Tuesday 14 February 2017 at 5.30Pm

NOTICE OF MEETING ORDINARY COUNCIL

Members are advised that a meeting of the Council will be held in Council Chambers, Civic Building, 83 Mandurah Terrace, Mandurah on: Tuesday 14 February 2017 at 5.30pm

MARK R NEWMAN Chief Executive Officer 8 February 2017

AGENDA:

1 OPENING OF MEETING AND ANNOUNCEMENT OF VISITORS

2 ATTENDANCE AND APOLOGIES

3 IMPORTANT NOTE:

Members of the public are advised that any decisions made at the meeting tonight, can be revoked, pursuant to the Local Government Act 1995. Therefore, members of the public should not rely on any decisions until formal notification in writing by Council has been received.

4 ANSWERS TO QUESTIONS TAKEN ON NOTICE Nil COUNCIL AGENDA: 14 February 2017 Page 2

5 PUBLIC QUESTION TIME

Public Question time provides an opportunity for members of the public to ask a question of Council. For more information regarding Public Question Time, please telephone 9550 3706 or visit the City's website www.mandurah.wa.gov.au.

6 PUBLIC STATEMENT TIME

Any person or group wishing to make a 2-minute Public Statement to Council regarding a matter concerning local government must first complete an application form. For more information about Public Statement Time, or to obtain an application form, please telephone 9550 3706 or visit the City's website www.mandurah.wa.gov.au.

7 LEAVE OF ABSENCE REQUESTS

8 PETITIONS 8.1 Councillor Field: Request Removal and Replacement of Street Trees — Aztec Island Retreat, Halls Head

9 PRESENTATIONS

10 DEPUTATIONS

Any person or group wishing to make a 5-minute Deputation to Council regarding a matter listed on this agenda for consideration must first complete an application form. For more information about making a deputation, or to obtain an application form, please telephone 9550 3706 or visit the City's website www.mandurah.wa.gov.au.

NB: Persons who have made a deputation at the preceding Planning Committee will not be permitted to make a further deputation on the same matter to this Council meeting, unless it is demonstrated there is new, relevant material which may impact upon the Council's understanding of the facts of the matter.

11 CONFIRMATION OF MINUTES: 11.1 Ordinary Council Meeting: 24 January 2017 (attached).

12 ANNOUNCEMENTS BY THE PRESIDING MEMBER (WITHOUT DISCUSSION)

13 DECLARATIONS OF FINANCIAL, PROXIMITY AND IMPARTIALITY INTERESTS [ COUNCIL AGENDA: 14 February 2017 Page 3

14 QUESTIONS FROM ELECTED MEMBERS (WITHOUT DISCUSSION) 14.1 Questions of which due notice has been given 14.2 Questions of which notice has not been given

15 BUSINESS LEFT OVER FROM PREVIOUS MEETING

16 RECOMMENDATIONS OF COMMITTEES

17 REPORTS (Yellow Pages):

Item Page No 1 Wearable Art Mandurah - The Future 1 - 19 2. Liquor Accord 2012 -2016 Achievements & 20 - 33 Directions 2017 3 Community Safety and Crime Prevention Strategy 34 - 78 2017 - 2022 4 Graffiti Vandalism 79 - 84 5 Water Sensitive Cities Index 85 - 89 6 Proposed Telecommunications Infrastructure -Amar 90 -111 Close, Heron 7 Parking and Parking Facilities Amendment Local 112 - 122 Law 2017 8 Development Assessment Panels: Local 123 - 127 Government Nominations

18 ADOPTION OF RECOMMENDATIONS NOT WITHDRAWN FOR FURTHER DISCUSSION

19 MOTIONS OF WHICH NOTICE HAS BEEN GIVEN

20 NOTICE OF MOTIONS FOR CONSIDERATION AT THE FOLLOWING MEETING

21 LATE AND URGENT BUSINESS ITEMS

22 CONFIDENTIAL ITEMS 22.1 Sale of Land 22.2 Land Acquisition

23 CLOSE OF MEETING

MINUTES OF COUNCIL MEETING

HELD ON

TUESDAY 24 JANUARY 2017 AT 5.30PM

IN COUNCIL CHAMBERS CIVIC CENTRE MANDURAH TERRACE MANDURAH

PRESENT:

COUNCILLOR D LEE [DEPUTY MAYOR] EAST WARD COUNCILLOR L RODGERS EAST WARD COUNCILLOR S JONES EAST WARD HON COUNCILLOR F RIEBELING COASTAL WARD COUNCILLOR S LAWSON COASTAL WARD COUNCILLOR T JONES COASTAL WARD COUNCILLOR C KNIGHT NORTH WARD COUNCILLOR P JACKSON NORTH WARD COUNCILLOR D SCHUMACHER TOWN WARD COUNCILLOR J FIELD TOWN WARD COUNCILLOR P ROGERS TOWN WARD

MR M NEWMAN CHIEF EXECUTIVE OFFICER MR A CLAYDON DIRECTOR WORKS & SERVICES MR B DRECKOW A / DIRECTOR SUSTAINABLE DEVELOPMENT MS L WILKINSON DIRECTOR PEOPLE & COMMUNITIES MR W PEPPINCK CORPORATE LAWYER MR G DAVIES EXECUTIVE MANAGER STRATEGY & BUSINESS PERFORMANCE MR D PRATTENT MANAGER FINANCIAL SERVICES MRS C BURMAN MINUTE OFFICER

OPENING OF MEETING AND ANNOUNCEMENT OF VISITORS [AGENDA ITEM 1]

The Deputy Mayor declared the meeting open at 5:31pm. In doing so, she acknowledged that the meeting was being held on the traditional land of the Bindjareb people, and paid her respects to their Elders past and present.

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 2

APOLOGIES [AGENDA ITEM 2]

Mayor Marina Vergone (Leave of Absence) Councillor Ron Wortley (Leave of Absence)

DISCLAIMER [AGENDA ITEM 3]

G.1/01/17 DISCLAIMER

The Mayor advised that the purpose of this Council Meeting is to discuss and, where possible, make resolutions about items appearing on the agenda. Whilst Council has the power to resolve such items and may in fact, appear to have done so at the meeting, no person should rely on or act on the basis of such decision or on any advice or information provided by a Member or Officer, or on the content of any discussion occurring, during the course of the meeting. Persons should be aware that the provisions of the Local Government Act 1995 (Section 5.25(e)) and Council’s Consolidated Local Laws (Section 4.86) establish procedures for revocation or rescission of a Council decision. No person should rely on the decisions made by Council until formal advice of the Council decision is received by that person.

The City of Mandurah expressly disclaims liability for any loss or damage suffered by any person as a result of relying on or acting on the basis of any resolution of Council, or any advice or information provided by a Member or Officer, or the content of any discussion occurring, during the course of the Council meeting.

ANSWERS TO QUESTIONS TAKEN ON NOTICE [AGENDA ITEM 4]

Officers provided responses to questions taken on notice at the Council meeting of Tuesday 20 December 2016.

PUBLIC QUESTION TIME [AGENDA ITEM 5]

Nil.

PUBLIC STATEMENT TIME [AGENDA ITEM 6]

Nil.

LEAVE OF ABSENCE REQUESTS [AGENDA ITEM 7]

G.2/01/17 LEAVE OF ABSENCE: HON COUNCILLOR F RIEBELING – 26 FEBRUARY 2017 - 3 MARCH 2017 (INCLUSIVE)

MOTION: C Knight / P Jackson

That leave of absence be granted to Hon Councillor Riebeling from 26 February 2017 to 3 March 2017 inclusive

CARRIED UNANIMOUSLY 11/0

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 3

G.3/01/17 LEAVE OF ABSENCE: COUNCILLOR DARREN LEE – 14 FEBRUARY 2017 - 22 FEBRUARY 2017 (INCLUSIVE)

MOTION: C Knight / P Jackson

That leave of absence be granted to Councillor Lee from 14 February 2017 to 22 February 2017 inclusive.

CARRIED UNANIMOUSLY 11/0

PETITIONS [AGENDA ITEM 8]

Nil.

PRESENTATIONS [AGENDA ITEM 9]

Ms Karen Priest gave a visual presentation highlighting MAPTO’s goals and objectives for activating tourism in the region; its achievements to date, and key strategic objectives moving forward.

Following the presentation, and at the request of Elected Members, Ms Priest also outlined key tourism gaps within the Peel Region and the work being undertaken to overcome these gaps.

CONFIRMATION OF MINUTES [AGENDA ITEM 11]

G.4/01/17 CONFIRMATION OF COUNCIL MINUTES: TUESDAY 20 DECEMBER 2016

Mayor Vergone requested further detail be added in the minutes regarding Report 10: Proposed Sponsorship: Make Place 2016/2017 expressing her disappointment in the lack of transparency with regard to what the funds were expended on. Discussion ensued regarding the proposed inclusion.

MOTION: D Schumacher / P Jackson

That the Minutes of Council Meeting of 20 December 2016 be confirmed with changes as requested.

FOR: D Schumacher, P Jackson AGAINST: L Rodgers, D Lee, S Jones, J Field, P Rogers, T Jones, F Riebeling, S Lawson, and C Knight

MOTION LOST: 2/9

Hon Councillor Riebeling moved a motion which was seconded by Councillor Schumacher.

MOTION: F Riebeling / D Schumacher

That the Minutes of Council Meeting of 20 December 2016 be confirmed.

CARRIED UNANIMOUSLY: 11/0 MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 4

ANNOUNCEMENTS BY THE PRESIDING MEMBER [AGENDA ITEM 12]

Deputy Mayor Lee advised that ex-Councillor Neil Davidson’s wife Pam Davidson sadly passed away. The funeral will be held 25 January 2017. Condolences were passed on to the family.

DECLARATION OF INTERESTS [AGENDA ITEM 13]

Councillor Knight declared a proximity interest in Minute G.13/01/17 relating to Report 7, Red Road Masterplan, due to living next door.

QUESTIONS FROM ELECTED MEMBERS [AGENDA ITEM 14]

Questions of which due notice has been given

Nil

Questions of which notice has not been given

Nil

BUSINESS LEFT OVER FROM PREVIOUS MEETING [AGENDA ITEM 15]

Nil.

RECOMMENDATIONS OF COMMITTEES [AGENDA ITEM 16]

NOTE: Council adopted en bloc (moved by Councillor Rogers and seconded by Councillor Schumacher), the recommendations of the Planning Committee meeting of Tuesday 17 January 2017 with the exception of Items P. 7/01/17, which was dealt with separately.

MOTION: T Jones / D Schumacher

CARRIED UNANIMOUSLY: 11/0 (This item was adopted en bloc) MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 5

G.5/01/17 SECTION 31 – RECONSIDERATION FOR TAVERN (REPORT 1) (BD) (P.7/01/17)

In August 2016, Council resolved to grant development approval for a tavern at Strata Lot 5 (No 4) Port Quays, Wannanup subject to conditions. Subsequent to Council’s determination, the applicant pursued their right to appeal the decision with the State Administrative Tribunal (SAT) (DR 243/2016).

The applicant sought a review of conditions relating to:

(a) The prohibition of beer fermentation on site; and (b) The prohibition of takeaway alcohol sales

SAT Mediation was held on 29 September 2016, however a mediated outcome could not be reached. The matter was progressed to a Hearing on 6 December 2016, which resulted in an adjournment until 30 January 2017 to allow the applicant to gather further information.

Following the Hearing, the applicant decided to withdraw their appeal of condition 1.2 which related to the prohibiting of the fermentation of beer on site.

The matter to be determined by the SAT now relates solely to condition 1.4.19, which states:

“No packaged beer or wine sales are permitted.”

Under Section 31 of the State Administration Tribunal Act 2005, the SAT has invited Council to reconsider this condition.

Report Recommendation

That in relation to the development approval dated 12 August 2016 (ref: DA8432) for a Tavern at Strata Lot 5 on Strata Plan 48123 (located at No 4, Lot 1301 Port Quays, Wannanup), Council determines that under Section 31(1) of the State Administration Tribunal Act 2005, that that Condition 1.4.19 be reworded as follows:

“1.4.19 Packaged alcohol may be purchased for consumption off the premises in the following forms only:

 Beer sales in Growlers between the hours of 10.00am and 9.00pm, seven days a week;;  Wine sales during operating hours and limited to a maximum of three bottles per customer, subject to the customer consuming a substantial meal. Wine available for sale must be listed on the menu or shall be provided by suppliers during Wine Appreciation Dinners.

Advice Note:

A Growler is a reusable container sold to sell takeaway craft beer, generally with a capacity of 1 to 2 litres.”

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 6

Councillor Schumacher moved an alternative motion which was seconded by Councillor T Jones.

Motion:

“1.4.19 Packaged alcohol may be purchased for consumption off the premises in the following forms only:

 Beer sales in Growlers during operating hours and limited to a maximum of two litres, subject to the customer consuming a substantial meal. Beer available for sale must be listed on the menu.  Wine sales during operating hours and limited to a maximum of three bottles per customer, subject to the customer consuming a substantial meal. Wine available for sale must be listed on the menu or shall be provided by suppliers during Wine Appreciation Dinners.

Advice Note:

A Growler is a reusable container sold to sell takeaway craft beer, generally with a capacity of 1 to 2 litres.”

MOTION LOST: 9/2

FOR: D Schumacher / T Jones AGAINST: F Riebeling, D Lee, J Field, P Jackson, L Rodgers, P Rogers, S Jones, S Lawson and C Knight

Councillor S Jones moved the further alternate recommendation which was seconded by Councillor Knight.

Motion:

“1.4.19 Packaged alcohol may be purchased for consumption off the premises in the following forms only:

 Beer sales in Growlers between 10.00am and 9.00pm limited to a maximum of two litres, subject to the customer consuming a substantial meal.  Wine sales during operating hours and limited to a maximum of three bottles per customer, subject to the customer consuming a substantial meal. Wine available for sale must be listed on the menu or shall be provided by suppliers during Wine Appreciation Dinners.

Advice Note:

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 7

A Growler is a reusable container sold to sell takeaway craft beer, generally with a capacity of 1 to 2 litres.”

MOTION CARRIED: 9/2 FOR : F Riebeling, D Lee, J Field, P Jackson, L Rodgers, P Rogers, S Jones, S Lawson and C Knight AGAINST: D Schumacher / T Jones

G.6/01/17 LOCAL PLANNING SCHEME (SCHEME 12) ADOPT FOR ADVERTISING (REPORT 2) (BD) (P.8/01/17)

In July 2013, Council resolved to prepare a new local planning scheme (July 2013) and in March 2014 Council adopted a draft Scheme (under the heading ‘Mandurah Planning Scheme’).

Since this time, the Planning and Development (Local Planning Scheme) Regulations 2015 (‘LPS Regulations’) have been prepared, advertised and gazetted and have been operative since October 2015. The LPS Regulations have resulted in significant changes to the format and operation of local planning schemes requiring the draft Scheme to be rewritten and reformatted.

The new Scheme to be entitled City of Mandurah Local Planning Scheme No 12 (‘Scheme 12’) has been prepared for Council’s consideration and adoption. Scheme 12, upon gazettal, will replace the current Town Planning Scheme No 3 (Scheme 3) which has been in place in July 1999.

Whilst the Scheme 12 will replace Scheme 3, it is considered that the Scheme is a consolidation of Scheme 3 primarily by a removal of the administrative procedures and inclusion of zones and reserves from local structure plans for land that has been subdivided.

This is distinct from a complete Scheme review process whereby major changes to the zoning and development outcomes for land is proposed.

With respect to the Local Planning Strategy, Council has adopted a summary strategy in October 2013 together with topic specific strategies for the Western Australian Planning Commission’s endorsement over a number of years. The Local Planning Strategy requires reformatting so that one Strategy is endorsed by the WAPC.

It is recommended that Council adopt the draft Local Planning Scheme No 12 and acknowledges a revised Local Planning Strategy is being forwarded onto the Western Australian Planning Commission and Minister for Planning for consent to advertise.

MOTION: T Jones / D Schumacher

That:

1. In accordance with Section 72 of the Planning and Development Act 2005 and Regulation 21(1) of the Planning and Development (Local Planning Scheme) Regulations 2015, Council adopts the draft City of Mandurah Local Planning Scheme No 12 Scheme (Scheme Text and Scheme Maps dated January 2017) and forward to the Western Australian Planning Commission seeking consent to the advertise the Scheme subject to the following modifications:

Table 3 – Zoning Table being modified as follows: MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 8

al Smallholdings al Centre Neighbourhood Centre Local Service Commercial Industry Light Residential Large Residential Lot Rural Residential Rur Rural Conservation

Grouped Land Uses X X D D X X X X X

2. In accordance with Section 81 of the Planning and Development Act 2005, the City of Mandurah Local Planning Scheme No 12 be forwarded to the Environmental Protection Authority for its assessment under the provisions of the Environmental Protection Act 1986.

3. Council notes and acknowledges that modifications and updates to the Mandurah Planning Strategy dated October 2013 are required to ensure consistency with the provisions and recommendations of Local Planning Scheme No 12 and updated to remove the need for and reference to the individual planning strategy as adopted by Council for forwarding of a Local Planning Strategy to the Western Australian Planning Commission under Regulation 12(1) of the Planning and Development (Local Planning Scheme) Regulations 2015:

 Activity Centres Planning Strategy (December 2013)  Urban Form and Housing Strategy (June 2014)  Biodiversity Strategy (Land Use Planning Components only) (November 2013)  Tourism Planning Strategy (December 2009)  Southern Mandurah Rural Structure Plan (March 2015)

CARRIED UNANIMOUSLY: 11/0 (This item was adopted en bloc)

Cr Schumacher left the Chamber at 6:20pm and did not return.

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 9

REPORTS [AGENDA ITEM 17]

G.7/01/17 FINANCIAL REPORT (PB) (REPORT NO. 1)

The Financial Report for December 2016 together with associated commentaries, notes on investments, balance sheet information and the schedule of accounts are presented for Elected Members’ consideration.

Hon Councillor Riebeling moved the recommendation which was seconded by Councillor S Jones. Discussion followed relating to figures contained within the report which were responded to accordingly.

MOTION: F Riebeling / S Jones

That Council:

1. Receives the Financial Report for December 2016.

2. Receives the Schedule of Accounts for December 2016 for the following amounts:

Total Municipal Fund $ 18,808,542.71 Total Trust Fund $ 101,761.30 $ 18,910,304.01

CARRIED UNANIMOUSLY: 10/0

G.8/01/17 RATES EXEMPTION – 10 HUNGERFORD AVENUE & 7 COOLIBAH AVENUE (DP) (REPORT NO. 2)

The City has received a request from Masonic Care WA for exemptions for two retirement villages at 10 Hungerford Avenue, Halls Head and 7 Coolibah Avenue, Dudley Park. Until June 2016 these villages were owned by a commercial operator.

Masonic Care meet the requirements for assessing the use of land for charitable purposes. Council is requested to approve non-rateable status for these properties.

MOTION: F Riebeling / S Jones

That Council approves non-rateable status for 10 Hungerford Avenue, Halls Head (SL: 1 SP: 11160), and 7 Coolibah Avenue, Dudley Park (SL: 23 SP: 18937)

CARRIED UNANIMOUSLY: 10/0

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 10

G.9/01/17 PROPOSAL – USE OF FORMER SES BUILDING ON PARK ROAD FOR NEW ‘ENTREPRENEURIAL PROGRAM DEVELOPMENT FOR UNEMPLOYED YOUTH (NP) (REPORT NO. 3)

Council is requested to grant the use of former SES building on Park Road for the next 24 months from March to run the ‘Entrepreneurial Program Development for Unemployed Youth’. Use of the SES building would support the project implementation and would help the new start- up business project to succeed. The use of the building will minimise project costs so the focus could be on delivering the project, rather than having to rent a separate premises.

Cr Rodgers moved the recommendation which was seconded by Cr Field. Discussion followed relating to the project management and facilitation. Officers were congratulated on their efforts in delivering a welcomed initiative.

MOTION: L Rodgers / J Field

That Council endorse the use of the former SES building on Park Road as the base for the ‘Entrepreneurial Program Development for Unemployed Youth’ until March 2019.

CARRIED UNANIMOUSLY: 10/0

G.10/01/17 STATE REGIONAL ARTS CONFERENCE 2017 (EA) (REPORT NO. 4)

The City of Mandurah has been invited to jointly host Country Arts WA’s State Regional Arts Conference in October 2017, with Mandurah Performing Arts Centre and Regional Development Australia Peel. The conference is presented every four years and attracts between 200 and 300 delegates, including representatives from major stakeholders such as the Department of Culture and the Arts, the Department for Regional Development and Tourism WA.

Through the development of its Arts, Heritage and Culture Strategy, the City has become a local government leader in cultural planning and City officers have been invited to present on the success of the strategy to state and national government representatives.

To maintain our profile in this sector and to encourage greater investment in the Peel region, it is important we embrace opportunities such as the Country Arts Conference, which showcase our city as a key cultural destination. This report seeks endorsement to enter into a Memorandum of Understanding with Country Arts WA to present the conference locally next year and provide cash to the value of $25,000 and in- kind contributions to support the conference.

MOTION: J Field / S Jones

That Council approves:

1. That $25,000 will be included in the draft budget for the 2017 Country Arts’ State Regional Arts Conference

2. A similar in-kind contribution for conference administration/ coordination provided by the City’s Arts and Cultural Development Officer.

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 11

G.11/01/17 ROAD CLOSURE & CREATION OF NEW RESERVE – PORTION OF COOPER STREET, MANDURAH (LP/VK) (REPORT NO. 5)

An approximate 3860 square metre portion of Cooper Street, Mandurah, which is not utilised as ‘road’ and extends east of Dower Street into Rushton Park, houses the Rushton Park North Sports Pavilion and the southern-most portion of the Rushton Park northern oval. Amendments to the land tenure of this road reserve are required to facilitate any future extensions to the clubhouse that occupies the site.

The status of the land impedes gaining the relevant statutory approvals required to complete any alterations or future extensions to the facility. As a result, an approximate 2000 square metre section of the road reserve is proposed to be closed, being the section that is occupied by the pavilion and the adjoining section of oval area extending to the eastern boundary of the road reserve.

In accordance with Section 58 of the Land Administration Act 1997 (LAA), Council is therefore requested to approve the application to the Minister for Lands for the closure of an approximate 2000 square metre portion of Cooper Street, Mandurah to be created as a new Crown reserve with a purpose of ‘Recreation & Community Purpose’ with the power to lease or licence for any term not exceeding 21 years.

Hon Councillor Riebeling moved the recommendation which was seconded by Councillor Knight. Discussion ensued pertaining to the report content, and responses were provided accordingly.

MOTION: F Riebeling / C Knight

That Council:

1. Requests the Minister for Lands to approve the closure of the approximate 2000 square metre portion of Cooper Street, Mandurah pursuant to Section 58 of the Land Administration Act 1997.

2. Requests the Minister for Lands to create a new reserve for the approximately 2000 square metre portion of Cooper Street, Mandurah, under management of the City of Mandurah for the purpose of ‘Recreation & Community Purpose’ with the power to lease or licence for any term not exceeding 21 years.

3. Indemnifies the Minister for Lands against any claims for compensation in respect of the road closure.

CARRIED UNANIMOUSLY: 10/0

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 12

G.12/01/17 PEEL CHAMBER OF COMMERCE – SUB LEASE MANDURAH TRANSIT STATION (LP/VK) (REPORT NO. 6)

The City holds a 20 year head lease, which expires on 30 November 2027, with the Public Transport Authority (PTA) for 100 square metres of office space at the Mandurah Transit Station on Galgoyl Road Mandurah.

In January 2012, the City entered into a sub-lease of the space with the Peel Chamber of Commerce & Industry (PCCI) for a term of three years with a two year option of renewal, which is due to expire on 29 January 2017. The PCCI have formally requested a five year renewal as they wish to continue their occupancy of the site due to its prominent location.

Officers have determined that the City has no requirement to utilize the site in the foreseeable future and are supportive of entering into a new sub-lease arrangement with the PCCI for similar terms and conditions as the current sub-lease agreement.

Officers have contacted the PTA, as Head Lessor, and obtained their consent to the renewal of the sub- lease for the terms and conditions as outlined within the report.

Council is, therefore, requested to approve a further sub-lease to the Peel Chamber of Commerce & Industry, for a term of three years with a two year option of renewal (3+2 years) commencing 30 January 2017 and expiring 29 January 2020, with renewal for a two year option with final expiry on 29 January 2022, subject to approval of the Public Transport Authority. The rent is to be in accordance with the City’s Schedule of Fees and charges for sporting and community groups.

Cr Lawson moved the recommendation which was seconded by Hon Councillor Riebeling. Discussion followed relating to lease terms and occupancy of the site.

MOTION: S Lawson / F Riebeling

That Council:

1. Approves a sub-lease to the Peel Chamber of Commerce & Industry for a term of three years, with one two year option of renewal (3+2 years), commencing 30 January 2017 and expiring 29 January 2020, with one two year renewal option expiring 29 January 2022, subject to approval of the Public Transport Authority;

2. Approves the application of the City’s Schedule of Fees and Charges to the annual rent for the term of the sub-lease; and preparation of the sub-lease document.

3. Authorises the Chief Executive Officer to finalise the conditions of the sub-lease agreement.

4. Acknowledges that the Peel Chamber of Commerce & Industry will reimburse the City for the two car parking bays leased from the Public Transport Authority.

CARRIED UNANIMOUSLY: 10/0

Councillor Knight left the Chamber at 6:47pm.

MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 13

G.13/01/17 RED ROAD MASTER PLAN (BI/CJ) (REPORT NO. 7)

In September 2016 Council resolved to advertise a draft Red Road Master Plan. The plan provides a long term vision for the site that will assist in initial revegetation and weed management initiatives. In the longer term the plan will provide guidance on future use and long term capital considerations.

It is requested that Council endorse the Red Road Master Plan, noting the importance of security and access considerations during the detailed design stage and allocation of potential users. Following endorsement the City will commence further weed management and revegetation activities.

Hon Councillor Riebeling moved the recommendation which was seconded by Councillor Shane Jones. Officers involved were congratulated, and Elected Members were pleased that the site would be rehabilitated, and community benefit gained.

MOTION: F Riebeling / S Jones

That Council adopts the Red Road Master Plan as detailed in Attachment 1 to guide future weed and revegetation actions on the site.

CARRIED: 9/0

Councillor Knight returned to the Chamber at 6.51pm.

G.14/01/17 BEACH IDENTIFICATION PROGRAM (BI) (REPORT NO. 8)

City Officers have been in contact with a range of agencies to progress improvements in beach identification that can assist beach users and emergency agencies.

There is a variety of information and programs that support emergency responders in locating those who need assistance including official names, GPS coordinates, coding, street names and nearest cross streets.

This report identifies required actions relating to naming, sign design and collection of an agreed data set covering key information that may be of assistance to stakeholders. The report also recommends the implementation of a marketing plan for the promotion of the Emergency + App and other shark alert applications including Shark Smart App, Surf Lifesaving WA Twitter feed.

The City will provide the information obtained to relevant agencies and other local governments in an effort to encourage a consistent approach.

Councillor S Jones moved the recommendation which was seconded by Councillor T Jones. Discussion ensued pertaining to funding opportunities and the importance of the standardisation of signage. MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 14

MOTION: S Jones / T Jones

That Council:

1. Notes the actions that are proposed to support Beach Identification within the City of Mandurah;

2. Support the progression of official naming of key beach sites with Landgate;

3. Approve unbudgeted expenditure of $50,000 for the installation of additional beach identification signage;

4. Acknowledges that the installation of signage and provision of data to Emergency Services agencies is expected to be completed by 31 March 2017;

5. Supports the implementation of a communications plan to promote the Emergency + App, Shark Smart App, Dorsal App and the Surf Lifesaving WA Twitter Feed.

CARRIED UNANIMOUSLY 10/0

G.15/01/17 MANDURAH STATE EMERGENCY BUILDING - PROJECT COMPLETION REPORT (JS) (REPORT NO. 9)

At its Ordinary Council meeting held on 24 March 2015, Council awarded CPD Group Pty Ltd a contract for the Construction of the New State Emergency Service Building. Funding for the project consisted of $1,391,030 from Department of Fire Emergency Services (DFES) and $422,000 from the City of Mandurah.

Prior to the completion of works, the building contractor went into administration. Arrangements were subsequently made to procure an alternative building contractor to complete the project. The building is now compete and occupied.

Additional works were required to enable the works to be completed which included the lowering of a water main to accommodate site levels, rectification of the failure of the carpark surfacing and an additional small retaining wall constructed on the western side of the site.

A total project cost of $1,899,690 has been expended against the initial $1,813,030 project budget. The City has expended $510,146 against its contribution of $422,000.00. City officers are seeking approval to reallocate $88,146 from the Building Reserve to fund the project overspend.

MOTION: J Field / F Riebeling

That Council approves the allocation of $88,146 from the Building Reserve to fund the project overspend.

