannawonica Pannawonica Swim Club professional development $3,750.00 $2,500.00 $0.00 NoPannawonica Junior Sports Pannawonica Portable Summer Sports $2,779.88 $2,500.00 $0.00 NoParaburdoo Toy Library Incorporated Paraburdoo STEM Toys Project $1,707.01 $2,500.00 $0.00 YesParaburdoo Amateur Swimming Club Inc Paraburdoo Swim Instructor Coaching Accreditation $6,714.00 $1,289.81 $0.00 NoParaburdoo Men's Shed Paraburdoo Install security camera system $3,000.00 $2,500.00 $0.00 YesParaburdoo Netball Association Paraburdoo First Aid $2,500.00 $2,500.00 $2,500.00 NoParaburdoo Pirates Rugby League and Touch Football Sports Club Inc Paraburdoo Promotional Equipment for the 2020 Rugby League Ashburton Cup $3,000.00 $2,500.00 $0.00 YesTom Price Motor Sport Club Tom Price TOM PRICE MOTOR SPORT CLUB OPEN DAY $5,000.00 $2,499.82 $0.00 NoNintirri Centre Tom Price Mental Wellbeing Support Project $3,500.00 $2,500.00 $0.00 NoNameless Family Playgroup Tom Price Community Grant for Toys and Rent $2,500.00 $1,500.00 $1,000.00 NoTom Price Swim Club Tom Price Spin Bikes $2,123.80 $2,123.80 $375.00 NoPICCI Tom Price PICCI Business Awards $5,000.00 $2,500.00 0 No

ATTACH

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Shire of AshburtonCommunity Support Grants 2020/2021

Round 1

ONSLOW Request Cash Request In-KindOnslow School P&C Association $2,000.00 $0.00Onslow Occy's Swimming Club $2,500.00 $0.00Onslow Mens Shed $2,500.00 $0.00SUB TOTAL $7,000.00 $0.00PANNAWONICAPannawonica Sport Club $2,500.00 $0.00Pannawonica Community Garden and Leisure Centre Incorporated $2,464.00 $0.00Pannawonica Swim Club Inc $2,500.00 $0.00Pannawonica Junior Sports $2,500.00 $0.00SUB TOTAL $9,964.00 $0.00PARABURDOOParaburdoo Toy Library Incorporated $1,289.81 $0.00Paraburdoo Amateur Swimming Club Inc $2,500.00 $0.00Paraburdoo Men's Shed $2,500.00 $0.00Paraburdoo Netball Association ** $2,500.00 $2,500.00** only one portion to be given to the agencyParaburdoo Pirates Rugby League and Touch Football Sports Club Inc $2,500.00 $0.00SUB TOTAL $11,289.81 $2,500.00TOM PRICETom Price Motor Sport Club $2,499.82 $0.00Nintirri Centre $2,500.00 $0.00Nameless Family Playgroup $1,500.00 $1,000.00Tom Price Swim Club $2,123.80 $375.00PICCI ** $0.00 $0.00SUB TOTAL $8,623.62 $1,375.00SUB TOTAL $36,877.43 $3,875.00TOTAL $40,752.43**Less PICCI & Paraburdoo Netball Association $2,500.00** Additional request - Pilbara Inland CCITotal Funds to be used EV202 $38,252.43

ATTACHMENT 14.1B

Page 442

KEY STRATEGYROAD MAP

COMMUNITY SERVICES

ATTACHMENT 14.3

Page 443

ATTACHMENT 14.3

Page 444

Introduction

Road Map Context

Key Strategies

Community Engagement Strategy

Community Development Plan

Activation/Place Management Strategy

Reconciliation Action Plan

Arts & Cultural Strategy

Events and Tourism Strategy

Recreation Plan Strategy

Pilbara Trails Strategy

High Level Risk Assessment

Next Steps

CONTENTS

3

5

6

7

8

9

10

11

12

13

14

15

16

ATTACHMENT 14.3

Page 445

INTRODUCTION

With a robust economy and a strong recenttrack record of project delivery, particularly ina partnership model, the Shire of Ashburton isin an enviable position to support localcommunity and economic growth.