*ABSOLUTE MAJORITY REQUIRED*

CARRIED UNANIMOUSLY: 10/0 MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 15

G.16/01/17 STANDING ORDERS LOCAL LAW 2016 (SL) (REPORT NO. 10)

As part of the continuing process of updating and implementing new local laws Council adopted the Proposed Standing Orders Local Law at its meeting of 11 October 2016.

The proposed local law was advertised state-wide and locally for a period of 7 weeks. A copy of the proposed local law was also sent to the Minister for Local Government for review.

The only submission received during the 7 week public consultation period was from the Department of Local Government (DLG). The DLG have made minor amendment suggestions, as outlined further in this report for consideration.

As is required by s3.12(2) of the Local Government Act 1995 (‘the Act’), the purpose and effect of the Standing Orders Local Law 2016 is outlined below:

Purpose: The purpose of these standing orders is to provide for the orderly conduct of the proceedings and business of the Council, and for the safe custody and use of the Council’s common seal.

Effect: The effect of these standing orders is that all Council meetings, committee meetings, and other meetings as described in the Act, and the use of Council’s common seal, shall be governed by these standing orders unless otherwise provided in the Act, regulations or other written law.

As is required by s.3.12(4) of the Act, Council is requested to resolve to adopt the Standing Orders Local Law 2016 in its final form and therefore repeal the current City of Mandurah Standing Orders Local Law 08.

MOTION: L Rodgers / C Knight

That Council:

1. Adopt the City of Mandurah Standing Orders Local Law 2016;

2. Advertise the City of Mandurah Standing Orders Local Law 2016 in the Government Gazette;

3. Provide a copy of the City of Mandurah Standing Orders Local Law 2016 and notice to relevant Ministers;

4. Give local public notice: • stating the title of the local law; • summarizing the purpose and effect of the local law; • specifying the date the local law will come into force; and • advising where copies of the local law may be inspected or obtained.

CARRIED UNANIMOUSLY 10/0 MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 16

G.17/01/17 WASTE MANAGEMENT SERVICES RFT – TENDER EVALUATION (WP/AC) (REPORT NO. 11)

In December 2016, the City advertised its Request for Tender (“RFT”) in relation to the provision of Waste Management Services. The tender closes on 28 February 2017. The evaluation process has been prepared with input from the City’s Waste Management Consultant and City Officers.

The proposed evaluation criteria and weightings which were strongly supported by the City and have been included within the RFT, as is a regulation requirement.

The amended evaluation criteria and weightings differ from those within Council Policy POL- CPM 03: Selection Criteria for Major Procurements and therefore any amendments require Council approval.

Ideally this report would have been submitted to Council for its consideration prior to the issue of the RFT however due to the comprehensive nature and importance of this component, this has not occurred.

It is noted that any further amendments to criteria and weightings would require the issuing of an Addendum to the RFT and a requirement for tenderers to amend their submissions. City Officers have confidence in the criteria and weightings proposed and Council is requested to endorse this component of the tender process.

Councillor S Jones moved the recommendation which was seconded by Hon Councillor Riebeling general discussion followed emphasising the significance of the contract and the prospective benefits. Officers were congratulated on their efforts.

The CEO advised that the contract will not be endorsed until a further report requesting Council to pass resolution on the successful tenderer.

MOTION: S Jones / F Riebeling

That Council endorses the proposed evaluation criteria and weightings for the Waste Management Services Request for Tender.

*ABSOLUTE MAJORITY REQUIRED*

CARRIED UNANIMOUSLY 10/0

MOTIONS OF WHICH NOTICE HAS BEEN GIVEN [AGENDA ITEM 19]

Nil

NOTICE OF MOTIONS FOR CONSIDERATION AT THE FOLLOWING MEETING [AGENDA ITEM 20]

Nil.

LATE AND URGENT BUSINESS ITEMS [AGENDA ITEM 21] MINUTES OF COUNCIL MEETING: TUESDAY 24 JANUARY 2017 PAGE 17

Nil.

CONFIDENTIAL ITEMS [AGENDA ITEM 22] Nil

CLOSE OF MEETING [AGENDA ITEM 23]

There being no further business, the Deputy Mayor declared the meeting closed at 7:00pm

CONFIRMED ……………………………………………….. (MAYOR) Report from Director People and Communities to Council Meeting of 14 February 2017

1. SUBJECT: Wearable Art Mandurah – The Future CONTACT OFFICER/S: John S Hughes AUTHOR: Emily Arnold FILE NO:

Summary

The Common Threads Wearable Art competition began in 2011 with a small catwalk show as part of the Stretch Arts Festival. In 2016, the showcase audience reached capacity with more than 800 attendees and 86 designers, illustrating the need for this event to evolve into a stand-alone initiative, separate from the Stretch Arts Festival.

In October 2016, Common Threads was rebranded as Wearable Art Mandurah (WAM) to create a stronger link to the city, anticipating the initiative’s growth into a unique destination event with the mission to create opportunities that nurture and transform artists’ skills in new and contemporary ways. Through WAM, participants can express their personal stories, and audiences and participants are encouraged to look at the world in new ways, through the arts.

While Wearable Art Mandurah builds the capacity of artists it also acts as an economic driver to bring people into the City as well as showcasing Mandurah as a place of arts and culture. This report delivers a business plan for the event which details how the event can grow over the next four years to deliver on the vision of being a significant cultural event for not only the City but to a much wider audience.

This is a success story for Mandurah with the development of a new event that has real potential to become an international destination event for the City.

This report will detail recent strategic growth, outline the potential of the event and how it is intended to sustainably manage that potential. The report also outlines a budget shortfall which will be dealt with through the budget review process in a subsequent council report.

Council is requested to support the vision and direction of Wearable Art Mandurah, to note the name and associated branding and note the budget shortfall which will be dealt with through a subsequent report at mid-year budget review.

Disclosure of Interest

Nil

Previous Relevant Documentation

N/A

Background

Common Threads Wearable Art began in 2011 with eleven outfits modelled by community members in Mandjar Square. Since then Wearable Art Mandurah has become a year round initiative that includes a series of capacity building workshops for artists. It has expanded its reach interstate and overseas; increased exposure at various (targeted) expos and in key national industry magazines, and it has attracted substantial grant and sponsorship funding and in-kind support.

Over the years an accompanying exhibition has also been successfully held at Contemporary Arts Spaces Mandurah, which has given the City the opportunity to showcase the garments for a longer period of time.

In late 2015 Strategic Planning workshops were undertaken to identify Wearable Art Mandurah’s objectives.

Report 1 Page 1 Report from Director People and Communities to Council Meeting of 14 February 2017

Wearable Art Mandurah is already the premier event of its kind nationally; the primary goal now is to elevate Wearable Art Mandurah into a premier international event, targeting two distinct markets: the applicants and the showcase audiences. Both audience and participant numbers will increase and Mandurah will become synonymous internationally with a world-class arts spectacular while maintaining its organic feel, embedded in the local community. This is an event which in other parts of the world has shown immense economic return and Mandurah is at the beginning of that journey.

2015-16 was the most successful Wearable Art Mandurah competition that the City has managed with 86 entries from all over Australia and international entries from Italy and New Zealand. The Boardwalk Theatre at the Mandurah Performing Arts Centre was sold out with 800 people in the audience leaving numerous people unable to obtain a ticket. Workshops were held in Mandurah, West Perth, Menora, Muresk and in Brisbane, Queensland. Media coverage of the competition spread across Australia and also to the United States and Canada.

In the last twelve months, the following goals have been achieved:

1. Stand-alone event: The Business Plan 2017-2022 was prepared, separating the project from Stretch Arts Festival into a stand-alone initiative with two showcase events and a focus on enhancing the quality of the production and its artistic collaborations. Wearable Art Mandurah has now outgrown its placement within the festival weekend event which is restricting the opportunity for other creative programs to be nurtured and developed.

A dual exhibition will be held for the first time at Alcoa Mandurah Art Gallery (AMAG) in the Mandurah Performing Arts Centre, and Contemporary Art Spaces Mandurah (CASM). AMAG, which will feature the competition winners’ garments, is considered one of the most significant galleries in the State and will contribute to increased exposure and profile for the event. CASM’s exhibition will focus on emerging artists, recognising youth and first-time entrants.

2. A new, award-winning brand: In October 2016 Common Threads Wearable Art was re-branded to Wearable Art Mandurah. The new premium brand has received awards for brand design and best typography at the Perth Advertising and Design Club’s annual awards, The Skulls. The Skulls are the most valuable honour for creative communications in Western Australia. Winning these awards has brought WAM to the attention of leaders in the state’s creative community. See Attachment 2.

3. External funding: The City has received a $25,000 grant from the Department of Culture and the Arts for development (photography, videography, website and PR) and the two professional showcase events. A grant of $38,504 from Royalties for Regions was received for showcase development, Peel regional workshops and the WAM exhibition.

Another two grant applications and one sponsorship proposal (Healthway) have been submitted to elevate WAM to the next level in its aspirational journey.

4. New website created: https://wearableartmandurah.com/

5. Online registration: Saving time and reducing duplication, online registration allows resources to be expended elsewhere.

6. Sponsorship matrix: To ensure sustainability, external investment in WAM must increase. Sponsorship opportunities and prospects aligned with the new brand have been identified and are being targeted.

7. Increased entries: Early Bird entries for 2017 increased by 15% on the previous year, higher than the targeted 10% increase. Overall entries increased by 31% to 113, including 18 national and four international entries.

Report 1 Page 2 Report from Director People and Communities to Council Meeting of 14 February 2017

8. Fashion schools: Two TAFEs (North and South Metro) have added WAM to their curriculums with five students from each pre-selected for the final judging. Curtin University is also promoting the initiative to their students.

9. Metrics: Analysis of entrants’ data from previous years is providing a solid baseline for a targeted marketing strategy moving forward, aimed at audience/ participant retention and growth.

10. World of Wearable Art (WOW): The Director People and Communities and the Arts Festival Officer attended WOW 2016 and met with organisers to understand its growth and economic impact.

WOW is the largest event of its kind starting 28 years ago in Nelson New Zealand. Wellington is now its home. It attracts more than 55,000 cultural tourists from across the globe over three weeks, as well as significant corporate support and prize money.

A key learning from the visit was the recognition that Mandurah’s point of difference is the community genesis of WAM, which can be maintained by more intimate showcases and associated activities that continue to attract and involve the community.

The short-term strategic goal of making Wearable Art Mandurah the pre-eminent Wearable Art competition in Australia has been achieved raising the profile of the City of Mandurah as a cultural destination.

The second stage of the business plan is to raise the level of Mandurah’s Wearable Art competition to an iconic level building on the success of the City’s Arts, Heritage and Culture Plan (2015), Mandurah Performing Arts Theatre winning the award for being the best regional theatre in 2013 and the success of Crab Fest winning the gold award as the best Major Event at the Perth Airport WA Tourism Awards in 2016.

Comment Mandurah (and Western Australia) needs to develop new tourism and cultural product as it becomes increasingly clear that there needs to be a growth in the tourism offer and the delivery of higher class cultural events. Events can be used as a driver to bring people to the community and to develop a city’s profile. With Wearable Art Mandurah the event has the capacity to raise the profile of the City as a place of art and culture by bringing people from interstate and overseas to Mandurah.

In light of the success of the event to date, a business plan has been developed which shows the future possibilities of the event within Mandurah and illustrates its capacity to grow to something that showcase Mandurah as a leading place of culture. See Attachment 1.

Renaming the event to promote the City was the most obvious outcome of the review of the branding and marketing of the event. It was also obvious that a discreet website needed to be created for the competition, so that stakeholders didn’t have to navigate the City of Mandurah to find what they required. Funding of $20,000 from the Department of Culture and the Arts was secured to develop the website.

Two Wearable Art Mandurah shows will be held in 2017, a fabulous Saturday awards night on 10 June and a more community orientated afternoon show, with equally high production values on the afternoon of Sunday 11 June 2017. The strategic aim of Wearable Art Mandurah is to promote the city across Australia and internationally as a cultural destination while maintaining links within the community.

Funding has more than doubled and the City is looking for a wider range of sponsors, but the current economic climate is not encouraging at this time. However as a fast growing regional city, discussion with media groups is ongoing and Wearable Art Mandurah becomes a more significant part of those negotiations as the quality and size of the event increases.

Entries for 2017 have reached 114, with submissions from all parts of Australia and further afield from Switzerland, Romania, Canada and New Zealand. Mandurah is being talked about across the world and that is one of our main aims going forward.

Report 1 Page 3 Report from Director People and Communities to Council Meeting of 14 February 2017

Looking ahead

The following opportunities have been identified to aid the growth of Wearable Art Mandurah over the next five years. The City is working with Pracys to assist in the further development of the event.

Partnerships: • Develop VIP exclusive opportunities to cultivate key relationships • Partner with Tourism Australia to promote cultural tourism • Apply to Department of Culture and the Arts for funding to develop WAM's strategic direction/ business case to become independent of the City. • Source international prospects to steward as major partner/s

Economic development: • Develop a philanthropic prospect list • Develop day/overnight packages for tourists (with a South East Asian focus) • Investigate associated social enterprise/ neighbourhood-based job creation opportunities

Participation growth: • Online mentor/designers’ forum, investigate online educational programs • Link with design schools nationally and in South East Asia • Provide international residencies/ exchanges for designers as prizes

Event growth: • Create associations with allied fields, with a focus on top-end local talent, for showcase events: singers, performers, dancers, audio/visual artists, set designers. • Partner with regional galleries for touring exhibition • Regional expansion (South East Asia)

Promotional opportunities: • Wearable Art Mandurah will play a key role in the development of the City’s Cultural Precinct, an area for expansion previously identified by Council that encompasses Mandurah Performing Arts Centre, CASM, Stretch Arts Festival and the Museum. • The development of a Social Media Strategy • Country Arts’ Regional Arts Conference October 2017 • Highlight design talent/stories from our region Consultation

Designers and Participants Mandurah and Peel Tourism Organisation

Statutory Environment

Nil

Policy Implications

Nil

Report 1 Page 4 Report from Director People and Communities to Council Meeting of 14 February 2017

Economic Implications

In 2016 the cost to the City of Mandurah was $103,000, with an additional $56,000 spent on staffing. Funding of $20,000 each was successfully obtained from Healthway and the Department of Culture and the Arts, ticket sales amounted to $10,000 and several patrons individually sponsored prizes.

The following are the budget and costs for 2017.

2015-16 2016-17 Actual Budget Review $ $

Expenditure Administration 1,396 10,155 Marketing 12,018 76,262 Showcase 66,220 91,282 Production Judging Event 4,978 14,096 Workshops & 4,939 21,800 Exhibitions Salaries 56,000 65,000 Total 159,000 278,595

Revenue Grant Funding 40,000 88,504 Department Culture and Arts - $25,000 Healthway $25,000 Royalties $38,504 Ticket Sales 10,294 25,000 Total 50,294 113,504

City Contribution Actual/forecast 108,076 165,091 Budget 50,000 90,000 Shortfall 58,076 75,091

The shortfall of $75,091 will be partly met by $20,000 savings in arts and culture projects with the balance of $55,000 as an over expenditure to be funded through the budget review process which will be dealt with in a subsequent report.

As Wearable Art Mandurah grows it is envisaged that it will attract state and national visitors to stay in and experience Mandurah. At the moment this is happening on a fairly limited scale. However with two shows this year more people will be staying overnight. This is the economic direction of the event to bring visitors to Mandurah, for them to stay and to return.

Strategic Implications

The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report:

Social: • Provide a range of social, retail, recreational and entertainment experiences for the City’s residents and visitors.

Report 1 Page 5 Report from Director People and Communities to Council Meeting of 14 February 2017

Economic: • Increase the level of regional employment • Develop a strong and sustainable tourism industry

Identity: • Encourage active community participation and engagement • Become known as a city and destination for events, arts, heritage and culture

Organisational Excellence: • Develop a strong brand of leading local government that meets community expectations

Conclusion

Born out of an acorn idea at the Stretch Arts Festival, Wearable Art Mandurah is on the threshold of developing into a major destination event in Mandurah with an international profile.

Wearable Art Mandurah is fostering a rich artistic environment that has attracted investment from internal and external investors. It encourages creative excellence by generating opportunities for artists to develop beyond their perceived capabilities. Wearable Art Mandurah has integrity in approach, administration, management and presentation, providing a solid foundation for future partnerships and sustainable growth.

Wearable Art Mandurah is a key vehicle in realising the City’s ambitions outlined in the Arts, Heritage and Culture Strategy: to build a unique, rich, creative, world-class cultural city, with opportunity for all. The opportunity is to now take this project to the next level in the cultural tourism market which the plan articulates and to grow the event to its potential.

This is a success story and with any success there is a set of challenges that need to be addressed in order that the current organisation, and stakeholders can consider what is best for the project’s future in meeting high artistic aspirations worth of a world-class cultural city which is clearly defined through the Arts, Heritage and Culture Strategy.

This strategic document sets out those challenges and opportunities with recommendations for moving Wearable Art Mandurah strategically through a change and growth program that will facilitate a sustainable destination event, a critically acclaimed creative program and a competition that holds its own on a worldwide platform.

Attachment 1 - Wearable Art Mandurah – A Business Plan

Subject to Council’s consent, officers will show a short video at the meeting

RECOMMENDATION

That Council:

1. Supports the vision of the Wearable Art Mandurah event to become a leading arts event on the Australian calendar.

2. Notes that the budget shortfall will be considered as part of the mid-year review process

3. Notes the new name and the associated branding

4. Notes the direction in the business case to grow Wearable Art Mandurah into a world class event.

Report 1 Page 6 ATTACHMENT 1

Wearable Art Mandurah Business Plan 2017-2021

Acknowledgement

The City of Mandurah acknowledges the importance of paying respect to the traditional custodians of the land, their Elders past and present and the continuing cultural and spiritual practices of local Aboriginal people.

Introduction

Mandurah has a strong history of creativity and innovation. Essential is our ambition to build a unique rich and creative, world-class cultural city, with opportunity for all which means delivering high quality cultural services that directly contribute to the economic and social success of the city and enable people to reach their full potential.

This strategic report sets out to prepare Wearable Art Mandurah to continue its successful growth by planning and preparing for change.

Vision

Wearable Art Mandurah is the Australian platform that encourages artists to create extravagant, revolutionary, provocative works of art on the body that elevate and challenge artistic, conceptual creativity, innovation and curatorial rigour in all art forms through an international competition, capacity building workshops, professional showcase and exhibition. It is also a major economic driver for the City as it promotes the City of Mandurah as a cultural destination.

Mission

To create opportunities that nurture and transform traditional artistic skills in new and contemporary ways as a means of expressing personal histories, stories and encouraging new ways of looking at the world through the arts.

To showcase Mandurah as a City of Culture which will drive an economic return by the development of a world class event which is known internationally.

Values

• Avant Gard – we are experimental, entrepreneurial and aspirational • Bold – We are courageous and daring whilst being clear and distinct • Authentic – We are reliable, trustworthy and genuine with all our relationships • Excellence – We are exceptionally good in all that we do.

REPORT 1 PAGE 7 Strategic Goals

Pracsys states that “Successful arts businesses are embedded in their communities of interest and practice.

A community of interest is the broader untapped audience of patrons and customers that need to be engaged at an emotional and intellectual level with the core activity of the arts business. A community of practice comprises arts practitioners, curators, critics and sponsors that express the national, regional or local identity and character”[1].

Wearable Art Mandurah aims to tap into and nurture multiple communities of interests by continuing to engage, develop community strength, capacity building and connectedness achieved through a competition, showcase and exhibition. This will be achieved through the following strategic goals:

Artistic and Creative Excellence:

• Increase access for artists to participate in the competition in order to foster creative excellence, encourage high levels of attainment and push the boundaries and assumptions of wearable art. The artists to be local, interstate and international. • A professional showcase that presents the artworks using multiple creative art forms, from digital media, dance, music, theatre, visual art, creative expression and the performing arts • Curated exhibition that speaks to the art work in a new way generating a discourse about the works to encourage critical thinking and debate • Elevate creative and artistic boundaries whilst threading personal stories that resonate with the viewer, encouraging a new way of viewing the world • Nurture and enhance traditional skills in order to foster the creative growth of artists involved.

Creative Leadership:

• Encourage innovation in terms of techniques used to create a wearable artwork that transcends original meaning of the materials used • Continue to adopt contemporary style of leadership in order to create environments for creativity and expression to thrive • Build a community of artists with the ambition, capability and potential to challenges themselves as artists through capacity building activity (i.e. workshops, artist talks).

Creative Communities:

• Encouraging a collective ownership of Wearable Art Mandurah • Building audiences by inspiring and connecting with communities from grass roots to special interest groups in order to generate and create awareness of the project • Becoming a catalyst that engages and encourages involvement to, for and with diverse communities of interest

[1] Pracys Building Case for Arts 2015

REPORT 1 PAGE 8 • Encouraging collaboration and shared learning that capacity build communities and artists in the production and consumption of wearable art.

Creative Economies • To build a destination event and to become a key economic driver for the City of Mandurah.

Context

Mandurah is one of the most vibrant regional cities in Western Australia. Once a small fishing village that boomed during holiday periods, it now has a thriving population of more than 80,000. Covering an area of 173.5km2, Mandurah follows the coast from its northern extremity at Madora to the Ramsar-listed wetland Lake Clifton and Yalgorup National Park 50km to the south.

Mandurah has retained its relaxed, holiday atmosphere despite recent rapid growth as a major ‘sea change’ destination in Australia. People come on holiday and then want to stay, which has resulted in Mandurah expanding to offer an exciting mix of residential developments, from family homes and modern apartments within new estates to luxurious homes nestled among numerous canal waterways.

One of Mandurah’s greatest assets is its diverse and friendly community. Voted twice as WA’s Top Tourism Town, Mandurah welcomes friends and family from around the globe to enjoy its relaxed coastal lifestyle. In fact, the name Mandurah is derived from the Aboriginal word, ‘mandjar’ meaning ‘meeting place.

Tourism is a major generator of business opportunities and employment in Mandurah, with proactive education initiatives that have boosted investment opportunities and employment in the hospitality and services industries. Planning is also underway to develop additional economic opportunities to keep pace with the City’s rapid growth as Mandurah’s population could nearly double in size by 2031. Wearable Art Mandurah is a key part of the City’s tourism make up and is set to further establish Mandurah as a destination for culture and the arts.

Culture

Wearable Art Mandurah operates within a strong internal and external cultural strategic framework; The Strategic Community Plan defines the City of Mandurah’s role in developing arts and culture over the next 20 years; including leveraging of arts and culture to build a more cohesive community. This is expressed through an Arts, Heritage and Culture Strategy which offers leadership and acts as a conduit to work with a range of providers and funding services to maintain, develop and sustain a rich cultural heritage whilst responding to new and established community needs.

Over 1.7 million people over 15 years of age attended at least one cultural venue or event in WA during 2013-14. Western Australia has the 3rd highest attendance rate in Australia, higher than the national average of 86.2% demonstrating an appetite for arts and culture.

REPORT 1 PAGE 9 Infrastructure and engagement with the arts in regional communities is a priority for the State Government and one that is shared by those who live and work in regional Western Australia.

The Regional Arts and Cultural Action Plan (the Action Plan) has been developed as a framework to guide strategic investment and foster collaborative partnerships between the State and local governments, arts and cultural organisations and the wider community towards the realisation of this objective.

Wearable Art across the Globe

New Zealand’s WOW (World of Wearable Art) has grown from a one person operation (27 years ago) based in Nelson, New Zealand to 19 permanent and over 8,000 (including 42 professional dancers, 8 aerialists, 111 child and adult models) cast and crew dedicated to the WOW show and museum activity.

In economic terms WOW: • Attracts over $22m in to the Wellington economy over 17 days, • Enables $165,000 in prize money, • In 2013, the NZ Govt. awarded three year funding of $900,000, • Attracted major partners Brancott Estate, Air New Zealand, Shell, Wellington Council and many other major and minor sponsors.

Attracted and engaged a broad audience: • 50,000 people attended 12 two hour shows in 2016; • Tickets cost $99 - $170, VIP tickets are $400 each.

Has an international brand: • 32 garments in WOW’s permanent collection, touring the World.

The WOW event meets every economic measure for a City. It runs for three weeks so brings in both local and international visitors who stay a few nights and spend in the City.

It has major sponsors who associate their brand with the event brand. For the City of Wellington and New Zealand it is a major driver in people seeing them as a city and country of culture as well as a place of sport.

Other Competitions

There are wearable art competitions across the world but many do not have all the components that the Mandurah event does. There shows are runway based without the following exhibition or the development workshops which sit around the event. This gives the Mandurah event an opportunity to develop into a larger competition which will attract overseas entrants.

REPORT 1 PAGE 10 Wearable Art Mandurah

The Wearable Art Mandurah project is a quality visual art, textile and performance experience. The event engages community, nurtures talent, fosters innovation and promotes artistic excellence through a series of core activities:

competition

year round media/ skills networking/expo development activity

exhibition showcase

designer corner

Launched in 2011 as part of the Stretch Arts Festival the event has grown to a sell-out show with over one hundred artists entering art work. The plan sets out to express its future potential and how best to manage that potential in order to create a program that is fit for purpose and sustainable.

There has been an increase in competitors since the projects inception. From a basic competition, small showcase and exhibition Common Threads Wearable Art, now known as Wearable Art Mandurah hosts capacity building workshops for participants, expanded its reach to other states and overseas, increased exposure at various (targeted) expos and in key national industry magazines whilst achieved success in sponsorship and in-kind support.

The aim is not just to grow the competition in terms of number of competitors. The plan is about growing the audience, the reach and attracting high quality applications that will elevate the competition to reach high artistic goals. That said the fine balance will be maintaining the organic feel to the project that sustains the link to Mandurah’s community.

REPORT 1 PAGE 11 Drivers for Change

Council Operated

Mandurah is experiencing fast growth at a rate of 4.2 percent in 2011/12. This is well above the current WA average of 3.3 percent. The population is forecast to continue its growth, reaching approximately 122,500 by 2036. This equates to almost 50,000 new residents over the next two decades.

As expectations and needs increase the City of Mandurah’s approach to investment and management of the cultural infrastructure will be realigned from a predominantly operation, service driven approach to a facilitation model. The aim is to create capacity at grass roots, grow the audience and utilise resources across the City. The approach will be to engage a local, regional, state, national and international level in order to build partnerships to develop strategic alliances and achieve shared outcomes.

Wearable Art Mandurah will be the City of Mandurah’s opportunity to explore the potential for delivering this project by seeking out strategic methods of delivering the program to reach its potential whilst maintaining its home base in Mandurah.

Stretch Arts Festival – reached capacity

Stretch Arts Festival is a key community art event in the Mandurah and Peel region cultural calendar. It has successfully achieved its role of generating a project that speaks to and elevates audience and artistic needs. Wearable Art Mandurah has now outgrown its placement within the festival weekend event which is restricting the opportunity for other creative programs to be nurtured and developed.

Creative Growth

Creative development comes from pushing boundaries and setting challenging environments that stimulate discourse. At its core Wearable Art Mandurah is a creative program that sets high artistic standards that encourages conversation by presenting ideas and concepts through innovative works of art on the body. Creative freedom of expression is an area of challenge as artistic and creative outcomes are not always aligned with needs, priorities and boundaries of a local government. This plan is not written to debate the pros and cons of artistic creativity in a local government realm rather to acknowledge that a balance exists and consideration of creative freedom needs to be taken into consideration when taking the project forward.

REPORT 1 PAGE 12 Infrastructure Management

Wearable Art Mandurah continues to grow and build its competitor base whilst developing a diverse and engaged audience. The model for delivery has not changed to adapt to the growth spurt that has been experienced since the projects inception. The delivery model needs to be realigned in order to prepare for growth without losing the quality and integrity of the program itself.

Image and Identity

Branded under the Stretch Arts Festival program Wearable Art Mandurah has gained traction and attention through the effective marketing and media campaigns. As the program reaches a global audience Wearable Art Mandurah is being expressed as an independent creative voice, this has not been a strategic objective more a holistic outcome of its growth in the market place.

Keys to Success

Creativity and innovation is the new driver for social and economic development, the City of Mandurah recently adopted an Arts, Heritage and Culture Strategy that underpins and creates a framework from which the project has grown. Success factors include:

Infrastructure • Grass roots driven This project has always adopted democratisation principles that encourage engagement at every level. 360 degree evaluations take place in order that artist involved can influence and shape the future direction whilst audiences are encouraged to tell us more about their needs and aspirations.

• Unique event in WA There are wearable art programs happening in regional areas but not on the scale, depth and level of creativity and innovation that is expressed through Wearable Art Mandurah. As a result it has the ability to become a destination event and a key economic driver for the Peel region.

• Rooted in creativity Three components - competition, showcase and exhibition, each act as creative launching platforms. Each level adds another layer of creativity leading to more opportunities to interpret the artworks utilising various art forms. This is another aspect of the programs uniqueness.