The Shire has a Strategic Community Plan(2017-2027) in place which captures thecommunity’s vision and aspirations for thefuture. In order to achieve the outcomes ofthe Strategic Community Plan, supportingstrategies are needed, these are referred toas “Issue or Areas Specific Plans”.

These supporting strategies will in turn identifykey opportunities and supporting projects andguide their ‘initial project development’ to‘shovel ready’ packages – ready for funding,development, and delivery.

Community Engagement StrategyCommunity Development PlanActivation/Place Management StrategyReconciliation Action PlanArts & Cultural StrategyEvents and Tourism StrategyRecreation Plan StrategyPilbara Trails Strategy – Regionally andLocally

Key ‘Community Services’ related supportingstrategies required to be developed include:

This document provides a ‘Project roadmap’which defines the scope, constraints andrisks for each of the above, and the pathwayfor delivery.

Community Services - Key Strategy Road Map Page 3

ATTACHMENT 14.3

Page 446

INFORMING

STRATEGIES


INFORMING STRATEGIES(ISSUE OR AREA SPECIFIC PLANS)

Long Term Financial PlanWork Plan

Asset ManagementCommunity Lifestyle Infrastructure Plan

PartnershipsCommunity Engagement Strategy

Community Development PlanActivation/Place Management Plan

Arts & Culture StrategyEvents & Tourism StrategyRecreation Plan Strategy

Pilbara Trails StrategyOther Informing StrategiesANNUAL BUDGET

CORPORATE BUSINESS PLAN

INFORMINGSTRATEGIES:

ACTION PLANS

STRATEGIC COMMUNITY PLAN

Outputs: Plan Monitoring and Annual Reporting

MEASUREMENT AND REPORTING

ATTACHMENT 14.3

Page 447

ROADMAP CONTEXT

The Shire’s Strategic Community Plan (2017-2027) captures the Shire’s vision:

“We will embrace our unique Pilbara environmentand lifestyle through the development of vibrant,connected and active communities that haveaccess to quality services, exceptional amenitiesand economic vitality” (page 9)

The plan acknowledges both traditionalAboriginal Australian heritage and developmentof townsites and industry since 1862.

“The land comprising the Shire of Ashburton hasbeen home to Aboriginal Australians for millennia.Sustained by bonds of kinship, language, cultureand connection to the land, the local Aboriginalpeople have demonstrated autonomy andinnovation in adapting to a harsh environment.Council acknowledges the first custodians of thisregion, the richness of their culture and theresponsibility of all Australians to respectAboriginal heritage” (page 11)

Identifying opportunities for resourceproduct value adding, to facilitate greaterdiversification of the local economy;Fostering other opportunities foreconomic diversification;Supporting small business;Investigating opportunities for localenterprise development; andContinuing innovative planning andbuilding flexibility into provision ofaccommodation and facilities for visitors,residents, and workers.

The plan was developed with extensivecommunity engagement and identifies thatthe Shire of Ashburton needs to beproactive in translating challenges intoopportunities (page 25) through:


Note: The Strategic Community Plan is currently being reviewed and this document will berequired to be amended once results and report is finalised.

ATTACHMENT 14.3

Page 448

112.5%

212.5%

312.5%

412.5%

512.5%

612.5%

712.5%

812.5%

KEY STRATEGIES


IAP2 Core Values for the Practice of Community Engagement

CommunityEngagement

Strategy

CommunityDevelopment

Plan

Pilbara TrailsStrategy

Activation/PlaceManagement

Strategy

Recreation PlanStrategy

ReconciliationAction Plan

Events & TourismStrategy

Arts & CulturalStrategy

ATTACHMENT 14.3

Page 449

COMMUNITY

ENGAGEMENT

Identify relevant stakeholder groups in thecommunityIdentify the best way to engage with groupsand individuals in the community in a range ofdifferent circumstances;Identify the way we can ensure genuineengagement with the community for everyactivity that we do, with sufficient time toeffectively undertake each engagement;Develop a framework to support the following:

Set engagement requirementsSet principles that can deliver performanceoutcomes to ensure that engagement mustbe genuine, inclusive and respectful, fit forpurpose, informed and transparent, andprocess must be reviewed and improvedSet methods to measure performance

Identify best practice for the organisation bycreation of staff training, elected memberreview and support by ELT (ExecutiveLeadership Team)Provide templates and processes for theorganisationIdentify platforms for community engagementwith social media;Be linked to the outcomes that are identfied inthe Marketing Strategy that is currently indevelopment;Informing our elected members on the bestengagement strategy to support communityengagement on all levels; andConsider Partnership agreements that will alsobe supported by the Strategy for reporting anddata analysis as per agreements.

AIMS

Introduction, purpose, vision and supportingobjectives;Engagement - Strategic goals and our commitment;Community and stakeholder profile;Engagement approach/activities;Engagement method improvement tasks (actions),costs and time frames;Links to supporting information; andInternal Engagement Toolkit for employees to easilyengage internal and external as required.

CONSIDERATIONSThe strategy will give regard to Integrated Planning andReporting (IPR) considerations and InternationalAssociation of Public Participation (IAP2) ‘Core Values forthe Practice of Community Engagement’ (see next page).

The Strategy will also give consideration to the high levelof population mobility in the region; and the need for theShire and partners to maintain project momentum tocapitalise on opportunities for the region.

DELIVERABLESAn attractively presented document suitable for publicdistribution. Should include use of infographics andimages for readability. The document will also havesufficient technical detail to address the aims andinclude:

A key follow-on action of the Strategy will bedevelopment of a ‘hands on’ engagement guide whichprovides a practical resource for all aspects ofengagement activity by Shire personnel.

SHIRE PRIORITY AND ADOPTIONCategory 1 - Adoption by February 2021

Page 7Community Services - Key Strategy Road Map

ATTACHMENT 14.3

Page 450

COMMUNITY

DEVELOPMENT PLAN

Be derived from sound engagement with ourcommunity building on our strengths;Define the concept of community developmentand how this is relevant for our communitycontext;Clarify and define the Shire’s role in communitydevelopment;Identify existing resources and opportunitiesfor local/ organisational skill development andownership relating to community development;Identify Key Performance Indicators andprojects, with associated costs, to achieve Shireand community aspirations relating tocommunity development; andLink to CLIP, Community Engagement Strategy,Recreation Plan, Events & Tourism Strategies.

Embedding a sound understanding of what is astrong vibrant, community and how this appliesto our region;Embracing diversity, inclusivity and communitygrowth and maturity;Understanding the capacity for collective actionto achieve the development of new projects,activities and other opportunities;Understanding the value of and embeddingopportunities for local decision making,involvement and ownership across thespectrum of local activity;

AIMS

CONSIDERATIONSThe plan will give regard to best practice and bedeveloped within community developmentresearch-based framework and identifyopportunities for innovation to maximise thebenefits in return for the Shire and partnerinvestment (maximising leverage). Otherconsiderations include:


Building understanding of the links between astrong, highly functional community to longterm Economic Prosperity; in Council, thebusiness community, partners and localresidents;The Plan will also need to give dueconsideration to the high level of populationmobility in the region; and the need for theShire and partners to maintain projectmomentum to capitalise on opportunities forthe region.

Introduction, purpose, vision and supportingobjectives;Region and ‘Place’ profile and engagement(Community development related);Community development - Strategic goals andour commitment;Community development KPI’s, improvementtasks (actions), costs and timeframes;Links to supporting information;Existing resources and local skill developmentand ownership; andLinks to supporting information.