• Capacity building activity The whole concept of the program is to create opportunities in which artists can grow, develop and express themselves through wearable art. Volunteers involved in the program also build their skill base as professional training is applied to all aspects of their (volunteer) work i.e. training on handling artwork was given by Art on the Move in order that garments shipped from other states could be unpacked following museum quality principles.

REPORT 1 PAGE 13 • Dedicated visionary and quality team (paid and unpaid): A small paid team operate the program to great effect, capacity is now being reached and new solutions sought to maintain, sustain and grow this program in order to reach its full potential.

• Attracted partnerships Due to the unique nature of the program Wearable Art Mandurah has attracted a diverse mix of investors from Healthway to support the Act, Belong, Commit message to the local cinema supporting an advertising campaign. This demonstrates there is potential to diversify the investment mix further. This needs to be further developed over the next few years to develop partners with the event.

• Targeted media campaigns and networking The small team have been incredibly creative in targeting specific expos and events that has exposed the project to a larger audience which has translated into more applications from across Australia to wide ranging coverage in industry specialist magazines which has helped attract global applications. This is a key component to the future of the program going forward.

• Rigorous administration process City of Mandurah used appropriate methodologies for administering its projects that are fit for purpose. This is supported by an officer who has created capacity by building a clear structural approach to managing the project. Red tape is kept to a minimum without losing the ability to retain transparency, accountability and project management.

Product • Valuing the artist and audience It is very easy, in a project with limited staff and resources to forget the value of true customer care. Wearable Art Mandurah has its foundation rooted in good customer care values.

• Ultimate designer experience Key benefits of participating in the program are o access to capacity building workshops, o opportunities for artists involved to share their skills with others through designer specific workshops, o designers are given multiple platforms to present their artwork in order to add value and create exposure for their work (competition, exhibition, showcase, coverage in industry media outlets and presenting and experiencing artworks).

• Platform to a global market This is an outcome of the targeted approach to promoting and exposing the program to a wider market. Industry specialists are sharing the project in their magazines, blogs, and social media outlets and as a result the linkages and opportunities have quick growth spurts.

REPORT 1 PAGE 14 • Attractive to sponsors The program does not end after the exhibition, what follows are the expos, workshops, launch for the following year and opportunities for artists to share their artwork in various creative outlets. This means over 11 month’s consistent promotion enabling an investor to achieve sustained visibility throughout the year.

• Strong social, economic and environmental return on investment Artists are encouraged to create their artworks from materials that have been discarded or used in other ways to regenerate and breathe new life into those materials. This also results in a more skilled workforce as artists are pushed past their comfort zone to think creatively about the work they are creating using problem solving techniques encouraging discourse leading to a flexible proactive workforce ready for a challenge.

• Create a patron scheme This is a key factor in building stakeholders that creates the capacity to attract philanthropic investors to the project. A Patron Scheme will enable the organisers to build their portfolio of influencers, champions and ambassadors for the project whilst building on artistic and creative excellence.

Strategy and Implementation Plan

City of Mandurah has identified a four key strategic stepping stones to effectively grow the capacity and potential of the project:

Separate from Stretch Arts Festival

Build on identity/positioning

At some point leave CoM

Independent organisation created

No time scale has been developed for this strategy but it is rather a progression that is dependent on many different opportunities and funding over the next few years.

Planning for Growth

2016/17

• Wearable Art Mandurah moves away from Stretch Arts Festival but is retained within the City of Mandurah direct cultural provision portfolio. • Develop brand positioning to ensure Wearable Art Mandurah is able to retain its identity through change.

REPORT 1 PAGE 15 2017/18

• Wearable Art Mandurah is retained within the City of Mandurah direct cultural provision portfolio. • Consolidate growth of competition, continue to grow entrants and audience members • A thorough business review of Wearable Art Mandurah to assess its future growth in economic and social terms and the potential models for delivery. • Growth of sponsorship for the event, including government and other sponsors

2018/19

• Wearable Art Mandurah is retained within the City of Mandurah direct cultural provision portfolio. • Change management program to prepare Wearable Art Mandurah to respond to the outcomes of the business review.

Underpinning the high level plans is a set of key assumptions held:

Creative Content • Retain local artist involvement • Attract international artists • Satellite workshops worldwide • Multiple showcases – Mandurah, Perth • Multiple exhibitions- Mandurah, Perth, Asia

Sustainable Infrastructure • Appropriately qualified and experienced staff • Storage space for artworks with capacity to grow • Income through a mixed economy; core funding, grants, sponsorship, in-kind • Buy in from local government and community.

Communication and Marketing • Strong independent brand • Audience building programs and campaigns • Fluid and flexible social media presence • Diversifying PR and communication through a social media strategy and campaign • Networking.

Partnership/Stakeholder Engagement • Major artistic partnerships–i.e. MPAC, Department of Culture and Arts, Healthway • Sponsorship/investors/grant bodies • Media • International • Community • Ambassadors/Champions.

REPORT 1 PAGE 16 Management Structure

The current management structure has one part time arts officer with some administration support and other support from other officers managing the event.

Market Analysis and Summary

Long Term Key Indicators

Wearable Art Mandurah has identified eleven Key Performance Indicators:

1. Number of artists enrolled in the competition; 2. Increased artistic skills; 3. Elevate individual artists practices by providing multiple platforms to launch their work and careers; 4. Create sustainable paths for artists to continue their creative journey independently of the project; 5. Impact and value of those involved in the competition, showcase and exhibition; 6. Impact and value of audiences viewing the showcase and exhibition; 7. Number of Employment Opportunities achieved through the project; 8. Level of awareness of the competition in Peel and Western Australia; 9. Growing the program to reach a global market; 10. Number of Overnight Visits to the Showcase; 11. Contribution to the local economy and tourism.

These indicators will be introduced to the 2017 program with year one setting the benchmark for growth. The City is working with Pracys on further development of these measures and the further development of the event.

Marketing/Brand Priorities

A distinctive brand for the project has been created giving it its own identity separate from and independent of the Stretch Arts Festival. The brand will enable Wearable Art Mandurah to position itself as a key opportunity to business people, investors, visitors, residents and artists across Australia and internationally. This will be achieved by:

• Branding workshop that will explore the key messages of the project and how that is best articulated through the brand; • Holding cross-sector workshops across the region to maximise support for and understanding of the brand; • Develop guidelines and protocols for the use of the brand; • Review key Wearable Art Mandurah publications (in collaboration with the relevant officers), including Stretch Arts Festival and City of Mandurah corporate brand • Produce a quality publication for wide distribution to partners, businesses and investors which articulates the brand vision and provides exemplars to illustrate brand.

Develop a long term, strategic PR campaign that will include appropriate tools to effectively communicate the desired message or messages to target markets as follows:

• Identifying and targeting existing and new markets; • Identifying and targeting partnership opportunities for business and industry specialists;

REPORT 1 PAGE 17 • Increase awareness of Wearable Art Mandurah; • Position Wearable Art Mandurah as a positive, vital force in the community; • Increase positive recognition, enthusiasm and support for Wearable Art Mandurah as a leader in delivery wearable art for the body; • Identifying reasonable timelines to achieve the desired goals.

Build key strategic partnerships with major companies and organisations (i.e. Healthway) to invest and support the economic growth and international positioning of Wearable Art Mandurah:

• Identify opportunities for enhancing the profile, reputation and competitiveness of Wearable Art Mandurah in the cultural and arts landscape of Peel and Western Australia. • Continue to develop a strategic and ongoing relationship with Healthway and Department of Culture and the Arts to increase sponsorship opportunities over the longer term. • Build sponsorship/partner opportunities to capitalise on the unique facets of Wearable Art Mandurah from competition, showcase to exhibition. • Develop a Patrons Scheme that will engage key influencers in the industry and beyond.

Increase and improve relationship marketing with existing customers • Continuing to grow our databases of artists (currently over 1200 subscribers to newsletter1). • Increased customer profiling to ensure that audiences are given prompt information relating to events that are of particular interest to them. • Improved cost efficiencies very likely to result from the above.

Finance

It is anticipated that the income growth will come from multiple streams - grants, earned income and the City of Mandurah.

Recommendations:

• To review and align multiple funding streams for Wearable Art Mandurah in order to maximise and extend the potential of existing funding. • To secure additional funding resources for 2017-2021 to maximise Wearable Art Mandurah potential for growth. • To prioritise and procure new resources, balancing time limited project funding to the long- term sustainability issues. • To test case business models for improved income diversification and future sustainability; including, independent operation, partnership approaches and value of status-quo. • To assess the need for and viability of new funding streams, based on business model identified through business feasibility studies, costs benefit analysis and option appraisals. • Assess staffing structure job roles and costs in terms of ability to meet identified business model going forward.

1 Stretch Arts Festival and WEARABLE ART MANDURAH newsletter data combined

REPORT 1 PAGE 18 Conclusion

Wearable Art Mandurah is a unique event that has informed and shaped the contemporary image and identity of Mandurah. In so doing fostering and encouraging a rich artistic environment that has attracted investment from internal and external investors. The organic and incremental growth and success of Wearable Art Mandurah has fostered creative excellence by generating opportunities for artists to develop beyond their perceived capabilities and achieved integrity in approach, administration, management and presentation of the project to a developing audience.

Born out of an acorn idea at the Stretch Arts Festival, Wearable Art Mandurah in on the threshold of developing into a major destination event in Mandurah with an international profile.

Wearable Art Mandurah is a key program in realising the City’s ambitions expressed through the Arts, Heritage and Culture strategy to build a unique rich and creative, world-class cultural city, with opportunity for all. The City of Mandurah is now being asked to consider its role in taking this project to the next level by considering its placement in the cultural, tourism market.

City resources are limited and the ambition of Wearable Art Mandurah is broader than the responsibilities of a local government. The opportunity is open for the City to move the project from City led to City enabled and in so doing creating an independent organisation that is able to expand and grow using entrepreneurial models of development that may not be appropriate in a local government environment.

REPORT 1 PAGE 19 Report from Director People and Communities to Council Meeting Committee Meeting of 14 February 2017

2. SUBJECT: Liquor Accord 2012-2016 Achievements and Directions 2017 CONTACT OFFICER/S: Tim Hartland AUTHOR: Belinda Trowbridge/Stacey Jones FILE NO:

Summary

The purpose of this report is to acknowledge the achievements of the Mandurah Liquor Accord (the Accord) over the past twelve months and outline the strategic direction for 2017.

The Accord is made up of licensees (including bottle shops, restaurants, taverns, night clubs, sporting clubs and bars) and is supported by government agencies and community groups (including the WA Police, the Department of Health, Mandurah and Peel Tourism Organisation, Australian Hotels Association and Mandurah Street Chaplains). Since the Accord was established in 2012, numbers of attendees have increased, conversations at meetings have developed and relationships have been built. The Accord has also become an example to other regions on how a Liquor Accord can be facilitated, and work to address alcohol related issues.

Disclosure of Interest

N/A.

Previous Relevant Documentation

• G.13/1/16 January 27 2016 Community Safety and Crime Prevention Partnership Plan 2011-2016 Key Achievements and Future Strategies. • G.27/12/15 December 15 2015 Councillor Jackson: Placing of Radios in Entertainment Precinct Licenses Venues. • G.13/8/11 August 9 2011 2011-2016 Community Safety and Crime Prevention Partnership Plan.

Background

The 2011-2016 Community Safety and Crime Prevention Partnership Plan outlined a strategy to re- establish a Liquor Accord to address alcohol-related anti-social behaviour. The City facilitates the Accord, which involves organising bi-monthly meetings, distributing meeting agendas and minutes, maintaining a database, developing a quarterly newsletter, assisting with Accord-initiated projects and sharing any other relevant information that may be of interest to licensees. The Accord is comprised of representatives from licenced venues and local agencies including government departments such as WA Police, Liquor Enforcement Unit, Department of Racing, Gaming and Liquor, the Department of Health, local businesses and other community organisations, such as Street Chaplains. Two Elected Members nominate to represent the City of Mandurah on the Accord, with Councillors Schumacher and Jackson currently on the Accord, Councillor Jackson is also filling the Chairperson role. The Accord meets bi-monthly to discuss alcohol-related issues and develop practical solutions to alcohol-related problems.

In late 2014 a Liquor Accord Strategic Framework (Attachment 1) was developed which outlines specific strategies the Accord aims to achieve annually. The Strategic Framework focuses on two main objectives, firstly, Improving communication and collaboration between licenced venues and secondly, reducing the level of alcohol-related crime, violence and anti-social behaviour.

Comment

It is important to acknowledge and raise awareness of the successful achievements of the Mandurah Liquor Accord since it was established in 2012. At the end of each year a Liquor Accord Strategic Framework Report (Attachment 2) is generated to assess the outcomes that were achieved against the objectives.

Report 2 Page 20 Report from Director People and Communities to Council Meeting Committee Meeting of 14 February 2017

Whilst it was expected that several different sources of statistics would be gathered to assist in measuring the success of the Accord, difficulty gathering the data prohibited this mechanism being used as originally anticipated. Additional work will be undertaken to explore options to gather statistical information to further assist in measuring the effectiveness of the Accord.

Below are some of the major outcomes achieved by the Accord throughout 2016:

• The City has worked hard to establish relationships with venue managers which is a difficult task due to the nature of the high staff turnover in the industry. Throughout 2016, as a result of persistent efforts from the Community Safety team, Accord membership numbers increased by 16%. • Accord meeting attendance numbers increased by 50%, which was also a result of the efforts of the City through regular communication and the development of relationships with local licensees. • The City encourages members to host Accord meetings as it can provide each business an opportunity to showcase their venue. In 2016 six meetings were held at the following venues: Tuckey Room (City of Mandurah), Mandurah Quay Resort, Mandurah Offshore Fishing and Sailing Club, Halls Head Bowling Club, Senior’s and Community Centre and the Brighton Hotel. • Three positive media promotions occurred in July and August celebrating the positive work the Accord is responsible for in reducing alcohol-related issues. These were: ‘City takes well-rounded approach to tackle alcohol related issues’ in the City Voice – Mandurah Mail (July 2016), ‘City of Mandurah trying to change youth attitudes towards alcohol’ – Mandurah Coastal Times (July 2016) and ‘Action on Alcohol’ in the Mandurah Coastal Times (August 2016). • One of the Accords original initiatives was to pay for a security guard at the Mandurah Terrace Taxi Rank on Friday and Saturday nights for a minimum of four hours. This arrangement continued throughout the year. During 2016 there was only one reported assault that occurred specific to the Mandurah Terrace Taxi Rank on a Friday or Saturday (am), compared to two assaults that were reported in 2015 (WA Police Statistics). • A 10 month pilot radio project was completed. Seven radios were distributed to venues located within Mandurah’s Entertainment precinct with the aim of improving communication between licenced venues. The trial was minimally successful however, the project raised the benefits of improved communication and venues now members have reverted back to using mobile phones to communicate because this is more convenient for them at this stage.

Consultation

A strategic plan was developed in consultation with Accord members during the year An external consultant ensured the plan was reflective of the group’s aims and was measurable.

Statutory Environment

N/A

Policy Implications

N/A

Economic Implications

The Accord acknowledges the challenges faced by the negative perception of safety at night time within Mandurah’s entertainment precinct and continues to actively work to reduce the negative perception of safety by promoting positive Accord initiatives, such as the secured night-time taxi rank on Mandurah Terrace. The Accord also aims to improve the night-time economy through the promotion of positive media messages and campaigns as they arise.

Report 2 Page 21 Report from Director People and Communities to Council Meeting Committee Meeting of 14 February 2017

Strategic Implications

The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report:

Social: • Help build the community’s confidence in Mandurah as a safe and secure City

Economic: • Develop a strong and sustainable tourism industry

Identity: • Encourage active community participation and engagement • Promote Mandurah’s identity as a unique regional city, based on its waterways, history, heritage and future vision. • Become known as a city and destination for events, arts, heritage and culture

Leadership: • Develop and empower our community leaders to determine, guide and advocate for the City’s future • Ensure that the City as an organisation behaves as a model corporate citizen • Demonstrate leadership on major regional, state and national issues

Organisational Excellence: • Ensure the City has the capacity and capability to deliver services and facilities that meet community expectations

Conclusion

Since the establishment of a Mandurah Liquor Accord in 2012, attendance and participation at meetings by local businesses and supportive agencies has increased greatly and relationships between Accord members has strengthened. However, it should be noted that there are still some licensees that are not engaged and efforts will continue to be made to encourage them to participate in the Accord. The Community Safety team facilitates communication of members through the Accord, however an active and successful Accord would not possible without a positive group of professionals who share a collective interest in working together to improve both the perception of safety and the actual safety of Mandurah’s entertainment precinct.

The City is committed to encouraging a vibrant night time economy and actively minimising alcohol related harm through supporting safer environments for drinking, managing the physical availability of alcohol, and through environmental design and planning that supports low risk consumption.

There is a direct relationship between alcohol use and anti-social behaviour and violence, it is important to continue to work with key stakeholders to address through prevention strategies to reduce the social harms associated.

The Strategic Framework will be reviewed in late 2017 and a subsequent document created in order to ensure the Accord continues to develop and meet the needs of members including the City.

NOTE:

• Refer Attachment 1 Liquor Accord Strategic Framework Attachment 2 Liquor Accord Strategic Framework Report 2016

Report 2 Page 22 Report from Director People and Communities to Council Meeting Committee Meeting of 14 February 2017

RECOMMENDATION

That Council:

1. Commend the Mandurah Liquor Accord in the delivery of key achievements and growth in membership, since its establishment in 2012.

2. Supports the Mandurah Liquor Accord to develop a revised Strategic Framework for 2017 onwards.

Report 2 Page 23 ATTACHMENT 1 Mandurah Liquor Mandurah Liquor Accord Accord Strategic Framework

This framework summarises the key aims, objectives and strategies for the Accord during 2015-2017. Progress should be measured and reviewed regularly. The two objectives are designed to incorporate a range of harm minimisation and prevention strategies within the capacity of the Accord Members.

Aim 1: Increase Communication and Collaboration through the Accord: Objective 1: Good working relationship between licensees, Council, patrons, resident and Police. Strategies Output Targets Measurement Outcome Lead Agency/ Budget Support 1.1 Regular Accord Six meetings Number of Active Accord. COM, venue support $600/ year meetings. per year. Meetings per year. & catering required for catering from members. (in-kind contribution) COM - 2xhrs/ week staff time. 1.2 Prepare 20 membership Feedback from Potential members COM COM - $100 membership packages new members on are aware & well printing costs package. distributed. effectiveness of informed. 1xhr/ week staff package. time. 1.3 Increase 10% increase Number of new Expanded and more COM record NA awareness in membership members. active Accord. keeping, members & undertake within 12 encouraging Increased membership months. attendance. attendance at drive. meetings. 1.4 Increase 10% increase Each agency/ Active Accord. COM record keeping, NA in active in attendance business has a members encourage memberships. each year. representative attendance. attend a minimum of three meetings per year. 1.5 Increase A contact Contact details list Venues are alerted COM NA communication details list is is prepared and to troublemakers between distributed to maintained. moving between licensees. members six venues. Feedback from year. members at Increased Accord meetings. collaboration. 1.6 Target specific Recognition of Increase in Each licence type is COM supported by COM - $800 support/ diverse issues diversity of licence listed on the agenda RGL and members printing costs information per licensee type (pie chart). to prompt discussion suggesting or (newsletter) per type of type. Newsletter to cover providing content for 1xhr/ week staff licensee. topics relating to all the newsletter. time licence types.

Abbreviations: COM = City of Mandurah RGL = Racing, Gaming and Liquor LEU = Liquor Enforcement Unit of WA Police REPORT 2 PAGE 24

Together for a safe and vibrant Mandurah Mandurah Liquor Accord

Aim 2: To reduce alcohol related crime, violence and anti-social behaviour in Mandurah. Objective 2: Safe and well-managed environments in and around licensed premises. Strategies Output Targets Measurement Outcome Lead Agency/ Budget Support 2.1 Promote Four positive Number of positive news Mandurah has a COM, COM - $200 Mandurah as media stories – media releases / reputation as a members postage costs a safe vibrant promotions a Facebook Posts. safe destination. provide or (newsletters) destination: year. Number of members A quarterly suggesting 1xhr/ week - Media actively promoting newsletter is content, staff time. sharing - Merchandise alignment to the published and messages. distributed to all FB posts & - Awareness licensees. attending Activities/ photos. Programs 2.2 Measure 1 report per Statistics to include: Awareness of COM with COM - 1xhr/ achievements year. • Police statistics( inc LEU current state cooperation week staff time. of Accord. statistics) of Mandurah and data from entertainment members/ • RGL statistics precinct. agencies. • venue incident reports • noise/crime complaints • Mandurah Alcohol Profile (Department of Health) • Mandurah Taxi statistics 2.3 ‘Safe night out’ Reduction in Specific program Specific program COM TBD promotion’ alcohol related measurements to be outcomes to be supported by (additional crime, violence developed. developed. members. resources) and anti-social behaviour in Mandurah. 2.4 Improve Information Reduction in A safer COM 1xhr/ week awareness of provided on infringements and environment supported by staff time. liquor licensing improved complaints. Statistics from around licensed RGL and LEU. requirements. compliance: RGL, LEU and COM. premises. presentations from RGL & LEU. 2.5 Improve safety Security Reduction in assaults at Licensees COM, Players Approximately at taxi ranks. guard is at the Mandurah Tce Rank. WA acknowledge Bar, Toucan $300 per Mandurah Tce Police statistics utilised. their Club, Brighton partner per rank on Friday contribution Hotel, month. and Saturday to the overall Mandurah nights (12-4am, experience in Taxis, Black minimum) Mandurah by and White contributing cabs. to the security guard.

REPORT 2 PAGE 25 Together for a safe and vibrant Mandurah ATTACHMENT 2

Mandurah Liquor Accord Strategic Framework Report 2016

The aim of the Accord is to assist local licensees to work better together – to reduce alcohol related crime, violence and anti-social behaviour in Mandurah.

REPORT 2 PAGE 26 Introduction

Background Information

The Mandurah Liquor Accord was formed in 2012. The purpose of the Accord is to facilitate communication between local licensees and to encourage relationships between venues to ensure Mandurah’s entertainment precinct is a safe, fun entertainment destination for residents and visitors to enjoy.

The City of Mandurah facilitates the Accord which involves organising bi-monthly meetings, maintaining a current database of members, creating and distributing quarterly newsletters, and supporting the project management of small projects and campaigns initiated by Accord members.

In September 2014, members of the Accord developed a Strategic Framework. The Strategic Framework is a document that outlines yearly target outputs that the Accord aims to achieve. An annual strategic framework report is generated to assess how many outcomes have been achieved throughout the year.

Mandurah Liquor Accord Members 2012-2016

Year Members signed-on through the year 2012 11 2013 17 2014 5 2015 5 2016 7 Total 45

Future Vision of the Accord

We see a vibrant, prospering, connected city where community members and local businesses work together to improve both actual and perceived safety within Mandurah’s entertainment precinct for locals and visitors.

Accord Strategic Framework Review

The Accord recognises that the needs of the Mandurah community and local licensees change over time and the strategic framework must be updated to reflect these changing needs. The Strategic Framework will be updated every three years with the next planning process to commence in late 2017.

REPORT 2 PAGE 27 Mandurah Liquor Accord Strategic Framework Report 2016 Objective 1

Good working relationships between licensees, the City, patrons, residents and Police.

Aim: To increase communication and collaboration through the Accord.

Strategy 1.1: Regular Accord Meetings

Target output: Hold six Accord meetings per year.

Actual outcome: Throughout 2016, six meetings were held at the following dates/venues:

Date Venue February 18 Tuckey Room, City of Mandurah April 28 Mandurah Quay Resort June 16 Mandurah Offshore Fishing and Sailing Club August 18 Halls Head Bowling Club October 27 Seniors and Community Centre December 8 Brighton Hotel

Strategy 1.2: Prepare Membership Package

Target output: Distribute 20 membership packages per year.

Membership packages include:

• Formal invitation to join Mandurah Liquor Accord • Sign-on form (Memorandum of Understanding) • Mandurah Liquor Accord Terms of Reference • Mandurah Liquor Accord Strategic Framework • Copy of a recent Mandurah Liquor Accord newsletter • Formal invitation to become a partner in the secure night time taxi rank • Mandurah Liquor Accord Sticker (logo) to be placed on the outside of the business

Actual outcome: An estimated 20 packages were distributed throughout 2016. Packages were made available at all Accord meetings, as well as the Liquor Licence Refresher Workshop and the CCTV Business Security Workshop, November 2016.

Strategy 1.3: Increase Awareness and Undertake Membership Drive

Target output: Increase membership numbers by 10 percent within twelve months.

Actual outcome: As a result of the distribution of approximately 20 membership packages throughout 2016, 7 new members signed on, which equates to a 16% increase in membership. A number of new licensees have also expressed an interest in signing-on.

REPORT 2 PAGE 28 New Members 2016 Dan Murphy's (Mandurah) Duck Duck Moose (now Jean Pierre Sancho Mandurah) GJD Total Security Liquor Stores Association of WA Liquorland (Halls Head) Peel Hockey Sandy Cove Tavern (South Yunderup)

Strategy 1.4: Increase in active memberships Target output: Increase attendance numbers by 10% each year.

Actual outcome: Attendance numbers have increased by an average of 10.2 representatives per meeting (from 2015-2016), which equates to a 50% increase.

Meeting attendance numbers

Month 2015 2016 Increased by- February 14 24 10 April 20 35 15 June 24 37 13 August 25 27 2 October 27 31 4 December 13 30 17 Average 20.5 30.7 10.2

There are currently 14 active Accord members. An active member means a representative has attended three or more meetings throughout the year. There was a slight decrease in active members from 2015-2016 (in 2015 there were 15 active members). See table below:

Active Members 2016 Brighton Hotel Cape Bouvard Winery and Brewery City of Mandurah Greenfields Liquor Store Halls Head Bowling & Recreation Club Liquorland (Halls Head) Liquorland (Mandurah) Mandurah Offshore Fishing and Sailing Club Mandurah Taxi's Murphy’s Irish Pub Oyster Bar, Mandurah Peel Ale House South Metropolitan Population Health Unit Toucan Club/Players Bar

REPORT 2 PAGE 29 Interestingly, 8 non-members also attended three or more meetings over 2016. Some of these organisations are supporting agencies whom do not have a liquor licence.

These organisations are listed below:

Non-members Australian Hotels Association WA Police BWS (Halls Head) Department of Racing Gaming Liquor Island Protective Security Liquorland Coles Management Liquorland (Meadow Springs) Mandurah and Peel Tourism Organisation

Including both members and non-members, a total of 22 local licensees and supporting agencies attended three or more meetings throughout 2016.

Strategy 1.5: Increase communication between licensees

Target output: Distribute a contact details list to members six times per year.

Actual outcome: All contact details (email addresses) are made visible when any correspondence between Accord members occurred throughout 2016. This ‘correspondence’ refers to the distribution of meeting agendas and minutes via email and distributing general information regarding community events including the Peel and Safer Mandurah Business Breakfast, the CCTV Business Security Workshop and the Liquor Licence Refresher Workshop. There is also a contact details list that the City distributes from time to time.

From January – October 2016 a pilot radio project was initiated and delivered. The aim of the project was to improve communication between licenced venues located within Mandurah’s entertainment precinct by providing a system that allowed instant communication during peak operating hours. Using the radios, participating licensees were able to notify surrounding venues of troublesome behaviour that may be occurring nearby. Feedback suggested the project was a positive initiative and has increased communication between venues somewhat, however overall, the project was minimally successful and radios were not considered to be an effective long term solution. Members have since reverted back to using mobile phones to communicate because this is more convenient for them at this stage.

Strategy 1.6: Target specific support/information per type of licensee

Target output: Recognition of diverse issues per licensee type.

Actual outcome: On all meeting agendas for 2016 each licence type was listed to prompt discussion about that type of venue (e.g. tavern, bottle shop or night club). A quarterly newsletter was distributed covering topics relevant to the different licenced venues. For example, member stories and local events.

REPORT 2 PAGE 30 Objective 2

Safe and well-managed environments in and around licenced premises.

Aim: Reduce alcohol-related crime, violence and anti-social behaviour in Mandurah.

Strategy 2.1: Promote Mandurah as a safe, vibrant destination: Media, merchandise, awareness activities/programs

Target output: Four positive media promotions per year.

Actual outcome: Three positive media promotions occurred specific to the Mandurah Liquor Accord in 2016. These were:

• July article – ‘City takes well-rounded approach to tackle alcohol related issues’ in the City Voice – Mandurah Mail (http://www.mandurah.wa.gov.au/whats%20on/news/2016/07/27/07/02/mandurah%2 0liquor%20accord) • July article – ‘City of Mandurah trying to change youth attitudes towards alcohol’ – Mandurah Coastal Times (http://www.communitynews.com.au/mandurah-coastal- times/news/city-of-mandurah-trying-to-change-youth-attitudes-towards-alcohol/) • August article – ‘Action on Alcohol’ in the Mandurah Coastal Times (https://www.pressreader.com/)

Strategy 2.2: Measure achievements of the Mandurah Liquor Accord

Target output: One report type per year.

Actual outcome: The Strategic Framework Report (this document) measures all of the Accord’s achievements, identifying areas in need of further development and future project opportunities. The Pilot Radio Project Evaluation Report also highlighted achievements and lessons learnt throughout completion of the trial, including potential future directions.

Strategy 2.3: ‘Safe Night Out’ promotion (additional resources required)

Target output: A reduction in alcohol-related crime, violence and anti-social behaviour in Mandurah.

Actual outcome: This action and potential funding to deliver is still under investigation.

Strategy 2.4: Improve awareness of liquor licencing requirements

Target output: Information provided on improved compliance: Presentations from RGL (Racing, Gaming and liquor) and LEU (Liquor Enforcement Unit).

Actual outcome: A Liquor Licence Refresher Workshop was held in the Tuckey Room on 4 April 2016. RGL presented to approximately 8 sporting clubs with a liquor licence at this event on the subject of liquor licencing requirements. RGL and LEU have a specific item agenda on all Accord meetings to discuss new and current licencing requirements and any other relevant information.

REPORT 2 PAGE 31 Strategy 2.5: Improve Safety at Taxi Ranks

Target output: A security guard is present at the Mandurah Terrace taxi rank on Friday and Saturday nights for a minimum of four hours.

Actual outcome: Currently NPB Security provides a guard at the Mandurah Terrace Taxi Rank for a minimum of four hours (from 0030-0430am) on Fridays and Saturdays (am). The City of Mandurah, Toucan Club, Players Bar, Mandurah Taxi’s, Brighton Hotel and Black and White Cab’s contribute to the cost of the security guard. New licensees are encouraged to contribute to fund the guard and membership packages include an invitation to sign on and contribute to this service.

Throughout 2016 there was one reported assault that occurred specific to the Mandurah Terrace Taxi Rank on a Friday or Saturday (am), compared to two assaults that were reported in 2015. In addition to these statistics, throughout 2016 in the Smart Street Mall there were 12 recorded assaults that occurred on a Friday or Saturday night, compared to 14 reported assaults in 2015.

To summarise, there was a 50% reduction in assaults at the Mandurah Terrace Taxi Rank through 2016, and approximately a 14% reduction in assaults at the Smart Street Mall, which may or may not be due to the presence of a security guard.

December 2016 Liquor Accord meeting

REPORT 2 PAGE 32 Thank you to the Mandurah Liquor Accord, below are some photos from throughout the year…

REPORT 2 PAGE 33 Report from Director People and Communities to Council Meeting of 14 February 2017

3. SUBJECT: Community Safety & Crime Prevention Strategy 2017-2022 CONTACT OFFICER/S: Tim Hartland AUTHOR: Jacqui Norris/ Belinda Trowbridge/ Tim Hartland FILE NO: 920907

Summary

To pursue the City of Mandurah’s purpose to create a vibrant and connected City that supports and improves the community for everyone, the Community Safety & Crime Prevention Strategy 2017-2022 has been developed.

Key community safety partnerships have been developed and strengthened over the last several years, particularly since the creation of the City’s Safer Mandurah Team in 2011. This has resulted in the delivery of close to a million dollars in state and federally funded projects, positively impacting on creating a safer Mandurah. The Community Safety and Crime Prevention Plan 2017-2022 consolidates previous work that has occurred and looks to build on the achievements to date.

Council is asked to note the City’s achievements in community safety during 2016 and to endorse the new Community Safety and Crime Prevention Strategy 2017-2022, including key deliverables.

Disclosure of Interest

N/A.

Previous Relevant Documentation

• G.13/01/16 27 January 2016 Community Safety and Crime Prevention Partnership Plan 2011-2016 Key Achievements and Future Strategies. • G.13/08/11 9 August 2011 2011-2016 Community Safety and Crime Prevention Partnership Plan. • G.24/01/06 January 2006 Community Safety and Crime Prevention Plan 2006- 2010.

Background

Previous Community Safety and Crime Prevention Partnership Plans including the 2006-2010 and 2011- 2016 plans, have outlined strategies and actions to assist the community to reduce actual crime as well as to address some of the perceptions relating to crime in the Mandurah community. These documents have guided the direction of a number of teams across the City of Mandurah, and the development of a specialised Community Safety team which has championed these plans.

In a January 2016 report, Council noted the key achievements of the 2011-2016 plan. Since this report, the City has strengthen its delivery of community safety initiatives with key actions being:

• $22,000 Federal funding for the ‘Communities that Care’ (CTC) Mandurah Project. CTC is a community change process that benefits children and adolescents in the target community. CTC uses a public health approach to prevent youth problem behaviour, is community owned and operated (run by a coalition of community stakeholders from all sectors) and is evidence based and data driven. CTC has been proven to reduce community levels of adolescent risk taking behaviour, showing improvements in child and youth well-being. • $150,000 federal funding received and development of the Family Friendly Foreshore Project Stage two; which includes CCTV, lighting and activation of the Mandurah War Memorial precinct. • During November 2016 the delivery of four community engagement/ safety events, in Coodanup, Meadow Springs, Falcon and Greenfields.

Report 3 Page 34 Report from Director People and Communities to Council Meeting of 14 February 2017

Crime Trends – Perceptions of Crime and Actual Crime

Perceptions of Crime

In 2016 the City undertook a Community Perceptions Survey using external consultant ‘Research Solutions’ and key finds were that more than 9 out of 10 people feel personally safe in Mandurah during the day. Feelings of safety range from 96.5% who feel very safe or safe at home during the day down to 90.2% who feel safe on the eastern foreshore or city centre during the day. The survey conversely found that there was very real discomfort about personal safety at certain times, which was even more evident when looking at the perceptions of feeling unsafe, where there are prevalent concerns about personal safety in public areas after dark. More people feel unsafe at night than feel safe at night in the city centre and eastern foreshore areas (58.1% feel unsafe vs. 29.7% feel safe) and along the western foreshore (61.6% vs. 26.6%).

Anti-social driver behaviour was reported as the most visible crime in Mandurah, with 43.4% of residents surveyed believing that it happens all the time or is very frequent (12.2% believe it always happens). Drug use is the second most visible crime, with 32.1% believe that drug use happens all the time or is very frequent (9.3% believe it always happens).

The next group of offences are best described by the majority as happening, but not frequently. 17.5% believe that home burglary always happens or is very frequent in Mandurah and 13.8% believe that anti- social behaviour always happens or is very frequent. This rises to 52.4% for those who work in the City of Mandurah and 65.7% of those who own a business in the City of Mandurah.

Mandurah residents place the most importance on:

* Policing and surveillance (70.5% rated it as one of their three most important safety solutions)

* Lighting and infrastructure (including CCTV) in public places (59.0%)

* Addressing alcohol and drug use in the community (55.5%).

Whilst certain crimes are perceived to be prevalent in the City of Mandurah, notably anti-social driver behaviour and drug use, only 1 in 3 residents have personally experienced crime in the past 12 months and that experience may not have been in Mandurah. It is important to reiterate that a high percentage of respondents feel safe or very safe in the City of Mandurah. The information was collected using a stratified random telephone survey of 400 households in the City of Mandurah, some of whom are also business owners in the City. Quotas were used to ensure that the sample was representative of the City’s residents by geographic area, age and gender, as defined by the Census of Population and Housing. This was supplemented by an online survey advertised to the community with a link to the survey placed on the “Have Your Say Mandurah” website. The online survey attracted a further 40 participants.

Actual Crime

The City receives regular crime statistics through an agreement with the Western Australian Local Government Association and WA Police. Taking a longer term strategic approach is important when considering this information, as crime statistics can ebb and flow, with sporadic crime occurring in a given month or location often related to a specific incident that may not occur in a later month. (i.e. a crime spree by an individual or group that ceases when they are apprehended by Police).

Taking this view, generally over a 15 year period from 1999 to 2015 crime in the City of Mandurah has increased with population growth and in some cases exceeded this growth. This includes reported assaults being up (taking into consideration significant population increases) from about 300 per year in 1999 to 580 per year in 2015. Burglaries have also increased from about 250 annually in 1999 to 480 in 2015 although this is in line with population growth; while stealing motor vehicles has also increased from around

Report 3 Page 35 Report from Director People and Communities to Council Meeting of 14 February 2017

1,000 annually to 1,500. Graffiti has reduced from near 900 to 800 and robberies are marginally up from about 150 in 1999 to 180 in 2015. Crime remains a concern in Mandurah, with these statistics showing most reported crime is on the increase. It appears that as Mandurah’s population grows, along with the dwelling numbers so are reported offences.

Whilst the City acknowledges that it is not the key delivery agency in the ‘crime’ space, this sits with WA Police, local government does have an important role to play in Community Safety and Crime Prevention. The new Strategy intends to outline this role and provide an approach to assist with addressing this upward crime trend.

Comment

The City of Mandurah’s Community Safety & Crime Prevention Strategy 2017-2022 is a whole-of- community document that:

• Promotes the integrated action of key government and non-government partners to reduce crime and promote community safety. • Assists communities in developing and implementing community-based solutions to problems that contribute to crime and victimisation, particularly as they affect vulnerable groups within the community. • Increases public awareness of and support for effective approaches to crime prevention. • Provides leadership and direction to impact the City of Mandurah’s commitment to strengthening the social and economic fabric of society. • Encourages longer-term planning on matters that affect the quality of life in Mandurah

Much of the work of the 2011-16 plan was in the Environmental Design space including the establishment of Internet Protocol (IP) enabled/CCTV systems and encouraging the consideration of good Crime Prevention through Environmental Design (CPTED) principles. Whilst this work will continue the focus can now turn to the other key areas of Social Development and Community Action, Connection and Involvement.

A number of new key projects for the City of Mandurah to investigate and pursue are included in the new strategy, including:

• Investigation of World Health Organisation (WHO) “Safe Cities” accreditation • Encouraging resident connection with “My Street Grooves” small grants program • Working with businesses to focus efforts on anti-social behaviour issues at key locations such as the Town Centre CBD, Smart Street Mall, and the eastern and western foreshores. • Addressing new and emerging crime problems such as: technology enabled crime particularly in reference to vulnerable groups. • Addressing new and emerging social issues in Mandurah such as homelessness, drug, alcohol, mental health and domestic violence.

Community Safety & Crime Prevention Actions within the Strategy will be based on three (3) key focus areas:

1. Social Development

This area maintains a primary focus on social development:

• Seeks to maximise resources and funding within other agencies, especially the social sector to strengthen Mandurah’s position (e.g. Department of Housing). • Seeks to address particular social and economic conditions that are more likely to divert the creation crime offenders and opportunities for offending.

Report 3 Page 36 Report from Director People and Communities to Council Meeting of 14 February 2017

• Utilises strategies in which all stakeholders work together to develop and progress gradual changes with the goal to deliver long-term benefits. • Utilises strategies that consider ‘substantive equality’. This approach recognises the various barriers impacting on an individual’s ability to compete on an equal basis and endeavours to reduce these barriers to ensure equality of opportunity to participate.

Key Deliverables for 2017-2022:

• World Health Organisation (WHO) Safe Community Accreditation; the accreditation process will be investigated and implemented if deemed appropriate. o A WHO Safe Community is one in which all sectors of the community work together in a coordinated and collaborative way, forming partnerships to promote safety, manage risk, increase the overall safety of all its members and reduce the fear of harm. The key feature is the creation of a local infrastructure (i.e. coalition of community business, government and non- government leaders) that combine their resources and interests to address local concerns about injuries, crashes, anti-social behaviour and crime in a coordinated and sustainable manner.

The Safe Communities model is an internationally recognised, evidence-based best practice model for addressing community safety issues at the local level. The underlying philosophy behind the framework is to prevent injuries in all areas, for all ages, in all environments and situations, invoking government, non-government and community sector support. Essential themes of the model are to reduce injury and promote safety and well-being for all citizens in a community.

• Mandurah’s ‘Communities that Care’ Project; will be continued and additional funding investigated. o The Communities that Care (CTC) system is a framework for community planning to promote the healthy development of children and young people and to prevent health and social problems. CTC is a partnership approach with WA Department of Health, Department of Education and local senior campuses. The six child and youth outcome areas targeted by CTC are reductions in: . Alcohol, tobacco and drug use . Sexual risk-taking behavior . Anti-social behavior . Violence . School failure; and . Depression and anxiety • The development of an Action Plan that advocates for improved and aligned resources to address homelessness, drug, alcohol and mental health issues within the Mandurah City Centre. • Close City communication and alignment/ support of State, Federal and not for profit approaches to the broader homelessness, drug, alcohol, mental health and domestic violence issues will be a focus.

2. Environmental Design (CPTED)

This focus area seeks to address the natural and built environment conditions that provide opportunities for offending and impacts on perceptions of safety. These include:

• Raising awareness within community to better understand the relationship between crime prevention and urban design and what can be done to increase personal safety. • Improving the implementation of CPTED or DOC (Designing out Crime) principles in Mandurah developments, through policy development and planning mechanisms. • Incorporating the use of lighting and CCTV cameras where appropriate • Influencing Policy Development and the interpretation relating to urban design to encourage a CPTED approach.

Report 3 Page 37 Report from Director People and Communities to Council Meeting of 14 February 2017

Key Deliverables for 2017-2022

• Improved CPTED outcomes (including lighting and IP Enabled surveillance - CCTV) will be implemented in City of Mandurah ‘hot spots’ to increase community safety and reduce crime. • Incidences of graffiti on both private and public property in Mandurah will be minimised • Implementation of the 2013 CCTV Master Plan for public spaces and development of an IP enabled surveillance master plan for City of Mandurah facilities. • Home owners and businesses will be supported to adopt CPTED principles

3. Community Action, Connection and Involvement

This focus area seeks to strengthen community education and engagement acknowledging that: • Building a sense of community identity and harmony is a genuinely effective process in reducing feelings of isolation and vulnerability and promoting community involvement and responsibility. • Encouraging and supporting community action provides great opportunities to share the responsibility for improving safety. • It is vital to address the disparity between actual incidents of crime and community perceptions of crime. • Strengthening Mandurah’ s brand as a safe and vibrant place to live, visit and do business in

Key Deliverables for 2017-2022 • Implement a small grants program to encourage residents to meet their neighbours, as an extension of the My Park Grooves Project. • Encourage local residents to take ownership of their suburbs, report issues and encourage activity in local parks and spaces. Encourage Civic Pride and Responsibility; including the delivery of four annual My Park Grooves events, reviewed annually. • Develop a strategic marketing approach to improve perceptions of community safety for locals, visitors and business.

Consultation

The development of the City’s Community Safety & Crime Prevention Strategy 2017-2022 was undertaken with a high level of internal and external consultation, and also had a broad research base.

This included: • Research into Mandurah crime statistics for the period 1999 – 2016 • Consultation with WA Police across a number of business units • Research interstate and international community safety and crime prevention initiatives • Extensive public consultation and research via: o City of Mandurah Community Safety and Crime Prevention Perception Survey’s 2010, 2014 & 2016. Key outcomes for 2016 have been addressed with the Plan. o Community Perceptions Survey 2008, 2010 (Catalyse) o City Centre Community Safety and Crime Prevention Study 2008 (Amlec House) o Mandurah Community Safety and Crime Prevention Audit Report 2007 (Sustainable Development Facilitation). o City of Mandurah Community Safety and Crime Prevention Partnership Plan’s 2006-10 & 2011-16 o Consultation with key stakeholders including: . Strategic Crime Prevention Advisory Group . Western Australian Police . Non-government agencies . City of Mandurah staff

Report 3 Page 38 Report from Director People and Communities to Council Meeting of 14 February 2017

The draft strategy was also distributed in February 2017 to: • Group of 6 members • Mandurah Liquor Accord members • WA Police • Communities that Care Board members

Statutory Environment

Nil.

Policy Implications

Nil.

Economic Implications

A decline in the perception of the City of Mandurah as a safe and secure environment, may have a negative impact on the City’s reputation. Any related impact that a positive change in feeling safe and secure in the community has, will improve the City’s strategic objectives to create a vibrant and connected City that supports and improves the community for everyone.

Strategies for delivering positive perceptions of the City as a safe and secure environment need to take into account the influence of all interested parties external to the local resident population. • Local residents & businesses • Daily commute local worker population • Non-residential external stakeholder’s including tourists, day visitors, private and commercial investors and people considering interstate or regional residential or business relocation.

Previous versions of the Community Safety strategies have allowed the City to directly target grants and lobby for additional funds. Clearly outlining aims and objectives for the next five years can improve the City’s ability to apply for additional funding, as well as improve the communities understanding of the broad range of strategies that Council is supporting.

Strategic Implications

The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report:

Social: • Help build the community’s confidence in Mandurah as a safe and secure City

Economic: • Develop a strong and sustainable tourism industry

Report 3 Page 39 Report from Director People and Communities to Council Meeting of 14 February 2017

Leadership: • Develop and empower our community leaders to determine, guide and advocate for the City’s future. • Ensure that the City as an organisation behaves as a model corporate citizen • Demonstrate leadership on major regional, state and national issues

Organisational Excellence: • Ensure the City has the capacity and capability to deliver services and facilities that meet community expectations.

Conclusion

For the wellbeing of residents and to continue to attract tourists, business development and localised visitors frequenting the City, the trends in local crime need to be acknowledged, examined and addressed with effective crime prevention strategies. For this reason a Community Safety and Crime Prevention Strategy is a vital component of any future planning by and for the City. Local government has a key role to play in creating vibrant and liveable communities and this Strategy has a focus on a proactive approach which reduces the fear of crime and enhancing community connection, making residents feel safer in their own community and subsequently, having a higher quality of life.

There are several key strategies the City can implement, particularly the focusing on services in the areas of branding, marketing, community safety service delivery and targeted program implementation. With this in mind, the development of the new Strategy will articulate a clear way forward for the City in the delivery of strategic community safety initiatives. The City has an opportunity to celebrate its achievements to date and to launch the implementation of a new plan for 2017-22.

This plan includes strategies with a focus on creating a safe and vibrant community, where crime is low and there is a high sense of trust and ownership across the various stakeholders. The Plan with its three key focus areas of community safety and crime prevention through social development, environmental design (CPTED) and community action, connection and involvement will enable the City to play a key role in pro-active crime reduction.

NOTE:

Refer

Attachment 1 - Draft CoM Community Safety and Crime Prevention Strategy 2017-2022

Subject to Committee’s consent, Officers will make a presentation on this item at the meeting.

RECOMMENDATION

That Council:

1. Notes community safety achievements in 2016, including the attraction of external funding to deliver new community safety initiatives.

2. Endorses the City of Mandurah - Community Safety and Crime Prevention Strategy 2017-2022 and notes the key deliverables as contained within the strategy and outlined in this report.

Report 3 Page 40 ATTACHMENT 1

City of Mandurah Community Safety & Crime Prevention Strategy 2017 - 2022

Current draft as of 27/01/2017

REPORT 3 PAGE 41 Contents Page

Contents Message from the CEO ...... 4 Message from the Mayor ...... 4 Background ...... 5 Defining Community Safety and Crime Prevention ...... 5 Challenges We Face ...... 6 Leadership ...... 6 How did we Get Here? 2017-22 ...... 7 The development of the City of Mandurah Community Safety & Crime Prevention Strategy 2017-2022 involved: ...... 7 Reported Crime Statistics ...... 7 Strategic Crime Prevention Advisory Group – “Group of Six” ...... 10 Key focus areas...... 11 Key Focus Area 1: Social Development ...... 12 Strategy 1.1 - Investigate the process for the City of Mandurah to attain World Health Organization ‘Safe City’ accreditation ...... 13 Strategy 1.2 Identify and address risk and protective factors for young people in Mandurah ...... 14 Strategy 1.3 - Lobby/Encourage and/or Advocate for local services to address homelessness, drugs and alcohol and mental health and domestic violence issues in Mandurah ...... 15 Strategy 1.4 - Address alcohol related antisocial behaviour in the City Centre through the Mandurah Liquor Accord...... 16 Strategy 1.5 - Support and advocate for initiatives that address and promote positive values in the community...... 17 Strategy 1.6 - Address new and emerging crime problems ...... 18 Strategy 1.7 - Continue to raise awareness and deliver community education on local laws and compliance legislation regarding public safety annually...... 19 Key Focus Area 2: Environmental Design ...... 20 Strategy 2.1 - Encourage businesses in the City Centre to adopt initiatives that will prevent crime...... 21 Strategy 2.2 - Promote CPTED principles amongst local residents and relevant business owners...... 22 Strategy 2.3 - Continue to address road safety in Mandurah...... 23

REPORT 3 PAGE 42 Strategy 2.4 - Improve CPTED outcomes (including lighting and CCTV) in City of Mandurah ‘hot spots’ to increase community safety and reduce crime...... 24 Strategy 2.5 - Deliver a high standard of CPTED outcomes for all work undertaken during Foreshore Development ...... 26 Strategy 2.6 - Continue to utilise CCTV cameras within Ranger Services activities to deter behaviours such as illegal dumping and illegal off road vehicle use...... 27 Strategy 2.7 - Increase the understanding of CPTED (Crime Prevention through Environmental Design) principles amongst relevant City staff...... 28 Key Focus Area 3: Community Action, Connection and Involvement...... 31 Strategy 3.1 - Encourage local residents to take ownership of their suburbs, report issues and encourage activity in local parks and spaces. Encourage Civic Pride and Responsibility...... 32 Strategy 3.2 - Research and utilise the delivery of quality initiatives that foster local community action and engagement...... 33 Strategy 3.3 - Improve public perceptions of community safety ...... 34 Strategy 3.4 - Build our Communities Confidence in Mandurah as a safe and secure city for at risk / more vulnerable community groups...... 35 Strategy 3.5 - Continue to contribute to the Eyes on the Street program...... 36 Evaluation ...... 37

REPORT 3 PAGE 43 Message from the CEO Mark Newman

The City of Mandurah strives to create a vibrant and connected city that supports and improves the community for everyone. Safety is of immediate and long term concern to Mandurah’s Community. The Community Safety & Crime Prevention Strategy 2017- 22 aims to help build our community’s confidence in Mandurah as a safe and secure city.

This is a document aspires to address community safety through a number of key focus areas; social development, environmental design and community action, connection and involvement. The success of this plan is dependent on strong community partnerships, best practice approach and involves a whole of organisation effort.

The City of Mandurah and WA Police play an important role in planning and developing community safety and crime prevention initiatives. They work together, in collaboration with other Government and non-Government organisations and community groups, to reduce crime and antisocial behaviour.

Important City of Mandurah contributions include environmental design and management, effective planning and urban design and creating liveable communities. The City’s Community & Social Development Team lead a number of initiatives through community engagement, safe event management, youth liaison, education, marketing, Safer Seniors, design and target hardening, and supporting and promoting networks.

The Community Safety & Crime Prevention Partnership Strategy is not a standalone document, it is one piece of the puzzle in a series of interconnected pieces of work. When our organisation works together to improve the outcomes of our residents by delivering and progressing a number of other strategies and plans the picture becomes clearer and more like the Mandurah we aspire for in the future. Message from the Mayor Marina Vergone

Safety touches every aspect of our lives, whether you are a resident, business or visitor to Mandurah – we all want to feel safe. The City of Mandurah is committed to community safety. Yet, safety and crime prevention is not an issue that the City can tackle in isolation. We need to continue to work side-by-side with State and Federal government as well as local businesses and agencies to ensure community safety has a well-rounded approach, and that we are working together to keep our community safe.

Mandurah is a changing City, our population has never been as diverse as it is today, growing at a steady pace, with our preschool classes at capacity and a number of developments underway, we have many exciting opportunities ahead of us. Mandurah is one of the world’s most liveable cities. That doesn’t mean we are perfect. Like all major cities around the world we have our challenges.

REPORT 3 PAGE 44 Acknowledging and dealing with a number of social issues including homelessness, drugs and antisocial behaviour are some of those challenges our community has raised with us as concerns.

The City of Mandurah works side by side with the WA Police, the Department of Education and the Department of Child Protection & Family Services, Department of Health, Department of Corrective Services and other key partners to ensure community safety has a well-rounded approach. Without these valuable partnerships, our task to keep Mandurah a safe place would become much harder. Over the past few years the City has increased its focus on community safety and has attracted State and Federal Government funding for a range of programs and initiatives which are designed to improve community safety and reduce crime in the area.

The City of Mandurah Community Safety & Crime Prevention Strategy 2017- 22 demonstrates the City’s vision and commitment to safety and crime prevention while outlining the City’s roles and responsibilities. Background

The City of Mandurah is a rapidly developing area of Western Australia and represents a 50 kilometre long coastal strip ranging from the northernmost suburbs of Madora Bay and Lakelands to the southernmost areas of Lake Clifton and Herron. The City covers a geographical area of 173.5 km2.

Mandurah’s population has grown sevenfold since 1980, from a Shire of just over 12,000 in 1980, to a City of over 84,537 in 2016. Mandurah’s population is forecast to continue growing at a rapid rate, to reach almost 100,000 by 2021, and between 105,000 and 123,5402 by 2036i. This figure will be further revised following the 2016 Census.

As a result of the City’s fast growth rate and an improved access to infrastructure such as the Forrest Highway and the Mandurah Train Line, it is vital that community safety and crime prevention issues are identified early and are implemented in a collaborative and coordinated manner. The City’s Community Safety and Crime Prevention Strategy 2017-22 demonstrates the City’s ongoing commitment to delivering well planned initiatives locally.

Defining Community Safety and Crime Prevention

Community safety refers to the quality of life attained in a safe society in which the protection and security of the public is maintained. It refers to a society in which the rights and responsibilities of individuals, families and communities are properly balanced. A high level of community safety will enable Mandurah residents, business owners and visitors to pursue all aspects of their life without fear or hindrance from crime or anti-social behaviour.

REPORT 3 PAGE 45 Crime Prevention refers to the anticipation, recognition and appraisal of crime risk and the initiation of some action to remove or reduce it. 11

Challenges We Face The City of Mandurah Strategic Community Plan 2013-2033 listed a number of challenges facing the Mandurah community. These included: - Large and ageing population; - Relatively low proportion of people aged between 15 and 40; - High levels of disadvantage and low socio-economic outcomes; - Relatively high unemployment; - Below-average education and training outcomes; - Limited industry diversity; - Declining waterways sustainability.

The Community’s View ‘A historic and beautiful place known best for its waterways and beaches; Mandurah is undergoing a transformation from a sleepy fishing town to sophisticated city. Mandurah has a high level of community involvement, particularly in the areas of sports and recreation. While the culture of the city remains friendly, relaxed and laid back, issues of traffic congestion, community safety and unemployment are causes for concern’. Excerpt from the City’s Community Strategic Plan 2013 – 2033 consultation.

Priorities highlighted by residents in 2016 Community Safety & Crime Prevention Perceptions Survey • Improve and maintain existing lighting in public areas • Increased visibility of surveillance activities • Activate the public spaces, both daytime and after dark • Further encourage civic pride and community responsibility in the City of Mandurah Leadership for our Community

The City of Mandurah’s Community Safety & Crime Prevention Strategy, 2017-2022 is a whole-of-community document that:

• Promotes the integrated action of key government and non-government partners to reduce crime and promote community safety. • Assists communities in developing and implementing community-based solutions to problems that contribute to crime and victimisation, particularly as they affect vulnerable groups within the community. • Increases public awareness of and support for effective approaches to crime prevention. • Provides leadership and direction to the City of Mandurah’s commitment to strengthening the social and economic fabric of the society. • Encourages longer-term planning on matters that affect the quality of life in Mandurah.

REPORT 3 PAGE 46 How did we Get Here? 2017-22

The development of the City of Mandurah Community Safety & Crime Prevention Strategy 2017-2022 involved:

• Research into crime statistics for the period 1999–2016 • Consultation with WA Police - Mandurah Local Policing Teams - Mandurah Response Teams - Water Police - Mandurah Investigations Team (Detectives) - Community Engagement Unit - Traffic Enforcement Group • Research interstate and international community safety and crime prevention initiatives. • Extensive public consultation and research via: - City of Mandurah Community Safety Survey’s 2010, 2014 & 2016 - Community Perceptions Survey 2008, 2010 (Catalyse) - City Centre Community Safety and Crime Prevention Study 2008 (Amlec House) - Mandurah Community Safety and Crime Prevention Audit Report 2007 (Sustainable Development Facilitation) - City of Mandurah Community Safety and Crime Prevention Partnership Plan’s 2006-10 & 2011-16

Reported Crime Statistics

Crime statistics accessed through the WA Police Crime Statistics Portal provide an overview of types of crimes occurring across the Mandurah Local Government Area.