DELIVERABLESAn attractively presented document suitable forpublic distribution. Should include use ofinfographics and images for readability. Thedocument will also have sufficient technical detailto address the aims and include:


ATTACHMENT 14.3

Page 451

ACTIVATION/PLACE

MANAGEMENT

Identify the Shire’s vision and goals relating toPlace Management;Identify community and stakeholder’saspirations relating to place activation andmanagement;Identify existing resources and opportunitiesfor local/ organisational skill development andownership relating to place management;Identify Key Performance Indicators andprojects, with associated costs, to implement a‘Place Led Approach’ and achieve Shire andcommunity aspirations relating to activation;andLink to CLIP, Recreation Plan, Events & TourismStrategies.

AIMSThe Shire of Ashburton’s Activation/PlaceManagement approach to service deliveryrecognises that the Shire is made up of four localcommunities (Places).

Planning for such a diverse area requires creativesolutions. The main objective of the place approachis to ensure that the Shire is working as one in itsplanning and delivery of services, programs, andinfrastructure unique to each Place. It shifts thefocus from organisational outputs to communityoutcomes.

The delivery of the Activation/Place Approach is theresponsibility of all Shire staff led by your localPlace Management team.

The Activation/ Place Management Strategy will:


Ensuring connectiveness between towns anddesign elements/facilities within towns;Providing opportunities to for financial return tothe Shire for re-investment;Optimising use of existing and future facilities,including but not limited to resource and spacesharing;Integrating planning between places and facilities;Maximising broader economic developmentopportunities for the Shire and Region;Building community capacity; andContinuing to foster and grow individual Townidentity within the greater Shire and regionalcontext.

Introduction, purpose, vision/ communityaspirations and place activation goals;Community and stakeholder profile andengagement;Region and ‘Place’ profile;Place activation and management KPI’s,improvement tasks (action plan), costs andtimeframes;Existing resources and local skills developmentand ownership;Links to supporting information; andLink to the SCP & CBP along with the CLIP.

CONSIDERATIONSThe strategy will give regard to best practice inrelation to activation and place management, and inparticular, identify opportunities for innovation tomaximise the benefits in return for the Shire andpartner investment (maximising leverage). Otherconsiderations include:

DELIVERABLESAn attractively presented document suitable forpublic distribution. Should include use ofinfographics and images for readability. Will havesufficient technical detail to provide the scope foreach sub-project within the strategy.

SHIRE PRIORITY AND ADOPTIONCategory 1 - Adoption by June 2021.

Place management is: A coordinated, area-based, multi-stakeholder approach to improve locations, harnessing the skills,experiences and resources of those in theprivate, public and voluntary sectors.www.placemanagement.org

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RECONCILIATION

ACTION PLAN

Identify the Shire’s vision and goals relating toreconciliation;Identify community and stakeholder’s aspirationsrelating to reconciliation;Identify existing resources and opportunities forlocal/ organisational skills development andownership relating to Reconciliation;Identify projects, with associated costs, toeffectively continue the regions journey towardsreconciliation;Develop TOR for the working group; andWork with local aboriginal stakeholders, stategovernment agencies, mining sector andaboriginal corporations.

Building and encouraging relationships betweenAboriginal and Torres Strait Islander peoples,communities, organisations, and the broaderAustralian community;Fostering and embedding respect for the world’slongest surviving cultures and communities;Develop opportunities within the Shire andRegion to improve socio-economic outcomes forAboriginal and Torres Strait Islander peoples andcommunities;Development and implementation through atried and tested (RAP) framework, that is provento drive reconciliation through practical actions;andEnsure more effective and relevant servicedelivery to Aboriginal and Torres Strait Islanderpeoples and communities

AIMS

CONSIDERATIONSThe strategy will give regard to best practice and bedeveloped within and with reference to theReconciliation Australia framework: ‘Reflect’;‘Innovate’; ‘Stretch’ and ‘Elevate’. Other considerations(identified from www.reconcilliation.org.au) include:


Introduction, purpose, vision/ communityaspirations and reconciliation goals;Community and stakeholder profile andengagement;Reconciliation actions, deliverables, costs andtimeframes;Existing resources and local skill developmentand ownership;Links to supporting information;Identify actions and budget allocationsincluding partnership programs; andIdentify the current stakeholders and theirdelivery of service to the region and identify anyareas of improvement.

DELIVERABLESAn attractively presented document suitable forpublic distribution. Should include use ofinfographics and images for readability. Thedocument will have sufficient technical detail toprovide the scope for each sub-project within thestrategy and include:

SHIRE PRIORITY AND ADOPTIONCategory: 1. Adoption by December 2021

Note: The terms ‘Reconciliation ActionPlan’ and ‘RAP’ are ‘valued trademarks’of Reconciliation Australia.Reconciliation Australia state “We areproud to share the RAP logo withorganisations that work with us throughour feedback and quality assuranceprocess to develop a RAP that meetsquality requirements.”www.reconcilliation.org.au

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ARTS & CULTURAL

STRATEGY

Responds to important messages we have heardfrom the community, builds upon our strengths,and cement our commitment to arts and culturefor the future.Identify how arts and cultural programs cansupport greater community engagementthereby strengthening the overall social, culturaland economic development of the region;Guide the Shire’s investment in buildingcommunity arts and cultural capacity andimplementing key projects; andEnsure that’s Council’s arts and cultural offeringsare in line with community need and industrybest practice.This Strategy is concerned with arts and culturalactivities expressed in the known forms of visualarts, music, theatre, performance, literature,public art, design, digital arts, film and craft, aswell as the unknown and undefined forms.

Recognising that a creative community conceptis inclusive of all arts forms, and also has abroader reach to include professions such asarchitects, engineers, town-planners,landscapers, performers, artists musicians andall those who are creative in their life and work;Ensuring art and cultural linkages to the actionswithin all other relevant strategies, relating toboth culture and built form “Art and culture iswithin all places and people”;Recognises the role the arts play in developingsocial wellbeing across all age levels and abilities;

AIMS

CONSIDERATIONSThe strategy will give regard to best practice and bedeveloped within a research based framework andidentify opportunities for innovation to maximise thebenefits in return for the Shire and partnerinvestment (maximising leverage). Otherconsiderations include:


Recognises opportunities to showcase ourplaces, diversity and strong heritage;Recognises the role of Art and Culture inpromoting community resilience and recoveryin times of crisis;Maximises opportunity for sustained economicdevelopment through a range of Art andCulture initiatives and approaches; andIdentifies opportunities for financial return tothe Shire for re-investment.

Introduction, purpose, vision/ communityaspirations and Art and Culture related goals;Community and stakeholder profile andengagement;Region and ‘Place’ profile (Art and Culturefocus);Existing resources and local skill developmentand ownership;Art and culture KPI’s, improvement tasks (actionplan), costs and timeframes. This will includeopportunities linked to Tourism & EconomicStrategy; andLinks to supporting information.

DELIVERABLESAn attractively presented document suitable forpublic distribution. Should include use ofinfographics and images for readability. Will havesufficient technical detail to provide the scope foreach sub-project within the strategy.

SHIRE PRIORITY AND ADOPTION Category1 - Adoption by June 2021.

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EVENTS AND

TOURISM STRATEGY

Identify the Shires vision and goals relating toevents and tourism;Identify community and stakeholders; aspirationsrelating to events and tourism;Identify existing resources and opportunities forlocal/ organisational skills development andownership relating to events and tourism; andIdentify Key Performance Indicators and projects,with associated costs, to achieve Shire andcommunity aspirations relating to events andtourism.