Looking at City of Mandurah’s crime statistics over the 5 year periods of the (1) 2001- 2005, (2) 2006-2010, (3) 2011-2015. 18 suburbs of the City of Mandurah are collated to get total numbers. Suburbs include; Bouvard, Lake Clifton, Coodanup, Dawesville, Dudley Park, Erskine, Falcon, Greenfields, Halls Head, Herron, Lakelands, Madora Bay, Mandurah, Meadow Springs, Parklands, San Remo, Silversands and Wannanup. On Figure 2., crime statistics have been overlayed with Mandurah population and housing data to show trends in population growth and the number of dwellings.

Figure 2. 1999 - 2015 Reported Burglary (dwelling) and Burglary (other) and Mandurah Population and Dwellings. Shows longitudinal linear graph of crime statistics, assault, burglary (dwelling), burglary (other), graffiti, robbery and steal motor vehicle from 1999 – 2015, alongside population statistics, as well as dwelling numbers for all Mandurah suburbs combined.

REPORT 3 PAGE 47 Figure 1

Comparison of Mandurah Crime Statistics between 2001 - 2005, 2006 - 2010 and 2011 - 2015 6000

5000

4000

3000

2000

1000

0 Assault Burglary Burglary (Other) Graffiti Robbery Steal Motor (Dwelling) Vehicle

2001 - 2005 2006 - 2010 2011 - 2015

Figure 1. Comparison of Mandurah (Local Government Area) Crime Statistics between 2001-2005, 2006-2010 and 2011-2015

Figure 2

1999 - 2015 Reported Burglary (dwelling) and Burglary (other) and Mandurah Population and Dwellings. Left-hand vertical axsis reported crime. Right-hand vertical axsis population and dwelling's.

1200 90,000 80,000 1000 70,000 800 60,000 50,000 600 40,000 400 30,000 20,000 200 10,000 0 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Burglary (Dwelling) Burglary (Other) population Residential improved assessments

Figure 2. 1999-2015 Mandurah (Local Government Area) Reported Burglary (dwelling) and Burglary (other) with Mandurah Population and Dwelling numbers

REPORT 3 PAGE 48 Figure 3

1999-2015 Reported Assaults with Mandurah Population and Dwellings 1400 90,000

80,000 1200 70,000 1000 60,000

800 50,000

600 40,000

30,000 400 20,000 200 10,000

0 0 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Assault population Residential improved assessments

Figure 3. 1999-2015 Mandurah Reported Assaults with Mandurah Population and Dwellings. Red line: change to the police definition of what constitutes a family and domestic relationship, which altered the way WA Police recorded domestic violence from 2012-13 onwards

Crime is still a concern in Mandurah, with reported crime broadly on the increase. It appears that as Mandurah’s population grows, along with dwelling numbers so are reported offences.

Crime Statistics are available through WA Police Portal at a suburb level https://www.police.wa.gov.au/Crime/Crime-Statistics-Portal/Statistics

The City of Mandurah receives regular statistics through an agreement with WALGA and WA Police. The City of Mandurah meet regularly with WA Police to discuss emerging issues and work together to develop and implement solutions.

While crime statistics are important, the City of Mandurah utilises a number of other information sources to guide it’s efforts and develop a holistic response to community safety and crime prevention.

REPORT 3 PAGE 49 Strategic Crime Prevention Advisory Group – “Group of Six”

The objective of the Group of Six is to enhance community safety and reduce criminal and anti-social behaviour through a collaboration of key interests and agencies. Preventing crime and improving community safety requires strong and supportive collaboration and partnership. Partnership is the basis for enacting, learning, monitoring and ongoing development of the City’s CSCP Strategy.

This group is currently represented by six agencies, the:

1. City of Mandurah 2. WA Police 3. Department of Education 4. Department of Child Protection & Family Services 5. Department of Health 6. Department of Corrective Services

Key community safety and crime prevention responsibilities of the Group of Six include:

The Group of Six aims to: • Provide leadership on CSCP issues to ensure; o A proactive, responsive and informed approach to CSCP o Public perceptions of safety in the City of Mandurah Local Government Area are addressed, including the Tourist and Entertainment Precincts o The safety of vulnerable groups within the community are acknowledged and considered o The response to critical community safety issues and events are dealt with swiftly and effectively. • Build relationships with other strategic leaders in the region, key network and information exchange opportunity. • Report on items of significance o as an agency o emerging issues/trends within the community o seek collaboration from agencies who attend o share information.

REPORT 2 PAGE 50 Key focus areas

Community Safety & Crime Prevention actions within the strategy will be based on three key focus areas:

1. Social Development

This area maintains a primary focus on social development:

• Seeks to maximise resources and funding within other agencies, especially the social sector to strengthen the Mandurah’s position (e.g. Department of Housing). • Seeks to address particular social and economic conditions that are more likely to divert the creation crime offenders and opportunities for offending. • Utilises strategies in which all stakeholders work together to develop and progress gradual changes with the goal to deliver long-term benefits. • Utilises strategies that consider ‘substantive equality’. This approach recognises the various barriers impacting on an individual’s ability to compete on an equal basis and endeavours to reduce these barriers to ensure equality of opportunity to participate.

2. Environmental Design (CPTED)

This focus area seeks to address the natural and built environment conditions that provide opportunities for offending and impacts on perceptions of safety. These include:

• Raising awareness within community to better understand the relationship between crime prevention and urban design and what can be done to increase personal safety. • Improving the implementation of CPTED or DOC (designing out crime) principles in Mandurah developments, through policy development and planning mechanisms. • Incorporating the use of lighting and CCTV cameras where appropriate. • Influence Policy Development and the interpretation relating to urban design to encourage CPTED approach.

3. Community Action, Connection and Involvement

This focus area seeks to strengthen community education and engagement acknowledging that:

• Building a sense of community identity and harmony is a genuinely effective process in reducing feelings of isolation and vulnerability and promoting community involvement and responsibility. • Encouraging and supporting community action provides great opportunities to share the responsibility for improving safety.

REPORT 3 PAGE 51 • It is vital to address the disparity between actual incidents of crime and community perceptions of crime. • Strengthening Mandurah’s brand as a safe and vibrant place to live, visit and do business in. Key Focus Area 1: Social Development

Crime prevention through social development aims to reduce risk factors that start people, particularly children and young people, on the road to crime. Social development strategies deal with broad-based social or economic issues, such as poverty or drug addiction.

Research shows that certain conditions and experiences may influence whether a person turns to crime. Conditions such as poor pre-natal care (bad diet, lack of health care and alcohol abuse by the mother) can lead to conditions that can affect a child’s physical and mental growth which can lead to:

• Learning problems • Poorly developed social skills and an inability to function in a group • Poor school performance

Risk factors that can be targeted by social development strategies include:

• Lack of parental skills and positive role models • Domestic violence, child abuse and neglect • Poor education • Drug and alcohol abuse • Poverty, illiteracy and unemployment

Social Development initiatives include:

• World Health Organisation Accreditation • Communities that Care Mandurah Project • Improving the understanding of and response to the issues from vulnerable groups. • Addressing alcohol related antisocial behaviour. • Addressing early year’s development and intervention (AEDI) issues. • Mental health – homelessness – drugs – advocacy

REPORT 3 PAGE 52 Social Development

Strategy 1.1 - Investigate the process for the City of Mandurah to attain World Health Organisation ‘Safe City’ accreditation

Action: • Development of a core group or meeting of service providers and community groups involved in safety. • Current initiatives need to be mapped and programs audited, data collected and community perceptions surveyed to identify assets of the community and priority areas of need.

• A resource sought to develop the partnerships, integrate plans and programs to reduce injury and promote Safe Communities.

Indicators the City of Mandurah will be successful:: • Determine interest from your community a safe community committee has been established.

•Clearly identify high priority injury areas for Mandurah.

• Through collaboration and joint initiatives across different safety areas, communities are able to achieve safer communities through:

• Environmental change • Awareness raising and education • Encouraging behaviour change • Taking responsibility for our own actions • Locally driven and owned initiatives

Resources required per year: (new) $2000 – 2017/18 (Pacific/Australian Designation Fee)

Time frame/s: Phase 1: Demonstration of leadership by a coalition or group focused on improving community safety, safe community committee established, Organise an information session: 2018 Phase 2: Gather local data, Target Injuries, Choose activities. 2019 Phase 3: Priority Setting 2020 Phase 4: Define strategies – Education, Technology and/or Regulations/rules and Enforcement. Complete formal application. 2020 Phase 5: Data analysis and Strategic Alignment Preliminary Assessment of Application. 2021/2022 Phase 6: Evaluation. Peer reviewers conduct assessment of application. 2021/2022

Responsible: Manager Community & Social Development Implementation by: Team Leader (Community Safety) & Safer Mandurah Team

REPORT 3 PAGE 53 Involving: Emergency Management, Environmental Health, Community & Social Development Social Development

Strategy 1.2 Identify and address risk and protective factors for young people in Mandurah

Supporting City Documents:

City’s Community Strategic Plan 2013 - 2033, City of Mandurah Youth Development Strategy 2014-2018, Our Mandurah Community Youth Alcohol Strategy 2016-2019

Action: • Deliver the ‘Our Mandurah Community Youth Alcohol Strategy 2016-2019’. • Deliver Communities that Care Mandurah phase’s 1 - 4 2017-2020. • Conduct youth surveys to identify the priority risk and protective factors 2017, 2019, 2020. • Facilitate a wider community assessment process to identify existing services and also the needs and gaps in service provision 2017. • Create a Community Plan encompassing intervention strategies and programs, to address the priority risk and protective factors 2018. • Implement the strategies outlined in the community plan 2018 & 2019. • Measure the impact of the intervention strategies and programs 2019 & 2020.

Indicators the City of Mandurah will be successful: • Robust board/s, consisting of agencies and community members works collaboratively towards the collective vision/s. (e.g. Communities that Care and Our Mandurah Community Youth Alcohol Strategy). • Youth surveys are delivered in 3 Mandurah schools in Term 1 2017. • A comprehensive community report is produced, detailing the priority risk and protective factors and the existing services and needs. • Intervention strategies are implemented, to address the priority risk and protective factors. • Youth surveys are repeated in three schools in 2019 and 2020.

Resources required per year: new - City project funding 2017/18 ($27,000) City staff time (152 hrs), 2018/19 ($30,000), 2019/20 (TBA)

Time frame: 2017 - 2022

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety

Involving: (external & internal stakeholders)

REPORT 3 PAGE 54 Social Development

Strategy 1.3 - Lobby/Encourage and/or advocate for local services to address homelessness, drug, alcohol, mental health and domestic violence issues in Mandurah

Supporting City Documents: Peel Region Affordable Housing Plan 2007 Social Infrastructure Plan 2013 - 2033

Indicators the City of Mandurah will be successful: • The City has contributed to the conversation of the social issues. • City voices the concerns to the Peel Regional Leaders Forum o Utilises other networks such as the Peel Community Development Group, Peel Development Commission etc. • Implementation of actions from the City of Mandurah’s Social Infrastructure Plan 2013-2043; o Mandurah North District Community Centre and Library - 2017 . Lakelands Library and Community Space - Interim facility o Dawesville Community Centre - 2023 o Mandurah Non-profit Accommodation Centre – 2025 o Mandurah Family and Community Centre - TBA o Mandurah Social and Crisis Support facility - TBA o Peel Secure Housing and Employment Support Project – Mandurah Hub – TBA . Mandurah Shower and laundry facility – 2017 • Lobby for a register of accurate numbers of people who are homeless in Mandurah 2018 • The Peel Region is able to attract Royalties for Regions funding to address issues. • Education opportunity for local businesses to understand homelessness. General Education and awareness raising regarding homelessness 2018 & 2019. • Support local service providers/not for profits via Community Grants Scheme ongoing. • Provide Advocacy training to Community Groups to build capacity ongoing. • Identify lead agencies in Mandurah who respond to issues and assist in strengthening networks ongoing.

Responsible: Manager Community & Social Development

Implementation by: Coordinator Community Development & Team Leader Community Safety

Involving: Internal stakeholders, Mandurah Homelessness Network, Group of 6

REPORT 3 PAGE 55 Social Development

Strategy 1.4 - Address alcohol related antisocial behaviour in the City Centre through the Mandurah Liquor Accord.

Supporting City documents: Community Strategic Plan 2013 - 2033 Mandurah Health and Wellbeing Plan 2013, Our Mandurah Community Youth Alcohol Strategy 2016-2019

Actions: • Facilitate Regular Liquor Accord Meetings Ongoing. • Assess the need for a similar group or sub group from the Accord to focus on licensed premises in the CBD. • Facilitate workshop for relevant COM officers/management in regards to Council’s options/capabilities to influence alcohol management issues. • Review Strategic Planning process with Liquor Accord biannually. • Encourage difficult to engage venues. • City Centre Night Time Taxi Security Guard financial contribution. • Development of a City of Mandurah Public Health Plan.

Indicators the City of Mandurah will be successful: • Well attended, regular Mandurah Liquor Accord meetings where stakeholders are well represented by local liquor licence holders and regulation/enforcement authorities. • Interaction with difficult to engage venues. • Constructive action creating dialogue at Liquor Accord meetings • Key community stakeholders, Elected Members and key City staff have attended and been informed about alcohol abuse and its impact on the community. • Relevant COM officers are aware of Council’s options/capabilities to influence alcohol management issues. • Well attended, well presented meetings are conducted within the time frames indicated.

Time frame:

• Strategic Planning review of a Mandurah Liquor Accord by September 2017 & 2019 & 2021 • Develop a City of Mandurah Public Health Plan 2017

Responsible: Manager Community & Social Development

Implementation by: Team Leader (Community Safety)

Involving: Environmental Health, licensed premises owners and WA

Police.

REPORT 3 PAGE 56 Social Development

Strategy 1.5 - Support and advocate for initiatives that address and promote positive values in the community.

Supporting City documents: Community Strategic Plan 2013 – 2033, Active Ageing Plan, City of Mandurah Youth Development Strategy 2014-2018, Reconciliation Action Plan and the Our Mandurah Community Youth Alcohol Strategy 2016-2019

Action: • Research and identify initiatives that address antisocial behaviour and promote positive values to present to Council for endorsement. • Provide support to organisations or initiatives that address antisocial behaviour and promote positive values. • Support at least one project, program or event that addresses antisocial behaviour and promotes positive values during 2017-2022. (e.g. Communities that Care – Peel Says No to Violence)

Indicators the City of Mandurah will be successful: • Effectively advocated for and/or supported initiatives that address antisocial behaviours such as drug use, mental health, domestic violence, homelessness and promote positive values. • Supported and/or advocated for, a well presented project, program or event that addresses antisocial behaviours and promotes positive values during 2017-22.

Time frame: • Research and identification of initiatives that address antisocial behaviour and promote positive values. • Support at least one project, program or event supported annually during 2017- 22.

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety

Involving: People & Communities Directorate and other relevant City sections, Events Team, Group of Six and relevant Government agencies.

REPORT 3 PAGE 57 Social Development

Strategy 1.6 - Address new and emerging crime problems

Supporting City documents: Community Strategic Plan 2013 - 2033

Action: • Investigate options that can impact technology enabled crime in Mandurah 2018. • Continue to meet regularly with WA Police to keep abreast of latest crime trends Ongoing. • Increase awareness among both individuals and businesses through education and the development of appropriate resources of the risks posed by technology enabled crime Ongoing. • Develop strategies to protect socially marginalised and vulnerable groups at risk of being targeted 2019 & 2021.

Indicators the City of Mandurah will be successful: • Effectively advocated for and/or supported initiatives that address new and emerging crime problems. • Supported or advocated for a well presented project, program or event that addresses emerging crime problems. • Maintained networks and dialogue with WA Police and experts to keep abreast of emerging issues within Mandurah.

Time frame: • Research and identification of initiatives that address electronic crime 2018. • Support at least one project, program or event supported biannually 2019 & 2021.

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety, Manager Systems & Technology, Manager Libraries Learning Arts and Culture.

Involving: WA Police, Economic Development Team, Peel CCI, People & Communities Directorate and other relevant City sections, Events Team, Group of Six and relevant Government agencies.

REPORT 3 PAGE 58 Social Development

Strategy 1.7 - Continue to raise awareness and deliver community education on regarding community safety annually.

Supporting City documents: Community Strategic Plan 2013 - 2033

Action: • Provide awareness and deliver information on local laws and compliance legislation regarding public safety annually. • Raise awareness of local laws and compliance legislation regarding public safety annually via various media.

Indicators the City of Mandurah will be successful: Community education delivered/presented on; i. Local laws and compliance legislation regarding public safety are delivered . ii. Alcohol Management iii. Emergency Management iv. Road Safety v. Crime Prevention through Environmental Design. • Various media options are utilised to deliver community messages on local laws and compliance legislation regarding public safety annually.

Time frame: To commence from 2018/19 financial year until 2022

Responsible: Manager Statutory Services & Manager Community & Social Development

Implementation by: Coordinator Ranger Services, Coordinator Emergency Management. Manager Technical Design & Senior Ranger, Team Leader Community Safety and Manager Marketing and Communications.

Involving: Strategy and Marketing, various community groups.

REPORT 3 PAGE 59 Key Focus Area 2: Environmental Design

Streetscape design and urban layout significantly impacts on offending behaviour.

Research has shown that: • Design of spaces and places incorporating CPTED principles have a considerable impact in reducing opportunities for crime. • Many people perceive crime prevention as being in the hands of the authorities, the local government and different forms of security. • People are often not aware of the role they can play in preventing crime in their own homes. There is a need for authorities, such as Police and local government to provide appropriate, accessible and evidence based information to residents and businesses regarding personal safety and crime prevention.

Simple environmental design changes that can improve community safety and prevent crime include: • Improving natural surveillance (combining the physical features of any locality with the activities people engage in so as to maximise surveillance from the local residents). • Ensuring that houses have entrances that face each other. • Ensuring that access points to houses have several lines of sight that connect to one particular sightline. • Using permeable fencing where possible. • Reducing hiding places for criminals (bushes, walls and features etc.). • Making clear distinctions between public and private areas. • Installing lighting that discourages the possibility of criminal acts. • Reducing the number of entrances used. • Increasing surveillance through the use of cameras.

CPTED initiatives included in this Plan: • Promoting information in regards to CPTED principles. • Supporting home owners and businesses to adopt CPTED principles. • Enabling City developments to adopt CPTED principles. • Implement IP Enabled CCTV in relevant areas. • Ensuring City staff are informed in regards to CPTED principles. • Deliver CPTED outcomes for public areas such as parks and street scapes.

REPORT 3 PAGE 60 Environmental Design

Strategy 2.1 - Encourage businesses in the City Centre to adopt initiatives that will prevent crime.

Supporting City documents:

Community Strategic Plan 2013 – 2033, Shape Mandurah - City Centre Place Activation 2015

Actions: • Address CBD and Foreshore lighting – improve ease of pedestrian passages (walk-ability) from Western Foreshore to Mandurah Ocean Marina. • Apply for funding to support business owners in the City Centre to adopt crime prevention initiatives. • Research the best crime prevention options for City Centre businesses. • Respond to strategic issues. • Support opportunities/initiatives that support improved understanding of CPTED.

Indicators the City of Mandurah will be successful:

• Pedestrians are able to confidently move around the City Centre after dark in a well-lit easy to navigate environment. • The City has supported business owners in the City Centre to adopt effective crime prevention initiatives. • Initiatives delivered/promoted in partnership with other agencies e.g. Peel CCI & WA Police.

Time frame: A minimum of one major initiative to be supported by December 2018, 2020 & 2022

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety

Involving: City Centre Business Owners, Police, funding bodies, City sections - Environmental Health, Technical Design, and Infrastructure Management.

REPORT 3 PAGE 61 Environmental Design

Strategy 2.2 - Promote CPTED principles amongst local residents and relevant business owners.

Supporting City documents:

Community Strategic Plan 2013 – 2033

Actions: • CPTED principles promoted to local residents. • CPTED principles promoted to business owners.

Indicators the City of Mandurah will be successful: Local residents and business owners are better informed in regards to CPTED principles and the actions they can take to improve their crime prevention outcomes.

Resources required per year: City staff time (152 hours)

Time frame: • One local resident focused initiative annually 2017-2022 • One Business owner focused initiative annually 2017-2022

Responsible: Manager Community & Social Development, Manager Planning and Land Services

Implementation by: Team Leader Community Safety, Principal Planner

Involving: Community Development, Planning, local residents and relevant business owners.

REPORT 3 PAGE 62 Environmental Design

Strategy 2.3 - Continue to address road safety in Mandurah.

Supporting City documents:

Community Strategic Plan 2013 – 2033 - RoadWise Strategic Action Plan 2015 - 2018

Actions: • Continue to promote and support the RoadWise Committee to deliver public messages on safe road use, including ‘hooning’. • Utilise community and Police feedback to amend urban traffic design to limit opportunities for ‘hoon’ behaviour. • Consider urban traffic design during the planning stages (and through the Technical Discussion Group) of all new developments to deter opportunities for ‘hoon’ behaviour and support safe pedestrian and bike road use. • Continue and refresh Strategic Planning document in 2018. • Address Traffic Management Guidelines. • Attract ‘Blackspot Funding’. • Undertake Road Safety Audits. • Supply appropriate signage. • Address speed limit concerns. • Traffic Monitoring. • Encourage use of ANCAP Safety Fleet Vehicles. • Manage Unacceptable Traffic Volumes.

Indicators the City of Mandurah will be successful: The RoadWise Committee continues to be supported by the City Ongoing • Urban traffic designs are amended to limit opportunities for ‘hoon’ behaviour. • New developments aid in reducing ‘hoon’ behaviour and increase the safety of road access for pedestrians and bike users. • Road Safety initiatives are promoted by the City of Mandurah (e.g. ewatch, bus seats, variable message boards)

Time frame: Ongoing

Responsible: Manager Technical Design

Implementation by: Coordinator Design Services and Team Leader Community Safety.

Involving: Technical Discussion Group, Relevant City sections

REPORT 3 PAGE 63 Environmental Design

Strategy 2.4 - Improve CPTED outcomes (including lighting and IP Enabled Cameras - CCTV) in City of Mandurah ‘hot spots’ to increase community safety and reduce crime.

Supporting City documents: Community Strategic Plan 2013 – 2033

Actions: • Identify streetscape, lighting and CCTV standards needed to improve community safety and crime prevention in City of Mandurah ‘hot spot’ areas. • Cost and prioritise the implementation program and include in relevant Works and Services budgets annually. • Seek grants to shorten the timeframes of implementing CPTED changes. • Implement CPTED changes to City of Mandurah ‘hot-spots’ according to priorities and funding allocations. • Deliver City of Mandurah CCTV Masterplan $100k per annum. • Review 2013 CCTV Master Plan to include any capital / fibre networking • Review CCTV Maintenance Plan Tender. • Include all public lights in the City’s Asset Register Assetfinda. • Include all IP Enabled Cameras (CCTV) in the City’s Asset Register Assetfinda – to include GIS mapping data. • Investigate ‘vandalism mapping technology’ specifically to understand the impact of vandalism on City of Mandurah property. • Deliver Public Area Lighting Plan. • Investigate a business case for a resource to deliver the City’s CCTV requirements. • Investigate an opportunity for Smart Cities technology to improve reporting of vandalism (CRM's) to expedite the reporting and response or issues, encourage community to report issues. • Develop a ‘CCTV Master Pan’ for internal facilities – maintenance, replacement and new facilities on a needs based assessment.

Indicators the City of Mandurah will be successful: • Review/s of CPTED issues in City of Mandurah ‘hot-spot’ areas are complete. • Improvements to streetscape, lighting and CCTV standards community safety and crime prevention have been identified and implemented. • Asset register is implemented • City of Mandurah CCTV Masterplan is completed • Funding (both City and grants) to implement program/s are obtained. • CPTED changes to City of Mandurah ‘hot-spots’ according to priorities and funding allocations are implemented. • All CCTV requests are considered in a strategic way and include consultation with Internal CCTV Reference Group

Resources required per year:) • Public Area Lighting Plan approx.$25,000 external lighting level survey • Deliver City of Mandurah CCTV Masterplan $100k – also seek grants.

REPORT 3 PAGE 64 Time frame: Ongoing – actions will be progressed annually according to budget and grant availability.

Responsible: Manager Community & Social Development (audits) & Infrastructure Management (implementation)

Involving: Police, Manager Community & Social Development, Manager Technical Design; Planning; Works and Services and Community Safety/CPTED Consultant.

REPORT 3 PAGE 65 Environmental Design

Strategy 2.5 - Deliver a high standard of CPTED outcomes for all work undertaken during major developments

Supporting City documents:

Community Strategic Plan 2013 – 2033

Actions: • Ensure that future major developments such as major shopping centres, Foreshore Development plans are referred to the Technical Discussion Group for specific CPTED considerations. • Seek to plan and implement a high standard of CPTED outcomes in up and coming City Centre and Eastern and Western Foreshore developments. • Project managers to consider lighting options according to improving community safety and crime prevention (this may be above the minimum required by Australian Standards).

Indicators the City of Mandurah will be successful: • All Foreshore developments during 2017-22 deliver a high standard of CPTED outcomes including; • Marina District • Mandurah Terrace (from Gibson Street to the intersection of Pinjarra Road) • New Mandurah Traffic Bridge • Lighting along the Eastern and Western Foreshores is suitable for community safety and crime prevention purposes. • War Memorial to Mandurah Ocean Marina walkability is improved. • Business Engagement • Improvements are communicated to residents

Time frame: 2017-22

Responsible: Manager Technical Design, Manager Planning Services

Implementation by: Manager Technical Development

Involving: Manager Community & Social Development, Director Sustainable Development, Planning, Works and Services, Manager Infrastructure Management, and the City’s Technical Discussion Group.

REPORT 3 PAGE 66 Environmental Design

Strategy 2.6 - Continue to utilise IP Enabled CCTV cameras within Ranger Services activities to deter behaviours such as illegal dumping and illegal off road vehicle use.

Supporting City documents:

Community Strategic Plan 2013 - 2033

Actions: • Identify locations to utilise cameras, in collaboration with relevant agencies. • Utilise camera footage to both educate new offenders and peruse legal pathways with repeat offenders. • Share relevant information with Police.

We will be successful when: • Targeted areas see a reduction in illegal dumping and illegal off road vehicle use due to the covert cameras and prosecution or education of offenders.

Time frame: Ongoing

Responsible: Coordinator Ranger Services

Implementation by: Senior Ranger

Involving: Police

REPORT 3 PAGE 67 Environmental Design

Strategy 2.7 - Increase the understanding of CPTED (Crime Prevention through Environmental Design) principles amongst relevant City staff.

Supporting City documents:

Community Strategic Plan 2013 - 2033

Actions: • Continue to implement CPTED training for all relevant City staff. • Community Safety Team members to raise awareness through the Technical Discussion Group of the importance design and crime prevention.

Indicators the City of Mandurah will be successful: • Relevant City staff have a better understanding of CPTED principles. • CPTED Audit Worksheet is available for use and utilised by staff. • Training Opportunity once every 5 years. • All major City Projects have considered CPTED in all stages of planning, design and implementation.

Time frame: 2017-2022

Responsible: Manager Community & Social Development, Manager Planning and Land Services

Implementation by: Team Leader Community Safety

Involving: Relevant COM business units.

REPORT 3 PAGE 68 Environmental Design

Strategy 2.8 – Increase visibility of surveillance activities.

Supporting City documents:

Community Strategic Plan 2013 - 2033

Actions: • Investigate efficiencies for provisioning of security services to City of Mandurah assets. • Develop an internal working group for security management issues to meet quarterly. • Investigate the need for new tender to consolidate a whole of City approach.

Indicators the City of Mandurah will be successful:

• Residents satisfaction of surveillance activities. • Efficiencies identified and implemented.

Resources required per year: City staff time (304 hours)

Time frame: 2017-2022

Responsible: Manager Community & Social Development, Manager Finance & Manager Tenders & Contracts, Coordinator OHS, Manager Infrastructure Management.

Implementation by: Team Leader Community Safety

Involving: Relevant COM business units.

REPORT 3 PAGE 69 Environmental Design

Strategy 2.9 - Minimise the incidence of graffiti on both private and public property in Mandurah

Supporting City documents:

Community Strategic Plan 2013 – 2033, City of Mandurah – Graffiti Management Plan 2015

Actions: • Deliver the City of Mandurah – Graffiti Management Plan 2015. • Ensure rapid removal of graffiti on Council assets. • Ensure all graffiti vandalism is reported. • Advocate rapid removal of graffiti from private property. • Build community capability to address graffiti and safety related issues. • Advocate for and support enforcement of sanctions for graffiti-related property offences. • Educate the community about graffiti management. • Investigate and deliver service level agreements with service providers (e.g. WaterCorp, MainRoads, Synergy & Public Transport Authority) to improve removal of graffiti. • Review Graffiti Policy biannually. • Review and consider the City’s current approach to providing ‘DIY Graffiti Removal Kits’.