Identify both existing and emerging opportunitiesto target new markets. Driving demand: increasingthe desirability of the Shire of Ashburton region asa travel destination, inspiring more people to visit,stay longer and spend more;Working collaboratively – to effectively worktogether with and build collaboration amongst ourstakeholders to grow tourism in the region;Supporting our tourism industry to enhance andcontinually improve the visitor experience –ensuring every visitor has a positive, memorableexperience and building the experience base in theShire of Ashburton;Using events to drive visitation – to make visitingthe Shire of Ashburton a year-round propositionfor leisure travellers.A sound understanding of markets, product andservice delivery; continually maturing consumerneeds and wants; and sustainability;Optimising use of community and partner facilitiesand resources;Maximising economic development opportunitiesincluding for financial return to the Shire forreinvestment and continual growth;

AIMS

CONSIDERATIONSThe strategy will give regard to best practice and bedeveloped within a research based framework andidentify opportunities for innovation to maximise thebenefits in return for the Shire and partner investment(maximising leverage). Other considerations include:


Building a strong understanding of the value ofthe tourism industry among Council, thebusiness community, partners, and localresidents.

Introduction, purpose, vision/ communityaspirations and events and tourism relatedgoals;Community and stakeholder profile andengagement – including existing resources andlocal skill development and ownership;Region and ‘Place’ profile (events and tourismrelated);Events and tourism KPI’s, improvement tasks(actions), costs and timeframes;Methodology to encourage local business,partnerships and residents to provide supportand lead on the strategy.• Links into the Tourism and EconomicDevelopment Strategy; andLinks to supporting information.

DELIVERABLESAn attractively presented document suitable forpublic distribution. Will use infographics andimages to enhance readability. Will have sufficienttechnical detail to provide the scope for each sub-project within the strategy.


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RECREATION PLAN

STRATEGY

Identify the Shires vision and goals relating tosport and recreation;Identify community and stakeholder’saspirations relating to sport and recreation;Identify existing resources and opportunitiesfor local/ organisational skill development andownership relating to sport and recreation; andIdentify Key Performance Indicators andprojects, with associated costs, to achieve Shireand community aspirations relating to sportand recreation in the Shire.

A sound understanding of the physical, mental,emotional, cultural and long-term benefits ofregular participation in appropriate sport andrecreation activities;Building community capacity and a strongunderstanding of the value of the sport andrecreation industry among Council, thebusiness community, partners, and localresidents;A sound understanding of the role localgovernment can and should play in sport andrecreation provision;Commitment to ensuring provision isappropriate to real need;Ensuring sport and recreation linkages to theactions within all other relevant strategies;Optimising use and shared use of Shire,community and partner facilities and resources;Maximising economic developmentopportunities including for financial return tothe Shire for reinvestment and continualgrowth;

AIMS

CONSIDERATIONSThe strategy will give regard to best practice and bedeveloped within a sport and recreation industryand research based framework and identifyopportunities for innovation to maximise thebenefits in return for the Shire and partnerinvestment (maximising leverage). Otherconsiderations include:


Understanding risk and ensuring appropriateprovision, sustainable funding streams, withsound contingency planning;Identifying areas of infrastructure, renewalassets and long term development as identifiedin the LTFP;Investing in outdoor recreation programs,facilities and infrastructure and providingaccess to places and spaces, to meet thedemands of diverse user groups;Enhancing the skills, capacity and capability ofthe outdoor sector to provide safe, enjoyableoutdoor recreation experiences and keep pacewith growing demand; andMotivating all stakeholders to act to increaseparticipation, to encourage diversity and ensureaccess to outdoor recreation for people of allages, backgrounds and ability.