Indicators the City of Mandurah will be successful: • Graffiti and graffiti-related offences throughout Mandurah have been reduced; • Programmes engage & support at-risk young people have been delivered. • Residents rate graffiti as a low priority. • Neighbourhoods are free from graffiti vandalism.

Resources required per year: City staff time (304 hours)

Time frame: 2017-2022

Responsible: Manager Community & Social Development & Manager Infrastructure Management

Implementation by: Team Leader Community Safety, Infrastructure Management and Legal Services.

Involving: WA Police, Works & Services

REPORT 3 PAGE 70 Key Focus Area 3: Community Action, Connection and Involvement

The community has a unique opportunity to participate in actions that improve safety. However, modern day pressures and media exposure of crime have influenced some residents to adopt a fortress mentality. This approach can lead to social isolation, as people barricade themselves in fenced, barred, alarmed, or gated dwellings. This in turn can lead to them being alienated from the general community, including their neighbours.

This lack of community participation can increase the perception of fear. Building a sense of community identity and harmony is a genuinely effective process in reducing feelings of isolation and vulnerability. It can also promote community involvement and responsibility.

One of the key factors in building community involvement and connection is to dispel the myths that exist in regards to crime and community safety. The way in which crime, fear of crime and safety is perceived by a community, is often not related to the actual incidence of crime. To achieve a reduction in crime and to reassure the community that it is safe to go about their daily activities requires a combined effort. It requires the combined efforts of Police, local and State Governments and other agencies, working at a neighbourhood level.

Community action, connection and involvement initiatives in this Plan include:

• Ensure that State and Federal Government community safety and crime prevention (CSCP) initiatives are delivered locally and that the City lobbies and influences policy development and direction. • Researching and supporting the delivery of quality initiatives that foster local community action and engagement. • Improving public perceptions of community safety, especially vulnerable community groups. • Activate the public spaces, both daytime and after dark • Further encourage civic pride and community responsibility in the City of Mandurah

REPORT 3 PAGE 71 Community Action, Connection and Involvement

Strategy 3.1 - Encourage local residents to take ownership of their suburbs, report issues and encourage activity in local parks and spaces. Encourage Civic Pride and Responsibility.

Supporting City documents:

Community Strategic Plan 2013 - 2033

Actions: • Facilitate annual neighborhood based events that activate local neighbourhood parks. • Encourage membership to local community organisations. • Investigate opportunities to activate public spaces, both day and night.

Indicators the City of Mandurah will be successful:

• Encourage activation of four City of Mandurah parks and/or reserves. • Promote the reporting of graffiti through “Goodbye Graffiti”. • Promote the “Eyes on the Park Rewards Program” to encourage members of the public to provide information about vandalism and theft. • Increase community connection by linking residents with local community organisations and recreation groups.

Time frame: 2017- 22

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety

Involving: Various City of Mandurah teams, event company and community groups

REPORT 3 PAGE 72 Community Action, Connection and Involvement

Strategy 3.2 - Research and utilise the delivery of quality initiatives that foster local community action and engagement.

Supporting City documents:

Community Strategic Plan 2013 - 2033

Actions: • Research other local, interstate and international initiatives that foster community action and engagement. • Ensure that State and Federal Government community safety and crime prevention (CSCP) initiatives are delivered locally. • Support initiatives that are relevant to and effective in the city of Mandurah, including Neighbourhood Watch and Neighbour Day. • Ensure that local community organisations are supported to deliver CSCP initiatives. • Staff access professional development opportunities to keep abreast of the latest community safety and crime prevention research, projects and initiatives • Implement small grants program to encourage residents to meet their neighbours.

Indicators the City of Mandurah will be successful: • Effective community initiatives are delivered that foster local community action and engagement.

Resources required per year: new $10,000

Time frame: ongoing

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety

Involving: Community Development, relevant City sections, Group of Six, community organisations

REPORT 3 PAGE 73 Community Action, Connection and Involvement

Strategy 3.3 - Improve public perceptions of community safety

Supporting City documents:

Mandurah Liquor Accord Strategic Plan, City of Mandurah Risk Management Plan Community Strategic Plan 2013 - 2033

Actions: • Continue to utilise and build the ‘Safer Mandurah’ brand. • Develop a strategic marketing approach to improve perceptions of community safety for locals, visitors and business. • Development and delivery of a community safety survey in 2022. • Delivery of the Catalyse Perception Survey. • Promote Mandurah as a Safe and Vibrant destination for visitors.

Indicators the City of Mandurah will be successful: Perceptions surveys show an improvement in perceptions of community safety. • The City has developed and is delivering a strategic Community Safety and Crime Prevention Marketing Plan. • Works in partnership with other like-minded agencies to promote a positive Mandurah brand, a safe City and tourism destination.

Time frame: Ongoing

Responsible: Manager Community & Social Development, Executive Manager Strategy and Business Performance (Catalyse Survey), Manager Marketing and Communications

Implementation by: Team Leader Community Safety, Senior Marketing Officer, Executive Manager Strategy and Business Performance (Catalyse Survey).

Involving: Community Development; Strategy and Business Performance; Group of Six. MAPTO, Mandurah Liquor Accord and Peel Chamber of Commerce and Industry.

REPORT 3 PAGE 74 Community Action, Connection and Involvement

Strategy 3.4 - Build our Communities Confidence in Mandurah as a safe and secure city for at risk / more vulnerable community groups. Including Seniors, Young People, Women, Local Businesses and their employees, Culturally and Linguistically Diverse Community, Early Years and the Aboriginal Community.

Supporting City documents:

Community Strategic Plan 2013 – 2033, Active Ageing Plan, City of Mandurah Youth Development Strategy 2014-2018, Reconciliation Action Plan, Our Mandurah Community Youth Alcohol Strategy 2016-2019

Action: • Create opportunities for (groups) to have a voice regarding safety and engage broadly to understand the perceptions of crime as well as the realities to ensure a collaborative and targeted approach. • Deliver opportunities involving key stakeholders of specific groups - when they present themselves, delivering action producing dialogue around CSCP issues to be held annually. • Improve community information delivery and reduce negative public perceptions of community safety amongst specific groups.

• Facilitate or support community safety initiatives targeted at: 1. Seniors 2. Young People 3. Women 4. Local Businesses and their employees 5. Culturally and Linguistically Diverse Community 6. Early Years 7. Aboriginal Community

We will be successful when: • Facilitating awareness training across the community, providing a positive commentary and understanding of issues and actively engaging with a broad range of youth on the trends in Cyber safety and support and resources available. • Well attended, well presented community safety activities or events for different demographic groups.

Time frame: Facilitate or support community safety activities or events for seniors in Mandurah annually 2012-16.

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety Coordinator Accent Mandurah

Involving: Community Development, WA Police, Accent, Community groups, Local Businesses.

REPORT 3 PAGE 75 Community Action, Connection and Involvement

Strategy 3.5 - Continue to contribute to the Eyes on the Street program.

Supporting City documents: Community Strategic Plan 2013 – 2033

Actions: • Review Eyes on the Street Program. • Develop internal procedures for reporting suspicious and criminal activities. • Conduct an audit and refresh branding on the City’s fleet vehicles. • Deliver a refresher training course including internal communication about the Eyes on the Street program to all staff, targeting those that work out in the community. • Seek confirmation of current staff reporting practises to ensure program is being delivered effectively. • Encourage other local agencies to join the program. • Evaluate the usefulness Eyes on the Street Program locally with WA Police.

We will be successful when: • City officers are regularly providing information to WA Police on any suspicious or criminal behaviour. • High community recall/knowledge of the program.

Time frame: • Delivery of a refresher internal communication and liaising with the various areas to confirm reporting practises to occur by 2018. • Ongoing Eyes on the Street communication to staff to occur during 2017-22.

Responsible: Manager Community & Social Development

Implementation by: Team Leader Community Safety

Involving: All relevant COM sections; Strategy and Marketing; WA Police.

REPORT 3 PAGE 76 Evaluation

To determine the success of the City of Mandurah’s Community Safety and Crime Prevention Strategy 2017-22, the City will undertake a formal evaluation at the completion of the Strategy. This represents the final stage of the City’s Community Safety & Crime Prevention Strategy. The evaluation will involve:

• Summarising the success of each initiative with its stated objectives. • Comparison of crime and safety statistics for the period of the Plan as compared to those statistics prior to the Plan. • Consideration of other factors that may have influenced the community during the Plan period such as demographic changes, the provision of higher education, improved transport services, social services and employment opportunities and; • Reviewing other community safety and crime prevention factors such as community perceptions of safety and crime in the City of Mandurah.

A report will be presented at the completion of the Plan outlining considerations for the 2023 - 27 planning period.

REPORT 3 PAGE 77 References

Western Australian Planning Commission; South Metropolitan and Peel Sub-Regional Structure Plan; June 2009: Informed Decisions; City of Mandurah Population Forecast; March 2009.

Promoting safer communities through physical design, social inclusion and crime prevention through environmental design: a developmental study Centre for Social and Community Research, November 2006 Yvonne Haigh

http://www.google.com.au/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact =8&ved=0ahUKEwjB16jQ3fXQAhWJUZQKHepBC5cQFgglMAA&url=http%3A%2F%2F www2.gov.bc.ca%2Fassets%2Fgov%2Fpublic-safety-and-emergency- services%2Fcrime-prevention%2Fcommunity-crime- prevention%2Fpublications%2Fsafe-community-project- guide.pdf&usg=AFQjCNG22bbvqdmllRaVBuWEtKBBwMvyPA&bvm=bv.141536425,d.d Go

Manly Council Crime Prevention Plan 200-2004 http://www.manly.nsw.gov.au/community-services/community-safety/

Cozens, P. 2002. Sustainable Urban Development and Crime Prevention Through Environmental Design for the British City. Towards an Effective Urban Environmentalism for the 21st Century. Cities: The International Journal of Urban Policy and Planning 19(2): 129-137. (133)

UNICEF, The child care transition: A league table of early childhood education and care in economically advanced countries, Innocenti Report Card 8, UNICEF Innocenti Research Centre, Florence, 2008, pp2-8.

EU Charter of Fundamental Rights http://www.eucharter.org/home.php?page_id=95

Inquiry into the adequacy of services to meet the developmental needs of Western Australia's children - Hon A.J.G. MacTiernan, MLA August 2009

WA Police Website http://www.police.wa.gov.au/ABOUTUS/Statistics/SearchCrimeStatistics/tabid/998/Defau lt.aspx

11 National Crime Prevention Institute. (1986). Understanding Crime Prevention, Stoneham: Butterworth Publishers.

REPORT 3 PAGE 78 Report from Director People and Communities to Council Meeting of 14 February 2017

4. SUBJECT: Graffiti Vandalism Report CONTACT OFFICER/S: Tim Hartland AUTHOR: Tim Hartland FILE NO:

Summary

Further to the previous Graffiti Policy report presented to Council on the 27 September 2016, a supplementary report is required to clarify the Chief Executive Officer’s delegated authorities relating to the Graffiti Vandalism Act 2016. Further to this a review of the City’s ‘Graffiti Vandalism Policy has been undertaken and amendments are presented for Council’s consideration.

Disclosure of Interest Nil

Previous Relevant Documentation

• G.36/9/16 27 September 2016 Graffiti Vandalism Act 2016 • G.35/2/15 24 February 2015 Council Property – Graffiti Vandalism • G.57/2/12 28 February 2012 Council Property – Graffiti Vandalism • G.32/10/10 26 October 2010 Council Property – Graffiti Vandalism • G.43/12/09 15 December 2009 Council Property – Graffiti Vandalism

Background

Graffiti Act and Chief Executive Officer’s Delegated Authority

The new ‘Graffiti Act’ came into force on the 7 October 2016, and enables police, public transit officers and the local government sector to deal with graffiti offences and provides for certain powers.

At its 20th September 2016 Council meeting, an overview of the new Graffiti Act was provided, with the main provisions outlined as relates to the City of Mandurah: • A new offence of damaging property by graffiti is created and allows for the costs of cleaning graffiti to be awarded against the offender. • Local government are allowed to issue notices requiring the removal of graffiti and under certain circumstances to enter properties ‘under warrant’ to remove graffiti themselves; and • Provides those persons issued with a notice the right to seek review of that decision with the State Administrative Tribunal or to object to the notice.

The Act permits the City’s officers to enter private property to remove graffiti that is unsightly or offensive, where no action has been taken by the land occupier or the property owner to remove graffiti, following a written notice. At its 20th September 2016 Council meeting the officer’s recommendation was as follows;

That Council:

1. Adopts Form 4 (as shown at attachment 1) for the purpose of ‘Objections’ under the Graffiti Vandalism Act 2016.

2. Adopts Form 6 (as shown at attachment 2) for the purposes of ‘Warrant to Enter’ under the Graffiti Vandalism Act 2016.

3. Adopts Delegation of Authority DA-LWE 08 Graffiti Vandalism; and

Report 4 Page 79 Report from Director People and Communities to Council Meeting of 14 February 2017

4. Acknowledges a further report will be submitted outlining any proposed changes to the City’s Policy and processes.

Council considered the recommendations and resolved as follows:

That Council:

1. Adopts Form 4 (as shown at attachment 1) for the purpose of ‘Objections’ under the Graffiti Vandalism Act 2016.

2. Adopts Form 6 (as shown at attachment 2) for the purposes of ‘Warrant to Enter’ under the Graffiti Vandalism Act 2016.

3. Acknowledges a further report will be submitted outlining any proposed changes to the City’s Policy and processes.

4. Be advised and approve any issuance of ‘Warrant to Enter’ under the Graffiti Vandalism Act 2016

Graffiti Vandalism Policy

The City has a Graffiti Vandalism Policy, which is the guiding document outlining Council’s position on the City’s response to Graffiti management. With changes to the Graffiti Vandalism Act, this policy also needs to be reviewed to bring it in line with current legislation.

Comment

Graffiti Act and Chief Executive Officer’s Delegated Authority

This item was previously considered in September 2016 and Council resolved that any potential warrant would first come to Council for consideration, as such this was removed from the Chief Executive Officer’s Delegated Authority (DA). While Council considered the DA (LWE 08 - Graffiti Vandalism); the adoption of the revised DA was an omission. The amended DA (removing reference to the warrant) is attached to this report for consideration. The delegation provides the following authority to the Chief Executive Officer: 1. Issuing notices requiring removal of graffiti 2. Recover costs for removal of graffiti 3. Removal of graffiti on land not local government property 4. Issuing notices of an intended entry onto private land 5. Appointing Authorised Officers Graffiti Policy

The City has a dual approach to graffiti removal. Firstly, by direct action attending to graffiti in public areas or on private property with City staff removing (painting over or washing off). Secondly by writing to owners of private property or assets and seeking their prompt assistance with removal; with the City being able to provide graffiti removal kits and other advice.

In the majority of cases after the City writes to asset/property owners, graffiti is removed within a suitable timeframe and usually there is no need for any further action. However on some occasions, owners either are unable, unwilling (or unaware) of their obligations to remove graffiti and a reminder notice (letter) is given. This is approached on a case-by-case basis and considerations are given to the extent and content of the graffiti (i.e. if it is racist or abusive which would be a higher priority).

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Once either a complaint has been received, or graffiti is sighted by Officers and the City has written to the asset/property owner, failure of that owner to remove the graffiti will be considered on a case-by-case approach. This will allow the City to assess each occasion of graffiti on its merits and determine a suitable timeframe to which it should be removed. This timeframe will be dependent upon the circumstances of the graffiti, which include the offensiveness of the graffiti, and the land or property owner’s ability to remove the graffiti within a reasonable timeframe.

When the asset/property owner fails to respond to a written notice/s and the graffiti is offensive or unsightly, on rare occasions Council may authorise officers to carry out the removal of the graffiti under a warrant. This warrant will allow the City’s graffiti removal officers to enter private property to remove graffiti, however, this will only occur in a last resort situation. Each case that requires a warrant will be accessed by the Council individually. If a warrant is to be undertaken following Council approval, the City will intend to have Police present when removal occurs and will further record the entry and removal on video to protect the City’s interests.

The City will continue to remove graffiti from the City’s assets and private property boundary structures, in addition to sending a written request to asset/property owners for graffiti to be removed from their private property.

Statutory Environment

Graffiti Vandalism Act 2016

Policy Implications

• POL-CNP 02 Graffiti Vandalism • DA (LWE 08 - Graffiti Vandalism)

Economic Implications

Removing graffiti promptly from public areas, especially in tourist and business locations, is essential for promoting a safe and welcoming place that invites positive economic activity. The City currently provides for two full time graffiti removal vehicles and has two associated full time officers; it is not expected that there will be any additional economic implications from the new Graffiti Act 2016 legislation or reviewed graffiti vandalism policy.

Strategic Implications

The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report:

Social: • Help build the community’s confidence in Mandurah as a safe and secure City.

Leadership: • Demonstrate leadership on major regional, state and national issues.

Organisational Excellence: • Ensure the City has the capacity and capability to deliver services and facilities that meet community expectations. • Deliver excellent governance and financial management. • Develop a strong brand of leading local government that meets community expectations.

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Conclusion

The powers previously provided to local government under the Local Government Act 1995 for graffiti management were repealed and transferred into the new Graffiti Vandalism Act 2016 on the 7 October 2016. The City’s Graffiti Vandalism Policy has been amended to provide Council the ability to approve the removal of graffiti from private property with a warrant and this was adopted by Council at its September 2016 meeting. Council resolved that this would only occur in cases where the City had made every effort to seek assistance first from private asset/property owners to remove themselves and graffiti was of an offensive or racist nature. However on approving this approach, the remaining CEO delegated authorities required adoption as outlined in this report.

Further to reviewing and amending the CEO’s delegated authority for management of graffiti, officers have also reviewed and provided an amended Graffiti Vandalism Policy for Councils’ consideration.

Refer Attachment 1 Delegation of Authority DA-LWE 09 Graffiti Vandalism Attachment 2 Graffiti Vandalism Policy POL-CNP 02

RECOMMENDATION

That Council:

1. Provides Delegated Authority to the Chief Executive Officer (DA-LWE 09 – Graffiti Vandalism) as follows: a. Issuing notices requiring removal of graffiti. b. Recover costs for removal of graffiti. c. Removal of graffiti on land not local government property. d. Issuing notices of an intended entry onto private land. e. Appointing Authorised Officers.

2. Adopts the Graffiti Vandalism Policy (POL-CNP 02, as amended) as the City’s guiding document for the management of graffiti.

*ABSOLUTE MAJORITY REQUIRED*

Report 4 Page 82 ATTACHMENT 1

DA-LWE 09

DELEGATION OF AUTHORITY GRAFFITI VANDALISM

To carry out the powers or discharge of any of the duties of Function to be Graffiti Vandalism Act 2016 including but not limited to: performed: 1. Issuing notices requiring removal of graffiti. 2. Recover costs for removal of graffiti. 3. Removal of graffiti on land not local government property. 4. Issuing notices of an intended entry onto private land. 5. Appointing Authorised Officers

Delegator: Council of the City of Mandurah

Delegate: Chief Executive Officer

Sub-delegation to: Manager Infrastructure Management

Legislative Powers: Sections 15, 16, 17, 18, 19, 25 and 28 of the Graffiti Vandalism Act 2016

Conditions and Sub-delegates are not permitted to undertake the function of Exceptions: appointing authorised officers under section 5 above.

Duration of delegation: Until next annual review

Origin of Delegation:

Delegation last reviewed:

REPORT 4 PAGE 83 ATTACHMENT 2

POL-CNP 02

POLICY GRAFFITI VANDALISM

Policy Objective: To effectively manage graffiti vandalism within the City of Mandurah (the ‘City’)

Policy: Prompt graffiti removal is seen as best practice in graffiti reduction as it diminishes the level of recognition and reward achieved by vandals and also prevents assets from appearing uncared for. The City promptly removes graffiti from its assets and private property boundary structures abutting Public Reserves, Public Access Ways and public roads where approved surface treatments have been applied. The City actively encourages other asset owners in writing to promptly remove graffiti from their property and report acts of graffiti vandalism to the Police. Where graffiti on private property is visible from a public place, and is deemed unsightly and/or offensive and no action has been taken by the land occupier or property owner to remove the graffiti, Council may resolve to authorise its officers to enter the property under warrant to carry out the removal of the graffiti.

Procedure: Graffiti Vandalism Removal Procedure

Originating Section: Relevant Legislation: Community and Social Development Graffiti Vandalism Act 2016

Reviewer: Delegated Authority: Manager Community & Social DA-LWE 09 – Graffiti Vandalism. Development

Approved: Other References: Minute G.43/12/09 15 December 2009 Reviewed: Minute G.32/10/10, 26 October 2010 Minute G.57/2/12, 28 February 2012 Minute G.35/2/15, 24 February 2015

REPORT 4 PAGE 84 Report from Director Sustainable Development to Council Meeting of 14 February 2017

5. SUBJECT: Water Sensitive Cities Index CONTACT OFFICER/S: Brett Brenchley/Terry Blanchard AUTHOR: Natalie Lees FILE NO:

Summary

The City of Mandurah strives to be a leader in integrated water cycle management and as part of that journey it is proposed to undertake a benchmarking process developed by the Cooperative Research Centre (CRC) for Water Sensitive Cities called the Water Sensitive Cities Index.

A considerable knowledge base has been established by the CRC and the Water Sensitive Cities Index aims to provide a platform to consolidate this knowledge. The index process will benchmark the City’s progress and provide strategic direction and actions on how to improve the way water is managed in our local government area.

The Index is a tool that offers the ability to benchmark cities based on performance against a range of urban water indicators that characterise a water sensitive city. This will allow the City to improve effectiveness of approach, set targets, model the impact of potential management responses, track progress over time, and collaborate more effectively with other industry organisations to manage water in ways that enable vibrant, liveable, productive, resilient and sustainable urban communities.

Council is requested to endorse the City undertaking the benchmarking assessment.

Disclosure of Interest

Nil

Previous Relevant Documentation

• G.9/10/16 11 October 2016 Waterwise Council- Water Efficiency Action Plan 2016-2021

• GI.9/9/12 18 September 2012 Cooperative Research Centre for Water Sensitive Cities: Request to participate in Research Program

Background

The City of Mandurah is a member of the federally funded Cooperative Research Centre for Water Sensitive Cities (CRC) which has been operating since 2012. The CRC vision is for water sensitive cities of the future; a place where people want to live and work. A Water Sensitive City is a concept of a city state in which the water system is based on holistic planning and management of the integrated water cycle and emphasises adaptive, multi-functional infrastructure and urban design in its service delivery solutions.

In a Water Sensitive City, interact with the urban water (hydrological) cycle in ways that; • Provide the water security essential for economic prosperity through efficient use of diverse available resources; • Enhance and protect the health of waterways and wetlands, the river basins that surround them, and the coast and bays; • Mitigate flood risk and damage; and • Create public spaces that collect, clean and recycle water.

The Water Sensitive Cities CRC has so far benefited the City through facilitating relationships with research organisations that have monitored the effectiveness of some of our water infrastructure. It has also produced technical information that the City utilises when designing its projects.

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The index process will involve a one day workshop that is facilitated by the CRC involving internal and external stakeholders responsible for water management within the local government area, including the Department of Water and Water Corporation.

The index will place Mandurah on the City State Continuum framework. It will visually depict where the city is on the continuum in the report provided after the workshop and on the web platform, example shown below. The City State Continuum represents the historic developments in the delivery of these water services (Water Supply City, Sewered City, Drained City) in response to evolving social political drivers of water supply access and security, public health protection and flood protection.

Fig 1 & 2. Example of a benchmarking result.

Fig 3. The City State Continuum.

The CRC provides a report following the workshop assessing the current status of the City and a 10 point implementation plan which outlines the actions needed to get to the next step. The web platform will display the City of Mandurah’s results against other cities for comparison to logged in users from within the City and users from other participant cities. The top five cities indexed across the world will be displayed for public users of the website.

The web platform also has an action setting tool that allows the City to record actions towards reaching targets, their anticipated impact and costs, grouping them into strategies or groups of actions and prioritising them.

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Comment

A considerable knowledge base has been established by the CRC that will support the development of tools, products and processes to enable transitions toward water sensitive cities. The Index aims to provide a platform to consolidate this knowledge and translate it into action for authority’s responsible for implementation of water management on the ground.

Waterwise Council program

The Water Sensitive Cities Index and its resulting actions can be reported as an action as part of the Waterwise annual reporting. This will further help the City achieve its goal of Gold Waterwise status under the Waterwise Council Program. The City will also be well placed to apply for funding from the Water Corporation using the index report as evidence in funding applications.

National and International Platform

The Index has been developed in partnership with universities and organisations across Australia and the world. It has already been undertaken by local authorities in Western Australia, the eastern states and some authorities in other countries. By participating the City will be among a handful of leading organisations in the world.

MEAG/MCCAG Comment

Officers advised the Mandurah Environmental Advisory Group at its meeting on 22 January 2017 about this project.

Consultation

External Consultation

The Index was tested on the City of Subiaco and the City of Swan and feedback from those councils found that the workshops and discussion were valuable to reach internal consensus and then in working together towards the vision that was developed. They found it identified gaps, broke down silos, bought holistic thinking into their LGAs and they also found the final product, the web platform, helpful.

Internal Consultation

This item was considered by the Water Sensitive Design Committee on the 13th December following a presentation by a representative from the CRC. The Committee supported undertaking this project and thought the index process and its results will help provide a clear direction for the Committee and for the City in this space. This item will also be discussed at an upcoming Technical Discussion Meeting.

Statutory Environment

N/A

Policy Implications

The Water Sensitive Cities Index process will be consistent with the following policies:

• POL-RDS 07 Water Sensitive Urban Design • POL-EVM 06 Canal Waterways Management • POL-EVM 04 Ocean Sewerage Outfalls

Report 5 Page 87 Report from Director Sustainable Development to Council Meeting of 14 February 2017

Economic Implications

The cost for the assessment process will be undertaken within the existing budget. A one off fee of $11,820 (excluding GST and travel costs) includes the below:

• CRC set up fees • Preparation for workshop and admin (including developing invitee list) • 1-day workshop to rate indicators running parallel sessions, 2 facilitators • Evaluation of performance • Interpretation of findings • 10-point plan of critical strategies and actions • Summary report

This process will help develop strategic objectives in the water management areas and will also provide an initial plan of the most effective ways to move towards being a water sensitive city. This will ensure that projects are selected, planned and implemented in regard to the best outcome for investment.

The Department of Water and Water Corporation are also partners in the CRC and have expressed their support for the index which may lead to funding of the index process or its actions/outcomes through the Waterwise Council Program.

Strategic Implications

The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report:

Environment: • Protect and ensure the health of the natural environment and waterways. • Increase scientific understanding and knowledge of the marine and estuarine environment. • Encourage and enable the community to take ownership of natural assets, and to adopt behaviours that assist in achieving the City’s environmental targets. • Become a leader in proactive and innovative environmental management.

Infrastructure: • Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population.

Conclusion

Completion of this robust process will inform future water management decisions to ensure the City effectively capitalises from its investment in this area. It will also place the City in a position to advocate powerfully with other agencies for proactive change and for funding.

Officers see value in undertaking this benchmarking process and believe that it will provide direction for the work the City undertakes in water management. The workshop will bring City Officers, stakeholders and other agencies together to produce a shared vision which we can then work collaboratively towards. For a relatively small initial financial outlay it will ensure that City’s future project investment is targeted towards achieving the best outcomes.

Subject to Council’s consent, officers will make a presentation on this item at the meeting.

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RECOMMENDATION

That Council supports the City participating in the Water Sensitive Cities Index.

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6. SUBJECT: Proposed Telecommunications Infrastructure – Lot 9 Amar Close CONTACT OFFICER/S: Ben Dreckow AUTHOR: Danni Briggs / Aaron Lucas FILE NO: DA8727

Summary

Council is requested to consider granting development approval for telecommunications infrastructure for Lot 9 (No 19) Amar Close, Herron. The application proposes a 71.5 metre high communications tower situated within a fenced compound of approximately 300 square metres, measuring 15 metres by 20 metres. The lot is 2.28 ha in area and is zoned ‘Rural Residential’ under Town Planning Scheme No 3 (the Scheme). It is proposed to locate the infrastructure in the south west portion of the lot.

There is an existing 50.2m high Axicom facility at lot 721 Mt John Road, Herron that will be decommissioned due to expiration of the current lease and there is an existing 35m Telstra facility at Lot 83 Dunkeld Drive, Herron that can no longer provide sufficient height to achieve comparable network coverage. Therefore, a second facility is required in the area to ensure the current network services are retained. The proposed infrastructure will enable telecommunication services in the Herron area to be maintained and improved upon by allowing other service providers and emergency services to utilise the tower.

The proposal has been the subject of a 21 day advertising period, with all properties within a 400 metre radius of the subject lot being advised of the proposal. As a result of the advertising, 18 submissions have been received. The main areas of concern are visual amenity, health impacts, environmental conservation and property values.

It is acknowledged that the proposal will have an impact on the visual amenity. However, the visual impact needs to be weighed against the overall benefits of the communications system to the wider community. The applicant has undertaken an extensive site selection process to ensure that the tower is relocated to the most appropriate site and in accordance with the planning framework. On balance, it is considered that the benefits of increased telecommunication services, particularly for residents and emergency services, outweighs the visual impact of the proposed structure. It is recommended that Council grant development approval to the proposed infrastructure to ensure that telecommunication service levels within the surrounding area are improved.

Disclosure of Interest

Nil

Location

Report 6 Page 90 Report from Director Sustainable Development to Council Meeting of 14 February 2017

Property Details:

Applicant: Aurecon Australasia

Owner: Flaxton Holdings Pty Ltd

Scheme No 3 Zoning: Rural Residential Peel Region Scheme Zoning: Rural Lot Size: 2.29 hectares Topography: The subject property is a high point within the southern aea of Mandurah and the site itself is currently vegetated and sloped. Land Use: The subject property is currently vacant and surrounded by rural residential land.

Previous Relevant Documentation

• G.27/12/14 16 December 2014 Council Granted final approval to Amendment 125

• G.35/4/14 22 April 2014 Council adopted Amendment 125 for advertising

• G.24/3/14 25 March 2014 Council resolved that officers prepare an amendment to Town Planning Scheme No. 3 to exempt telecommunications infrastructure in certain locations from the need for development approval.

Background

In recent years, Council has considered a number of proposals for telecommunications infrastructure which have been consistent with State Planning Policy 5.2 Telecommunications Infrastructure (SPP5.2), which have raised significant concerns from the community. As a result of the compliance with SPP5.2, despite community discourse, the City experienced difficulty in defending refusals at the State Administrative Tribunal (SAT).

In 2014, the Council resolved to approve Scheme Amendment 125 which, in part, exempted telecommunications infrastructure in areas zoned City Centre Development, Precinct Development, Service Commercial, Strategic and Industrial together with land zoned Commercial subject to it being designated as a strategic or neighbourhood centre.

In addition, Amendment 125 outlined development parameters that are reflected in SPP 5.2 which specifies the scope of advertising, the maximum height and provides guidance to the siting and location of telecommunications infrastructure.

Given the scale of the proposed development exceeding the parameters that allow it to be considered ‘low impact’, the proposal was considered to not be exempt.

Comment

The location of the proposed infrastructure is on land zoned Rural Residential and as such, not within the zones that exempt the development from requiring development approval.

As such, the City received a Development Application and undertook public consultation in accordance with the policy requirements. The assessment of the proposed development is based on the provisions of SPP5.2.

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Town Planning Scheme 3

The intent of the ‘Rural Residential’ zone is to provide “an opportunity for residential living in a semi-rural location, with appropriate controls to minimise clearing and encourage re-planting of indigenous vegetation.”

The ‘telecommunications infrastructure’ land use is not listed within the zoning table for the Rural Residential zone, nor is it listed within any of the zoning tables. As such, Council may determine that the proposed use is consistent with the objectives and purposes of the zone and can be considered a ‘SA’ use. This means the land use may be approved subject to consultation.

Specific development provisions of the zone include a maximum building envelope of 2000 square metres. Currently there is no specified building envelope on site, however approximately 300 square metres is proposed.

State Planning Policy 5.2 – Telecommunications Infrastructure

SPP5.2 provides guidance on the location, siting and design of telecommunications infrastructure. Clause 5.1.1 of SPP5.2 states that “the benefit of improved telecommunications services should be balanced with the visual impact of the surrounding area”.

The proposal has been assessed against the following provisions of SPP5.2 as follows:

Clause 5.1.1 - The benefit of improved telecommunications services should be balanced with the visual impact on the surrounding area.

(ii) Telecommunications infrastructure should be sited and designed to minimise visual impact and whenever possible:

a) Be located where it will not be prominently visible from significant viewing locations such as scenic routes, lookouts and recreation sites.

Officer Comment

There are no identified scenic routes, lookouts or recreation sites in the vicinity of the proposed tower.

b) Be located to avoid detracting from a significant view of a heritage item or place, a landmark, a streetscape, vista or a panorama, whether viewed from public or private land.

Officer Comment

Whilst the proposed tower will have an impact of the landscape within the surrounding area, there are not considered to be any significant views from the surrounding heritage places that will be impacted.

It is noted that the adjoining landowners will have a direct line of sight to the proposed tower and will therefore experience the greatest impact on their views. Vegetation on these properties will obscure the base of the tower, however the upper portion of the tower may be visible.

c) Not located on sites where environmental, cultural heritage, social and visual landscape values may be compromised.

Officer Comment

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The proposal is not in an area designated as having cultural, heritage or social importance and is not considered to be in an area of significant landscape views or vistas. The site of the proposed tower does not hold any significant environmental, cultural heritage, social or visual landscape values. The footprint of the tower will require a building envelope similar to that of a single dwelling and is therefore does not have an increased impact in terms of vegetation clearing.

d) Display design features, including scale, materials, external colours and finished that are sympathetic to the surrounding landscape.

Officer Comment

The tower will be constructed with galvanised steel which is considered to be most successful in blending with lighter backgrounds such as the sky. The equipment shelters will be treated with a pale eucalypt colour to blend in with the environment. In addition, low lying land has been avoided, in order to minimise the height of the structure whilst still achieving the coverage objectives.

(iv) Telecommunications infrastructure should be located where it will facilitate continuous network coverage and/or improved telecommunications services to the community.

Officer Comment

The existing 50.2m high Axicom facility at Lot 721 Mt John Road, Herron will be decommissioned due to expiration of the current lease.

The existing 35m Telstra facility at Lot 83 Dunkeld Drive, Herron can no longer provide sufficient height to achieve comparable network coverage. Therefore, a second facility is required in the area to ensure the current network services are retained. The proposed infrastructure will enable telecommunication services in the Herron area to be maintained and improved upon by allow other service providers and emergency services to utilise the tower.

(v) Telecommunications infrastructure should be co-located whenever possible

b) Overhead lines and towers should be co-located with existing infrastructure and/or within existing infrastructure corridors and/or mounted on existing or proposed buildings.

Officer Comment

The proposed lattice design of the tower permits co-location of other carriers and emergency services.

Delivery of Services

The proposed facility replaces an existing facility currently accommodated on Mt John Road which includes WA Police communications infrastructure.

In addition to the provision of mobile phone technology, the proposed facility will be utilised for the provision of communications relied upon by agencies such as:

• the WA Police; • St John’s Ambulance; • Department of Fire and Emergency Services • Southern Districts Volunteer Bushfire Brigade

In addition, the National Broadband Network (NBN) will be able to deliver fast internet service to the surrounds via fixed wireless. These additional uses rely on line of site technology resulting in the additional height being required to maximise effectiveness.

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In addition to radio and fixed wireless communications, emergency services do rely on mobile phone technology for SMS alerts during bushfire events and historically the subject area has experienced mobile coverage shortfalls.

It is anticipated the erection of such a facility will address some of these shortfalls and add to the capacity of emergency response agencies.

MEAG/MCCAG Comment

While acknowledged there will be clearing undertaken to facilitate the development of the facility, given the relatively small size and peripheral location of the compound, it was determined to not warrant a MEAG comment.

The assessment of the proposed has included guidance and conditions relating to the vegetation and fauna on the site.

If developed in accordance with the Scheme for residential purposes, the clearing could potentially reach 2000 square metres, whereas the current proposal requires approxuimatly 300 square metres.

Consultation

The proposal was advertised to all properties within 400 metres of the proposed site and 17 submissions were received. A Schedule of Submissions is located within Attachment 2.

Key issues identified within the submissions and which were further discussed at the subsequent meetings, are outlined and addressed below:

Visual Impact

It is acknowledged that the structure will be visible from surrounding areas, including the Harvey Inlet and Lake Clifton, however the visual impact of the tower is reduced as the separation distance increases. In terms of height, it should be noted that the tower will have a similar impact on the adjoining properties whether it was 30m or 70m high. Given the amount and size of vegetation in the area, it is accurate to suggest the tower becomes more visible the further way. That is, while it is more visible from a distance (more of the tower can be seen) the distance itself reduces the visual impact.

This is partly highlighted when considering the existing tower on Lot 721 Mt John Road.

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At the base of the tower, the structure is clearly visible however as trees and vegetation remain, when viewed at a distance of 120m (shown in blue above) and 150-200m from its base its visual impact reduces significantly (shown in purple) where it can not been seen from these distances.

Tower at Lot 721 Mount John Road – as viewed from the base of the structure.

Tower at Lot 721 Mount John Road – as viewed 120m from the structure

Similarly, an existing 30m Telstra tower located at No 74 Dunkeld Drive, is visible above the tree line, and notably, the closest resident can not see the tower based on the vegetation on site (Refer Attachment 3).

With regard to the proposed tower, the upper portion will be visible for motorists travelling along Old Coast Road, however given the speed limit on this road, a brief view of the tower is not considered to substantially impact this locally significant view. The applicant has included a Visual Landscape Assessment, containing a series of photo montages of the proposed tower from surrounding areas however has noted, based on their on site analysis determined that the structure is not visible from the adjoining road network but will be visible from adjoining properties (Refer Attachment 4 – see orange shaded areas).

The largest impact is considered to be on the adjoining properties. There is significant vegetation on these properties that will obscure the base of the tower from view, reducing the impact to some degree. However as shown by a further review by officers with aerial and on-site views (Refer Attachment 5), immediately

Report 6 Page 95 Report from Director Sustainable Development to Council Meeting of 14 February 2017 adjoining the structure it will be visible based on the battleaxe driveway and assocated firebreaks on properties to the south (No 5 Amar Close via the driveways to No 7 and No 9).

It is considered that on balance, the overall benefits to the community outweighs the visual impact on the surrounding area, consistent with SPP5.2.

Location

The applicant has undertaken an extensive search for a suitable location which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site. It is noted that any perceived impact would be apparent at any alternative site.

Locating a tower in this area is necessary to provide an effective telecommunication service to the Herron area. The location is considered to be especially important to improve communication for emergency services within the area.

Health and Safety

SPP5.2 is very clear in stating that health impacts associated with telecommunication infrastructure is a matter of separate assessment by the Australian Communications and Media Authority (ACMA) based on standards established by the Australian Radiation Protection and Nuclear Safety Agency (ARPANSA) rather than Development Applications. In addition, Planning Bulletin 46 ‘Applications for Telecommunications Infrastructure’ (WAPC, 2000) states that the “Health Department of Western Australia considers there is currently no health basis for restricting either the siting of mobile telephone towers or ground level access to them.”

The proposed structure will operate in compliance with the ACMA regulatory arrangements with respect to electromagnetic radiation (EMR) exposure levels. EMR Exposure Levels from the site will be calculated in accordance with the ARPANSA prediction methodology.

Whilst it is acknowledged that the issue of health and safety in relation to telecommunication infrastructure is an important issue, it is not to be considered during assessment of a planning application.

Environment

A clearing permit is required under the Environmental Protection (Clearing of Native Vegetation) Regulations 2004.

The compound and manoeuvring area has been located to minimise impact on larger habitat trees. Environmental Services have requested a condition relating to fauna preservation and possible relocation be added to the approval.

It is noted the proposed access and site has been selected by the applicant based on it being an area where vegetation has already been disturbed. In addition, the proposed location is aside the existing boundary.

Internal Consultation

Emergency Management and Environmental Services were consulted.

Emergency Management discussed the proposal with different emergency response agencies such as the Southern Districts Volunteer Bushfire Brigade and resolved the tower would add significantly to the communications capacity for the region.

Report 6 Page 96 Report from Director Sustainable Development to Council Meeting of 14 February 2017

Environmental Services were satisfied with the proposed but requested conditions requiring an investigation into the fauna onsite and possible relocation if required.

Environmental Services also requested that consultation with the Citybe requested as a condition prior to commencement of clearing.

Statutory Environment

• Planning and Development Act 2005 • Town Planning Regulations (2015) • State Planning Policy 5.2 – Telecommunications Infrastructure • Town Planning Scheme No. 3

Should Council resolve not to approve the application, the applicant has a right to lodge an appeal with the State Administrative Tribunal (SAT). In recent times (September 2016) the SAT considered a similar proposal in Optus Mobile Pty Ltd v The City of Swan. The similarities in both cases are the zoning being ‘Rural Residential’ on vegetated, elevated lots measuring approximately two hectares.

In that case, the local authority refused the application to erect a monopole based on the perceived loss of amenity. In considering this matter the SAT determined the pole was appropriate to be approved citing the benefit of the infrastructure itself outweighed the perceived loss to the amenity and overturned the local authority’s decision. In commentating on its decision, the SAT referred to the difficulty in upholding the argument that there was an adverse impact ion the amenity of the area.

Whilst it cannot be certain a similar finding would be forthcoming if Council resolved to refuse the application, it does illustrate the possible outcome.

Policy Implications

The provisions of State Planning Policy 5.2 are addressed above.

Economic Implications

There are possible economic implications should Council refuse the application and the applicant exercise their right to have the decision reviewed by the SAT.

Strategic Implications

The following strategy from the City of Mandurah Strategic Community Plan 2013 – 2033 is relevant to this report:

Infrastructure:

• Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population.

Conclusion

The development of the communications facility on Lot 9, No 19 Amar Close, Herron is consistent with the Western Australian Planning Commission’s State Planning Policy 5.2 - Telecommunications Infrastructure and is also considered consistent with the intent of the ‘Rural Residential’ zone and the provisions of the Scheme. It is considered that the subject site is an appropriate location for a telecommunications facility given the need for improved telecommunication service within the Herron area. In addition, it is considered that the benefits of increased telecommunication services, particularly for residents and emergency services, outweighs the visual impact of the proposed structure.

Report 6 Page 97 Report from Director Sustainable Development to Council Meeting of 14 February 2017

Council’s approval of the application will ensure that increasingly important telecommunications services can be maintained to a satisfactory level both within Mandurah and the broader region. It is therefore recommended that Council grant approval to the proposed communications facility and associated infrastructure.

NOTE:

• Refer Attachment 1 Site Plans and Elevations Attachment 2 Submissions Table Attachment 3 Existing Structure No 72 Dunkeld Drive (prepared by officers) Attachment 4 Visual assessment and photo montage (provided by applicant) Attachment 5 Photos & Aerial Photo of Proposed Location (prepared by officers)

RECOMMENDATION

That Council approve the proposed telecommunications facility on Lot 9, 19 Amar Close Herron subject to the following conditions:

1. The development shall be carried out in accordance with the details indicated on the stamped approved plans unless otherwise required or agreed in writing by the City of Mandurah.

2. All clearing of vegetation shall then be undertaken to the satisfaction of the City of Mandurah and is subject to the following:

3.1 A qualified fauna relocator being engaged to investigate the site and, if necessary, relocate any fauna; and

3.2 Undertake a start up meeting with the City of Mandurah to confirm the extent of clearing required.

3. Prior to commencement of construction, the applicant shall prepare and submit to the City of Mandurah a construction management plan. Once approved by the City of Mandurah, the construction management plan shall be implemented to the satisfaction of the City of Mandurah.

4. Al trees not subject to removal for the proposed development shall be protected to the specifications and satisfaction of the City of Mandurah.

5. The ground level compound shall be visually screened through vegetation and landscaping to the satisfaction of the City of Mandurah.

Report 6 Page 98 Report from Director Sustainable Development to Council Meeting of 14 February 2017

Submission Owner / Address Comment (Summarised comments) 1. Russell Reilly Opposes the proposal based on the (via email) following:

5 Amar Close a. Concerned about potential health a. ARPANSA and the World HERRON WA 6211 risks of being located within close Health Organisation research proximity to the tower and lack of has found it unlikely that research of the health impacts. emissions from a base station such as that proposed would have any adverse impact on health.

b. The fixed NBN line in Bouvard should b. The applicant has advised that be extended to Herron to replace the the tower is essential in order to need for this tower. maintain the current service levels in the area when the existing structure is decommissioned and, in particular, allow for line of sight communication between towers for fixed-wireless technology (NBN).

c. The proposed tower is only a few c. The applicant has advised that metres taller than the existing Mt John the height and location of the Road tower, so question how this can tower will provide increased provide better access. telecommunication services within the broader community, including line of light communication for fixed- wireless technology.

d. The tower should be located in a non- d. The applicant has undertaken residential area, for example the an extensive search for a limestone quarry. suitable location which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site.

e. The tower will impact the aesthetics e. The visual impact of the and amenity of the area. proposal does not affect areas of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

f. Construction and maintenance of the f. There will be minimal noise tower will disrupt the peaceful created by the proposed facility. environment. The ground level infrastructure must comply with the Environmental Protection Act

Report 6 Page 99 Report from Director Sustainable Development to Council Meeting of 14 February 2017

(Noise) and Regulations 1997 in regards to noise levels.

g. Impact of the proposal on property g. Property values are not a values. material planning consideration.

2. A Nolan Objects to the proposal for the following (via email) reasons:

7 Amar Close a. Property values will decrease. a. Property values are not a HERRON WA 6211 material planning consideration.

b. Concerned about the potential serious b. ARPANSA and the World adverse health impacts having EMR Health Organisation research transmitters adjacent to residential has found it unlikely that dwellings emissions from a base station such as that proposed would have any adverse impact on health.

c. The tower will set precedent for other c. SPP5.2 encourages co-location companies towers to locate here. of telecommunication infrastructure. The tower has been designed to enable other carriers and emergency services to use the tower. d. There are other elevated non- residential locations for the tower. d. The applicant has undertaken an extensive search for a suitable location which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site.

3. Chelsea Reynolds Opposes the proposal for the following (via email) reasons:

5 Amar Close a. Visual impact of the tower when a. It is acknowledged that the HERRON WA 6211 viewed from their property and tower will be visible from the surrounding locality. adjacent properties. There are a considerable number of tall mature trees that will reduce the impact to some degree.

b. Subject site is in a high risk fire danger b. The financial risks associated zone. Concerned about the financial with potential fire damage is for impacts of replacing the tower if the consideration of the damaged in a fire. applicant.

c. Aboriginal and community heritage c. The visual impact of the sites are located in close proximity to proposal does not affect areas the site. Concerned about the visual of designated landscape impact of the tower when viewed from protection or any significant these sites. landscape feature, view or vista. The visual impact is balanced by the broader benefit of the

Report 6 Page 100 Report from Director Sustainable Development to Council Meeting of 14 February 2017

proposed infrastructure to the community

d. Negative impact on visual, cultural d. Refer to response 3c and recreational amenity needs to be considered in accordance with SPP5.2.

e. Clearing natural flora and fauna on e. The compound and the site and in contravention of manoeuvring area have been SPP5.2. located to reduce the impact on mature trees. The footprint of the tower is similar to that of a single dwelling.

f. Potential unknown health risks f. ARPANSA and the World associated with the tower. Health Organisation research has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

4. Alastair Ross Opposes the proposal for the following reasons: 60 Caledonia Close HERRON WA 6211 a. Potential health risks. a. ARPANSA and the World Health Organisation research has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

b. Impact on environmental b. The compound and conservation, including wildlife on site manoeuvring area have been and migrating birds. located to reduce the impact on mature trees. The footprint of the tower is similar to that of a single dwelling.

c. Location and visual impact from c. The visual impact of the aboriginal heritage sites, public proposal does not affect areas recreation areas. of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

d. Proximity to residential homes and the d. The applicant has undertaken existing tower on Dunkeld. an extensive search for a suitable location which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site.

Report 6 Page 101 Report from Director Sustainable Development to Council Meeting of 14 February 2017

e. Impact on property values. e. Property values are not a material planning consideration. f. Noise disturbance from the construction and ongoing f. There will be minimal noise maintenance of the tower. created by the proposed facility. The ground level infrastructure must comply with the Environmental Protection Act (Noise) and Regulations 1997 in regards to noise levels.

5. Kristen Ross Opposes the proposal for the following reasons: 60 Caledonia Close HERRON WA 6211 a. Concerned about potential unknown a. ARPANSA and the World health risks of being located within Health Organisation research close proximity to the tower. has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

b. Impact of the proposal on property b. Property values are not a values. material planning consideration.

c. The tower will impact the aesthetics c. It is acknowledged that the and amenity of the area and the tower will be visible from the adjoining properties, and aboriginal adjacent properties. There are a heritage sites, in contravention of SPP considerable number of tall 5.2. mature trees that will reduce the impact to some degree. The visual impact of the proposal does not affect areas of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

d. There is already access to NBN on d. The applicant has advised that Caledonia/Amar Close and therefore the proposed tower is this does not benefit them. An necessary to maintain the alternative location should be current service levels within the considered, given there is already a area once the existing tower is nearby tower. decommissioned. The applicant has undertaken an extensive search for a suitable location which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site.

Report 6 Page 102 Report from Director Sustainable Development to Council Meeting of 14 February 2017

e. The impact on natural flora and e. Noted. The compound and migrating birds should be considered. manoeuvring area have been located to reduce the impact on mature trees. The footprint of the tower is similar to that of a single dwelling.

f. Construction and maintenance of the f. Impact of construction noise is tower will disrupt the peaceful noted. There will be minimal environment. ongoing noise created by the proposed facility. The ground level infrastructure must comply with the Environmental Protection Act (Noise) and Regulations 1997 in regards to noise levels.

6. Lake Clifton Herron Supports the residents who oppose the Residents Association proposal for the following reasons: (via email) a. Visual impact of the tower when a. It is acknowledged that the PO Box 5372 viewed from adjoining properties and tower will be visible from the FALCON WA 6210 surrounding locality. adjacent properties. There are a considerable number of tall mature trees that will reduce the impact to some degree. The visual impact of the proposal does not affect areas of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

b. Impact on property values. b. Property values are not a material planning consideration.

c. Impact on environmental c. The compound and conservation, including wildlife on site manoeuvring area have been and migrating birds. located to reduce the impact on mature trees. The footprint of the tower is similar to that of a single dwelling.

d. Concern regarding the potential d. ARPANSA and the World health impacts of the tower being Health Organisation research located in a residential area has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

e. The tower will not provide any direct e. The applicant has advised that benefits to the local residents and the proposed tower is therefore other more suitable sites necessary to maintain the should be considered. current service levels within the area once the existing tower is decommissioned. The applicant has undertaken an extensive search for a suitable location

Report 6 Page 103 Report from Director Sustainable Development to Council Meeting of 14 February 2017

which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site. The proposed tower will benefit the broader community.

7. Caterina Molloy Strongly disagree with the proposal as it Noted. (via email) will impact the quiet lifestyle of the area.

8. Leanne Raper Opposes the proposed tower for the following reasons: 43 Amar Close HERRON WA 6211 a. Visual impact and height of the tower. a. It is acknowledged that the tower will be visible from the adjacent properties. There are a considerable number of tall mature trees that will reduce the impact to some degree. The applicant has advised that the height of the tower is necessary to allow for line of sight communication between towers for fixed-wireless technology (NBN) and to maintain the current service levels within the area.

b. Impact on natural bush conservation. b. The compound and manoeuvring area have been located to reduce the impact on mature trees. The footprint of the tower is similar to that of a single dwelling.

c. Impact on local wildlife during c. ARPANSA and the World construction and radiation emissions. Health Organisation research has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

d. Concern regarding the potential d. ARPANSA and the World health impacts of the tower being Health Organisation research located in close proximity to has found it unlikely that residential dwellings. emissions from a base station such as that proposed would have any adverse impact on health.

9. Jamie Raper Opposes the proposed tower for the following reasons: 43 Amar Close

Report 6 Page 104 Report from Director Sustainable Development to Council Meeting of 14 February 2017

HERRON WA 6210 a. Proposal will have a greater visual a. It is acknowledged that the impact than the existing tower on Mt visual impact of the proposed John Road. tower is greater than the existing. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

b. Visual impact due to height of the b. The applicant has advised that tower. the height of the tower is necessary to allow for line of sight communication between towers for fixed-wireless technology (NBN) and to maintain the current service levels within the area.

c. Impact on natural flora and fauna c. The compound and during construction and radiation manoeuvring area have been emissions. located to reduce the impact on mature trees. The footprint of the tower is similar to that of a single dwelling. ARPANSA and the World Health Organisation research has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

d. Concern regarding the potential d. ARPANSA and the World health impacts of the tower. Health Organisation research has found it unlikely that emissions from a base station such as that proposed would have any adverse impact on health.

10. Zak Kirkup Opposes the proposal for the following Via Email reasons:

a. Impact of the tower will be greater a. It is acknowledged that the than the existing tower due to reduced visual impact of the proposed street setback and increased height. tower is greater than the existing. The applicant has advised that the height of the tower is necessary to allow for line of sight communication between towers for fixed- wireless technology (NBN) and to maintain the current service levels within the area.

b. Visual impact of the tower when b. It is acknowledged that the viewed from their property and tower will be visible from the surrounding locality, in contravention adjacent properties. There are a with SPP 5.2. considerable number of tall mature trees that will reduce the impact to some degree. The visual impact of the proposal does not affect areas of designated landscape

Report 6 Page 105 Report from Director Sustainable Development to Council Meeting of 14 February 2017

protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

c. Consideration needs to be given to c. The visual impact of the the aboriginal and community proposal does not affect areas heritage sites located in close of designated landscape proximity to the site, in accordance protection or any significant with SPP5.2. landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

d. Negative impact on visual, cultural d. The visual impact of the and recreational amenity needs to be proposal does not affect areas considered in accordance with of designated landscape SPP5.2. protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

e. Concerned about clearing natural e. The compound and flora and fauna on the site and impact manoeuvring area have been on migrating birds, as per SPP5.2. located to reduce the impact on The area has not been formally mature trees. The footprint of assessed for its biodiversity value. the tower is similar to that of a single dwelling.

11. Mark & Sara Coleman Opposes the proposal for the following reasons: 92 Caledonia Close HERRON f. Impact of the tower will be greater f. It is acknowledged that the than the existing tower due to reduced visual impact of the proposed street setback and increased height. tower is greater than the existing. The applicant has advised that the height of the tower is necessary to allow for line of sight communication between towers for fixed- wireless technology (NBN) and to maintain the current service levels within the area.

g. Visual impact of the tower when g. It is acknowledged that the viewed from their property and tower will be visible from the surrounding locality, in contravention adjacent properties. There are a with SPP 5.2. considerable number of tall mature trees that will reduce the impact to some degree. The visual impact of the proposal does not affect areas of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the

Report 6 Page 106 Report from Director Sustainable Development to Council Meeting of 14 February 2017

proposed infrastructure to the community

h. Consideration needs to be given to h. The visual impact of the the aboriginal and community proposal does not affect areas heritage sites located in close of designated landscape proximity to the site, in accordance protection or any significant with SPP5.2. landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

i. Negative impact on visual, cultural i. The visual impact of the and recreational amenity needs to be proposal does not affect areas considered in accordance with of designated landscape SPP5.2. protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

j. Concerned about clearing natural j. The compound and flora and fauna on the site and impact manoeuvring area have been on migrating birds, as per SPP5.2. located to reduce the impact on The area has not been formally mature trees. The footprint of assessed for its biodiversity value. the tower is similar to that of a single dwelling.

12. A Stanton Support proposal. Noted. Deputy Chief Bushfire Control Officer

13. Alan and Gina Storey Opposes the proposal for the following 34 Amar Close reasons: HERRON Via E-mail a. Impact of the tower will be greater than a. It is acknowledged that the the existing tower due to reduced visual impact of the proposed street setback and increased height. tower is greater than the existing. The applicant has advised that the height of the tower is necessary to allow for line of sight communication between towers for fixed- wireless technology (NBN) and to maintain the current service levels within the area.