Introduction, purpose, vision/ communityaspirations and sport and recreation relatedgoals;Community and stakeholder profile andengagement;Existing resources and local skill developmentand ownership;Region and ‘Place’ profile (sport and recreationrelated);Club Development, Community Services,Property and Facilities and Leasing/Licensingbusiness units to support and developachievable outcomes;Sport and recreation KPI’s, improvement tasks(actions), costs and timeframes; andLinks to supporting information.

DELIVERABLESAn attractively presented document suitable forpublic distribution. Will use infographics andimages to enhance readability. Will have sufficienttechnical detail to provide the scope for each sub-project within the strategy.

PRIORITY AND ADOPTIONCategory 1 - Adoption by December 2021 - alignedwith CLIP and AMP.

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PILBARA TRAILS

STRATEGY

Identify the Shire’s vision and goals relating totrails;Identify community and stakeholder’saspirations relating to trails;Incorporate (as an appendix) an assetmanagement snapshot of current Shire trails aswell as information relating to trails managedby other entities;Identify existing resources and opportunitiesfor local/ organisational skill development andownership relating to Trails; andIdentify Key Performance Indicators andprojects, with associated costs, to achieve Shireand community aspirations relating to Trailsplanning, development, and management.

Ensuring the trail network design is based onsoundly researched need and market demand;Ensuring development of a high-quality trailsnetwork, delivering social, economic andtourism related benefits to the community;Ensuring maximum value for money and returnon the Shires investment through highlyeffective planning, design and management;Optimise governance and managementstructures across local government, traillandowners and stakeholder groups to ensurethe region is positioned as a trails’ destinationand the impact of all stakeholders resourcesare maximised;Where possible maximising economicdevelopment opportunities including forfinancial return to the Shire for reinvestmentand continual growth; andUnderstanding risk and ensuring appropriateprovision, sustainable funding streams, withsound contingency planning.

AIMS

CONSIDERATIONS


Introduction, purpose, vision/ communityaspirations and trails related goals;Community and stakeholder profile andengagement;Region and ‘Place’ profile (trails related),includes an asset management snapshot ofcurrent Shire trails – type, length, construction,condition, renewal value, required and actualannual maintenance costs. Includes capturingthe type, length and location of other entitymanaged trails, subject to their cooperation;Existing resources and local skill developmentand ownership and identify key stakeholders toassist with delivery of trails within the local andthe regional sectors;Link into local and regional tourism andeconomic groups;Collaboration with Department of Sport andRecreation, cultural and industry and with thePilbara Trails Advisory Group;Trails KPI’s, improvement tasks (actions), costsand timeframes; andLinks to supporting information.

DeliverablesAn attractively presented document suitable forpublic distribution. Should include use ofinfographics and images for readability. Thedocument will have sufficient technical detail toprovide the scope for each sub-project within thestrategy and include:

SHIRE PRIORITY AND ADOPTIONCategory 1 - Adoption by December 2021

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HIGH LEVEL RISK

ASSESSMENT


Insufficient community buy-in and activation

High (12) Prepare CommunityEngagement Strategy firstand utilise that Strategy fordevelopment of the PilbaraTrails Strategy

Low (3)

Risk Current Risk Rating

Mitigation / Control New Risk Rating

Negative public perception(that the Shire will notachieve the Strategy

High (12) PR (Public relations) as partof engagement

Low (3)

Do not issue theappropriate/ sufficientlycomprehensive scope

High (12) Research best practicesstrategies and use in scopeEnsure appropriate peerreview/ technical advice

Low (3)

Selected consultant doesnot deliver quality/fit-for-purpose

Moderate (9) Ensure sound selection,engagement, and contractmanagement process

Low (3)

Community do not approveof the final plan

Moderate (9) Ensure sufficientengagement and PR indeveloping strategy toappropriately involvecommunity

Low (3)

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NEXT STEPS

The followingprocess isrecommended forimplementation ofthe communityservices road map:


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Public Attachments Ordinary Council Meeting 13 October 2020

Documents

Transcript of Public Attachments Ordinary Council Meeting 13 October 2020