Report 6 Page 107 Report from Director Sustainable Development to Council Meeting of 14 February 2017

proposed infrastructure to the community

14. Valentin Della Vecchia Opposes the proposal for the following (via email) reasons:

9 Amar Close a. Impact of the tower will be greater a. It is acknowledged that the HERRON than the existing tower due to visual impact of the proposed reduced street setback and tower is greater than the increased height. existing. The applicant has advised that the height of the tower is necessary to allow for line of sight communication between towers for fixed- wireless technology (NBN) and to maintain the current service levels within the area.

b. It is acknowledged that the b. Visual impact of the tower when tower will be visible from the viewed from their property and adjacent properties. There are a surrounding locality, in contravention considerable number of tall with SPP 5.2. mature trees that will reduce the impact to some degree. The visual impact of the proposal does not affect areas of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

Report 6 Page 108 Report from Director Sustainable Development to Council Meeting of 14 February 2017

15. R Della Vecchia The letter referred to in the e-mail as (via email) attached was not attached. It is assumed the concerns raised are 9 Amar Close those containd in submission 14. HERRON WA 6211

16. H Englmayr Opposes the proposal for the following (via email) reasons:

Report 6 Page 109 Report from Director Sustainable Development to Council Meeting of 14 February 2017

161 Mount John Road a. Proposal is not suited to a Rural a. The applicant has undertaken HERRON Residential property. An alternative an extensive search for a location should be considered. suitable location which was constrained by topography and vegetation/obstacles. A property consultant was engaged to ascertain willingness of landowners. The subject site was determined to be the most suitable and available site.

b. Impact of the tower will be greater b. It is acknowledged that the than the existing tower due to visual impact of the proposed increased height. tower is greater than the existing. The applicant has advised that the height of the tower is necessary to allow for line of sight communication between towers for fixed- wireless technology (NBN) and to maintain the current service levels within the area.

c. Visual impact of the tower when c. It is acknowledged that the viewed from their property and tower will be visible from the surrounding locality, in contravention adjacent properties. There are a with SPP 5.2. considerable number of tall mature trees that will reduce the impact to some degree. The visual impact of the proposal does not affect areas of designated landscape protection or any significant landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

d. Consideration needs to be given to d. The visual impact of the the aboriginal and community proposal does not affect areas heritage sites located in close of designated landscape proximity to the site, in accordance protection or any significant with SPP5.2. landscape feature, view or vista. The visual impact is balanced by the broader benefit of the proposed infrastructure to the community

f. Proposal will impact the amenity of f. Noted. The impact on amenity is the area. balanced by the broader benefit of the proposed infrastructure to the community

Report 6 Page 110 Report from Director Sustainable Development to Council Meeting of 14 February 2017

g. Proposal will impact the property g. Property values are not a values. material planning consideration.

h. Concern regarding the potential h. ARPANSA and the World health impacts of the tower being Health Organisation research located in close proximity to has found it unlikely that residential dwellings. emissions from a base station such as that proposed would have any adverse impact on health. 17. Terry Wegwermer Supportive of proposed tower. The Noted. (District Officer South proposal will help resolve phone coverage Coastal) issues around this area.

Department of Fire and Emergency Services

18. Anthony Benbow DFES do not locate radio services on the Noted. (DFES Radio existing tower and therefore, the Communications relocation will not have an impact. Manager) However, the tower may support mobile Department of Fire and phone or data services used by DFES or Emergency Services volunteers. DFES will have the option to locate radio services on this tower in the future.

Report 6 Page 111 Client: SITE LOCATION SITE CO-ORDINATES

DATUM: MGA (GDA94) ZONE: 50 SOUTHERN ATTITUDE -32.7529 LONGITUDE 115.6756 Client: EASTING 375 933 CLOSE NORTHING 6 375 320

ESTUARY AMAR DRIVE

CALEDONIA

DUNKELD Client:

HARVEY ROAD CLOSE P20810 L 3 VIEW

DRIVE P20810 L 4

Map data © OpenStreetMap contributors, CC BY-SA http://www.openstreetmap.org P20810 http://creativecommons.org/licences/by-sa/2.0/ Project: Use of this data is subject to the terms and conditions of L 10 the Creative Commons Attribution-ShareAlike 2.0 licence the full licence of which can be accessed at http://creativecommons.org/licenses/by-sa/2.0/legalcode' AXICOM AXICOM COMPOUND WITH 2.4m HIGH SITE No: 3400237 CHAINLINK SECURITY COMPOUND 1 HERRON FENCE AND 3m WIDE ACCESS GATES A3 P20810 L 9 P20810 SITE INFORMATION L 5 P20810 L 13 1. LOCATION CLOSE 19 AMAR CLOSE, HERRON. 2. GENERAL THESE DRAWINGS ARE PRELIMINARY ONLY AND ARE ISSUED FOR OWNER COMMENT/APPROVAL ONLY. THEY ARE NOT DETAILED SURVEY/STRUCTURAL

DRAWINGS. EXISTING FIRE BREAK TO 24.03.1601 FINAL PRELIMINARY - FOR APPROVAL 3. SITE ACCESS 100000 P20809 BE UPGRADED TO ALLOW Rev Date Revision Details VIA UPGRADED FIRE BREAK ACCESS TRACK. L 14 ACCESS TO COMPOUND 4. EQUIPMENT SHELTER P20809

PROPOSED SHELTER SHOWN ON SHEET A3. AMAR 5. STRUCTURE L 8 PROPOSED SMSB NEW 70m TOWER. REFER TO SHEETS A3 AND A4. EXISTING UNIPILLAR Aurecon Australia Pty Ltd ABN 54 005 139 873 6. ANTENNA ACCESS P20809 ANTENNA ACCESS VIA INTERNAL CLIMBING LADDER. L 7 CLOSE 7. EXISTING SERVICES CAD: DC LOCATION OF ANY EXISTING SERVICES WILL BE CONFIRMED FOLLOWING CALEDONIA CHECKED: RC APPROVAL OF THE PRELIMINARY DESIGN. EXISTING SERVICES TO BE RELOCATED AT AXICOM EXPENSE AS REQUIRED. P20809 P20809 APPROVED: AM Drawing Title: 8. ELECTRICITY SUPPLY L 25 L 24 EXISTING POWER ASSUMED TO BE AVAILABLE FROM EXISTING UNIPILLAR. OVERALL DETAILS TO BE CONFIRMED FOLLOWING APPROVAL OF THE PRELIMINARY SITE PLAN DESIGN. OVERALL SITE PLAN SCALE 1:2500 Drawing No. Revision 01 Client:

20000 Client:

15000

Client: OUTLINE OF EXISTING BUSH LINE

AXICOM 2.4m HIGH CHAINLINK SECURITY COMPOUND FENCE WITH 3m WIDE ACCESS

GATES. Project: ENTIRE FINISHED COMPOUND LEVEL TO MATCH EXISTING ACCESS ROUTE. COMPOUND WILL BE FINISHED WITH BLUE METAL HARD STAND WITH AXICOM WEED MAT BENEATH ELEVATED CABLE LADDER SITE No: 3400237 (SHOWN INDICATIVE ONLY) HERRON LIMESTONE TURN AROUND AREA TO PROPOSED 70m AXICOM ALLOW 2WD ACCESS TO COMPOUND STEEL TOWER

PROPOSED HEADFRAME AXICOM COMPOUND/LEASE AREA AND ANTENNAS (BY OTHERS) (15m x 20m, 300m²)

PROPOSED EQUIPMENT SHELTERS AND ODU SHOWN INDICATIVE ONLY ACCESS ROAD TO LOT BEHIND 24.03.1601 FINAL PRELIMINARY - FOR APPROVAL EXISTING VEGETATION TO BE CLEARED Rev Date Revision Details AS REQUIRED, BUT KEPT TO MINIMAL TO ALLOW FOR INSTALLATION PROPOSED SUBMAINS CABLE

FROM FROM SMSB. Aurecon Australia Pty Ltd ABN 54 005 139 873

DETAIL 1 CAD: DC SCALE 1:150 A2 CHECKED: RC APPROVED: AM Drawing Title: SITE SETOUT PLAN

Drawing No. Revision 01 Client:

Client:

Client: AXICOM 2.4m SHELTER 3m WIDE ACCESS GATE STEEL TOWER COMPOUND FENCE WITH PROPOSED 70m AXICOM PROPOSED EQUIPMENT HIGH CHAINLINK SECURITY T.B.C. T.B.C. T.B.C. T.B.C. T.B.C. T.B.C. T.B.C. EL 0.0m GROUND LEVEL EL (BY OTHERS) CL PROPOSED MICROWAVE ANTENNA TYP. EL (BY OTHERS) CL PROPOSED MICROWAVE ANTENNA TYP. EL CL PROPOSED MICROWAVE ANTENNA TYP. (BY OTHERS) EL CL PROPOSED MICROWAVE ANTENNA TYP. (BY OTHERS) EL 70.0m TOP OF AXICOM TOWER OTHERS) ANTENNAS ON HEADFRAME TYP. (BY CL PROPOSED PANEL EL 65.0m OTHERS) ANTENNAS ON HEADFRAME TYP. (BY CL PROPOSED PANEL EL 60.0m TYP. (BY OTHERS) CL PROPOSED PANEL ANTENNAS ON HEADFRAME EL 55.0m (BY OTHERS) BASE PROPOSED OMNI ANTENNAS TYP. EL (BY OTHERS) CL PROPOSED MICROWAVE ANTENNA TYP. EL (BY OTHERS) CL PROPOSED MICROWAVE ANTENNA TYP. EL (BY OTHERS) CL PROPOSED MICROWAVE ANTENNA TYP. EL 71.5m TYP. (BY OTHERS) DIPOLE ANTENNA BASE PROPOSED Project:

AXICOM SITE No: 3400237 HERRON SCALE 1:250

24.03.1601 FINAL PRELIMINARY - FOR APPROVAL Rev Date Revision Details NORTH WEST ELEVATION

Aurecon Australia Pty Ltd ABN 54 005 139 873

CAD: DC CHECKED: RC APPROVED: AM Drawing Title: SITE ELEVATION

Drawing No. Revision 01 Existing Mobile Phone Tower at 30 metres No 72 Dunkeld Drive, Herron Location 3 taken from opposite verge as Mount John Rd not visible from a motorists’ perspective

Location 1 structure not visible Location 2 taken from top of embankment as not visible from a motorists’ perspective

Estuary

Southern

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Mandurah P:\GIS\Projects\244712_WA_NBN_Perth\002_Herron_publish.mxd

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by: Alton

Map

Roads \ Candidate site Notes: Highway Viewshed analysis prepared using spatial Limit of viewshed data supplied by the Department of Water MainRoad Visible Viewshed parameters: LocalRoad Cadastre Ground elevation: 49.5m Structure height: 70m

LGA boundary Max distance: 1,500m

Axicom Herron Facility A3 scale: 1:12,000 Date: 26/08/2016 Version: 0 Job No: 244712 ° 0 100 200 300 400 500 m Coordinate system: MGA Zone 50 Viewshed analysis

Photos & Aerial Photo of Proposed Location

43 Amar Close

34 Amar Close

7 Amar Close

5 Amar Close 60 Caledonia Close

92 Caledonia Close

Subject Site (No 19 (Lot 9) Amar Close

Submissions received Report from Corporate Lawyer to Council Meeting of 14 February 2017

7. SUBJECT: Parking and Parking Facilities Amendment Local Law 2017 CONTACT OFFICERS: Wido Peppinck/Brendan Ingle AUTHOR: Sophie Luxton/Brendan Ingle FILE NO:

Summary

As part of the continuing process of updating and implementing new local laws Officers have drafted an amendment local law to alter the Parking and Parking Facilities Local Law 2015.

The City of Mandurah Parking and Parking Facilitates Local Law 2015 was gazetted in August 2015. Following 17 months of use it has become apparent that a number of minor alterations to the local law are required to ensure clarity over its provisions.

A draft proposed Parking and Parking Facilities Amendment Local Law 2017 has been prepared. This local law contains a number of minor amendments to the current Parking and Parking Facilitates Local Law 2015. These amendments are outlined further in this report.

Purpose: to amend provisions within the City of Mandurah Parking and Parking Facilities Local Law 2015;

Effect: to ensure that the City of Mandurah Parking and Parking Facilities Local Law 2015 is as clear, concise and effective as possible.

As is required by s.3.12 of the Act, Council is requested to adopt the proposed Parking and Parking Facilities Amendment Local Law for advertising purposes.

Disclosure of Interest

Nil

Previous Relevant Documentation

• G.30/7/15 28 July 2015 Parking and Parking Facilities Local Law 2015 and Parking Permits Policy: • G.34/12/1 16 December 2014 Proposed Parking and Parking Facilities Local Law 2014 • G.34/10/14 28 October 2014 Proposed Parking and Parking Facilities Local Law 2014

Background

The Parking and Parking Facilities Local Law 2015 was adopted by Council at its meeting of 28 July 2015.

The local law was taken in large part from the preapproved WALGA Model Parking and Parking Facilities Local Law.

The Parking and Parking Facilities Local Law is the City’s most utilised local law.

The local law has been operating well for the past 17 months however Parking Officers have requested minor amendments to provide clarity to a number of provisions within the local law.

Comment

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The current Parking and Parking Facilities Local Law 2015 is working well and only requires very minor amendments.

A Proposed Parking and Parking Facilities Amendment Local Law 2017 has been drafted to provide clarity to some of the provisions within the current Parking and Parking Facilities Local Law 2015.

Amendments to the Parking and Parking Facilities Local Law 2015 are outlined below:

Clause 1.5 Definitions

Addition of a new definition:

• painted island has the meaning given to it in the Code;

A painted island is a marked area of a median strip where the markings are painted rather than raised.

The above amendments are required to add clarity to the local law and update the terminology used in the updated Road Traffic Code 2000 (the ‘Code’).

Clause 2.1 Determination of metered zones

Delete:

(1) Metered zones are those areas in the district as set out in Schedule 3 and more particularly delineated on a plan in Schedule 4.

Replace with:

(1) The local government may by amendment to this local law determine and also indicate by signs, metered bays and metered zones.

Council determined at its meeting of 22 March 2016 to discontinue 83 Breakwater Parade being a metered zone therefore it is considered necessary to remove these clauses from the local law.

Clause 3.8 Parking prohibitions and restrictions

(1) a person shall not –

The following subclause has been added:

“(e) park a vehicle within a parking station or parking are unless it is wholly within a marked bay.”

This clause is added to provide clarity to the local law and allow Parking Officers to option of penalising persons for failing to park wholly within a marked bay in a parking areas where parking on plantings etc.

Clause 4.3 Event parking

Replace the word “ticket” with the word “permit”.

Administrative change to reflect our operational processes.

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Clause 4.7 General prohibitions on parking

Delete:

Clause (3)(k) within 10 metres of the nearer property line of any thoroughfare intersecting the thoroughfare on the side on which the vehicle is parked.

Replace with:

(k) within 10 metres of the prolongation of the nearer edge of any intersecting carriageway (without traffic- control signals) intersecting that carriageway on the side on which the vehicle is parked on the carriageway or verge; or

Insert:

(l) on a carriageway or verge within 20 metres from the nearest point of an intersecting carriageway at an intersection with traffic-control signals.

This change more appropriately reflects terms used within the Road Traffic Code 2000.

Clause 4.9 Authorised person may mark tyres

Delete:

Clause 4.9 Authorised person may mark tyres

(1) Authorised person may mark the tyres of a vehicle parked in a parking facility with chalk or any other non-indelible substance for a purpose connected with or arising out of his or her duties or powers. (2) A person shall not remove a mark made by an authorised person pursuant to subclause (1) so that the purpose of the affixing of such a mark is defeated or likely to be defeated.

Replace with:

Clause 4.9 Authorised Person

(1) An Authorised Person –

(a) may mark the tyres of a vehicle parked in a parking facility with chalk or any other non- indelible substance for a purpose connected with or arising out of his or her duties or powers; (b) take a valve stem reading of the vehicle; (c) record vehicle registration numbers; and (d) place a notice or parking fact sheet upon a vehicle.

(2) A person shall not remove a mark made by an Authorised Person so that the purpose of the affixing of such a mark is defeated or likely to be defeated.

(3) An Authorised Person may in the course of performing his duties, park contrary to the provisions of a parking control sign for the minimum amount of time required to complete those duties.

This amendment recognises new technologies in parking management and also recognises the use of educative materials that can provided to advise vehicle owners of more appropriate parking locations.

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This amendment also gives Rangers and Parking Officers the ability to legally park contrary to the local law for the minimum amount of time necessary whilst enforcing the provisions of the local law. In some cases finding legal parking for brief periods to allow monitoring of vehicles to be undertaken can be time consuming and inefficient.

Clause 4.12 Parking on Private Land

Delete reference to clause “1.4(2)(a)” and replace with “1.4(2)”.

Administrative amendment to correct error.

Clause 7.8 Stopping on a path, traffic island or median strip

Following each reference to “traffic island” insert the words “painted island”.

This clause has been updated to reflect terminology used in the Code.

Clause 9.6 Vehicles not to obstruct a public place

Delete (2):

A person will not contravene subclause (1) where the vehicle is left for a period not exceeding 24 hours unless the vehicle is causing or may cause a danger to the public or is jeopardising or is capable of jeopardising the safety of a person.

Replace with:

(2) A vehicle which is parked in any portion of a public place where vehicles may be lawfully parked, is deemed to cause an obstruction where the vehicle-

(a) is parked for any period exceeding 24 hours;

(b) is so parked during any period in which the parking of vehicles is prohibited or restricted by a sign;

(d) may cause a danger to the public or is jeopardising or is capable of jeopardising the safety of a person.

This clause has been redrafted to clarify the terms of the local law and allows improved enforcement of abandoned vehicles.

Clause 11 Penalties

Add clause 11.4 -

11.4 Requirement to give name and address on demand (1) An authorised person may:

(a) upon finding a person committing or having committed; or

(b) on reasonable grounds suspecting a person of having committed, an offence against this local law, demand from the person the person’s name, place of residence and date of birth.

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(2) A person from whom information is demanded in accordance with clause 15.6(1) commits an offence if the person:

(a) refuses without lawful excuse to give the information; or

(b) gives information that is false or misleading in any material particular.

New clause provides Parking Officers with the power to request the name and address of an alleged offender to assist with the efficiency of enforcement action.

Schedule 1 Prescribed Offences

In schedule 1, add 3.8(1)(e) “Failure to park wholly within a marked bay” with a modified penalty of $60.

In schedule 1, 7.8 insert the words “painted island”.

Schedule 3 Metered Zone Areas

Delete the whole of Schedule 3.

Schedule Metered Zone Area Plan

Delete the whole of Schedule 4.

Amendments to Schedules 1, 3 and 4 are required to reflect the amendments outlined above.

Consultation

As is required by s.3.12 of the Act should Council resolve to adopt the proposed Parking and Parking Facilities Amendment Local Law 2017 it will be advertised State wide and locally for a minimum period of 6 weeks.

A copy of the proposed local law will also be forwarded to all relevant Ministers and be made available through the City’s website.

Internal Consultation

Manager Statutory Services Coordinator Ranger Services Parking Officers Officer Administrator, Ranger Services

Statutory Environment

Section 3.16 of the Act states that a Local Government must conduct a review of each Local Law within an eight-year period, from when the Local Law commenced or was adopted, to determine whether or not it should be repealed or amended.

Section 3.12 of the Act outlines the process for making a new local law.

Policy Implications

Relevant policies will be updated where necessary

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Economic Implications

Nil

Strategic Implications

The following strategy from the City of Mandurah Strategic Community Plan 2013 – 2033 is relevant to this report:

Organisational Excellence: • Deliver excellent governance and financial management.

Conclusion

Should the Council adopt the proposed local law for advertising the City must advertise in accordance with s3.12(3) of the Act in order to seek public comment.

If adopted the proposed Parking and Parking Facilities Amendment Local Law 2017 will assist Parking Officers and Rangers by providing clear and concise provisions to assist in the enforcement of the local law.

NOTE:

• Refer Attachment 1 Proposed Parking and Parking Facilities Amendment Local Law 2017

RECOMMENDATION

That Council:

1. Adopt the proposed City of Mandurah Parking and Parking Facilities Local Law 2017 for advertising;

2. Gives State-wide public notice stating that:

2.1 the City of Mandurah proposes to make a Parking and Parking Facilities Local Law 2017, the purpose of which is to amend provisions within the City of Mandurah Parking and Parking Facilities Local Law 2015 and the effect of which is to ensure that the City of Mandurah Parking and Parking Facilities Local Law 2015 is as clear, concise and effective as possible.

2.2 a copy of the proposed local law may be inspected or obtained at any place specified in the notice

2.3 submissions about the proposed local law may be made to the City before the day specified in the notice, being not less than 6 weeks after the notice is given.

3. Provides a copy of the proposed City of Mandurah Parking and Parking Facilities Amendment Local Law 2017 and notice to the Minister for Local Government.

*ABSOLUTE MAJORITY REQUIRED*

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Report 7 Page 118 ATTACHMENT 1

LOCAL GOVERNMENT ACT 1995

City of Mandurah

PARKING AND PARKING FACILITIES AMENDMENT LOCAL LAW 2017

Under the powers conferred by the Local Government Act 1995 and under all other powers enabling it, the Council of City of Mandurah resolved on insert date to make the following local law.

1. Citation

This local law may be cited as the City of Mandurah Parking and Parking Facilities Amendment Local Law 2017.

2. Commencement

This local law comes into operation 14 days after the date of publication in the Government Gazette.

3. Principal local law

This local law amends, the City of Mandurah Parking and Parking Facilities Local Law 2015 published in the Government Gazette on 14 August 2015.

4. Clause 1.5 amended

In clause 1.5, insert the following definition –

painted island has the meaning given to it in the Code;

5. Clause 2.1 amended

Delete clause 2.1(1) and replace with -

(1) The local government may by amendment to this local law determine and also indicate by signs, metered bays and metered zones.

6. Clause 3.8 amended

In clause 3.8(1)(c) after ‘;’ remove ‘or’;

In clause 3.8(1)(d) delete ‘.’ and add ‘; or’;

In clause 3.8(1) add -

(e) park a vehicle within a parking station or parking area unless it is wholly within a marked bay.

REPORT 7 PAGE 119 ATTACHMENT 1

7. Clause 4.3 amended

In clause 4.3(4) delete the word “ticket” and insert in its place “permit”.

8. Clause 4.7 amended

Delete clause (3)(k) and replace with -

(k) within 10 metres of the prolongation of the nearer edge of any intersecting carriageway (without traffic-control signals) intersecting that carriageway on the side on which the vehicle is parked on the carriageway or verge; or

In 4.7 (3) add

(l) on a carriageway or verge within 20 metres from the nearest point of an intersecting carriageway at an intersection with traffic-control signals.

9. Clause 4.9 amended

Delete clause 4.9 and replace with -

Authorised Person

(1) An Authorised Person –

(a) may mark the tyres of a vehicle parked in a parking facility with chalk or any other non-indelible substance for a purpose connected with or arising out of his or her duties or powers; (b) take a valve stem reading of the vehicle; (c) record vehicle registration numbers; and (d) place a notice or parking fact sheet upon a vehicle.

(2) A person shall not remove a mark made by an Authorised Person so that the purpose of the affixing of such a mark is defeated or likely to be defeated.

(3) An Authorised Person may in the course of performing his duties, park contrary to the provisions of a parking control sign for the minimum amount of time required to complete those duties.

10. Clause 4.12 amended

In clause 4.12(1)(d) delete reference to “1.4(2)(a)” and replace with “1.4(2)”.

11. Clause 7.8 amended

In clause 7.8 (including heading) following the words “traffic island” insert the words “, painted island”.

12. Clause 9.6 amended

REPORT 7 PAGE 120 ATTACHMENT 1

Delete clause 9.6(2) and replace with -

(2) A vehicle which is parked in any portion of a public place where vehicles may be lawfully parked, is deemed to cause an obstruction where the vehicle-

(a) is parked for any period exceeding 24 hours;

(b) is so parked during any period in which the parking of vehicles is prohibited or restricted by a sign;

(d) may cause a danger to the public or is jeopardising or is capable of jeopardising the safety of a person.

13. Part 11 amended

Add clause 11.4 - 11.4 Requirement to give name and address on demand

(1) An authorised person may:

(a) upon finding a person committing or having committed; or

(b) on reasonable grounds suspecting a person of having committed,

an offence against this local law, demand from the person the person’s

name, place of residence and date of birth.

(2) A person from whom information is demanded in accordance with clause 15.6(1) commits an offence if the person:

(a) refuses without lawful excuse to give the information; or

(b) gives information that is false or misleading in any material particular.

14. Schedule 1 amended

In schedule 1 add 3.8(1)(e) “Failure to park wholly within a marked bay” with a modified penalty of “$60”.

In schedule 1, 7.8 following the words “median strip” insert the words “painted island”.

In schedule 1 add 11.4 (1) Refusing to give name and address contrary to local law and 11.4 (2) Giving false or misleading information regarding name and address etc. each with a modified penalty of $300.

REPORT 7 PAGE 121 ATTACHMENT 1

15. Schedule 3 amended

Delete schedule 3 in its entirety.

16. Schedule 4 amended

Delete schedule 4 in its entirety.

______

Dated: insert date.

The common seal of the City of Mandurah was affixed by the authority of a resolution of the Council in the presence of -

______MARINA ELIZABETH VERGONE Mayor

______MARK ROBERT NEWMAN Chief Executive Officer

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8. SUBJECT: Development Assessment Panels: Local Government Nominations CONTACT OFFICER/S: Wido Peppinck AUTHOR: Wido Peppinck FILE NO:

Summary

Fifteen Development Assessment Panels (DAP) came into operation in Western Australia on 1 July 2011 to determine development applications that meet certain threshold value as specified in the DAP Regulations. Each DAP comprises five members: three specialist members, one of which is the presiding member, and two local government members.

Current appointments of all local government DAP members expires on 26 April 2017. Members whose term has expired will be eligible for reconsideration at this time.

In accordance with regulation 26 of the Planning and Development (Development Assessment Panels) Regulations 2011, Council is to appoint four Elected Members, comprising two local members and two alternate local members, to sit on the Metro South West Joint DAP for up to a three-year term, expiring on 26 April 2020.

Disclosure of Interest

Nil

Previous Relevant Documentation

• G.27/1/15 27 January 2015 That Council nominated Cr Lee and Cr Knight as City of Mandurah representatives for the Development Assessment Panel, and Cr Riebeling and Cr Jones as the alternate representatives, for consideration by the Minister for Planning. • SP.5/10/13 29 October 2013 Cr Jones (alternate member nomination for remainder of term expiring 26 April 2015). • G.32/1/13 29 January 2013 That Council nominates Councillor Lee and Councillor Knight as the City of Mandurah representatives for the Development Assessment Panel, and Councillor Blair and Councillor Wortley as the alternate City of Mandurah representatives, for consideration by the Minister for Planning. • G.48/4/11 27 April 2011 That Council nominates Councillor Lee and Councillor Blair as the City of Mandurah representatives for the Peel Development Assessment Panel, and Councillor Brown and Councillor Cavanagh as the alternate City of Mandurah representatives, for consideration by the Minster for Planning.

Background

From 1 July 2011, fifteen Development Assessment Panels (DAP’s) commenced operation to make decisions on development applications. The DAP’s comprise a mix of technical experts and local government representatives with the power to determine applications over and above a threshold, with the aim of providing transparency, consistency and reliability in the decision making process on complex development applications.

The Peel Region’s local governments were formerly covered by the Peel Joint Development Assessment Panel. In July 2015, the nine original Joint Development Assessment Panels (JDAP’s) were amalgamated into three regional JDAP’s, resulting in the areas of Mandurah and Murray now being covered by the Metro South West JDAP.

Applications to be considered by DAP’s fall in to two categories:

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• Mandatory DAP Applications: An application with an estimated development cost of $7 million or more and unless the application is for residential development of 10 dwellings or less; and

• Optional DAP Applications: Applications for development of a total value of more than $3 million, but less than $10 million which is not an excluded application. Such an application may be nominated for consideration either by an applicant or by the relevant local government.

The composition of a DAP consists of:

• Specialist members

Specialist members are appointed from a list of appropriately qualified persons, based on the requirements outlined in the DAP regulations and have experience in one or more of the following areas:

- Planning - Architecture - Urban design - Engineering - Landscape design - Environment - Law - Property development and management.

• Presiding members

Presiding members are specialist members who hold planning qualifications and preside at DAP meetings for the DAP in which they are appointed. Presiding members chair meetings, determine minor amendments to DAP-determined applications, confirm DAP meeting minutes, and represent the DAP as the respondent in the event of an appeal.

• Deputy presiding members

Deputy presiding members are specialist members who hold planning qualifications and act in the place of the presiding member when he or she is unable to act by reason of illness, absence or other cause.

• Local members

Local members are Elected Members of a local government council who are nominated by that Council to sit on a DAP. The local government is responsible for nominating members as well as two elected deputy members. The Minister will appoint the local government representatives in accordance with the local government's nomination.

Should the local government fail to nominate representatives, the Minister has the power to appoint two alternative community representatives to ensure local representation is present on a panel. Such alternate representatives would be residents of the local area and have relevant knowledge or experience to represent the interests of their local community.

Council is requested to nominate two Elected Members as ‘local members’.

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• Deputy members

Deputy members are used when an issue of quorum arises or when a DAP member is unable to act by reason of illness, absence or other cause. Deputy local members cannot sit in the place of specialist members, just as deputy specialist members cannot sit in the place of local members.

Council is requested to nominate two Elected Members as ‘deputy local members’.

Constitution of DAPs: Regulation 41 (2)

At a meeting of a DAP, a quorum is constituted by three DAP members, including: (a) The presiding member; and (b) Another specialist member; and (c) One of the local government members referred to in regulation 25 (1)(a),

Local DAP members are entitled to be paid for their attendance at DAP training and at DAP meetings, unless they fall within a class of person excluded from payment.

Members not entitled to payment of sitting, training and Sate Administrative Tribunal attendance fees include Federal, State and local government employees, active or retired judicial officers and employees of public institutions. These DAP members are not entitled to be paid without the Minister’s consent, and such consent can only be given with prior approval of Cabinet.

All DAP members are appointed for a period of two years; however they can be reappointed to the same DAP following the expiry of their term. DAP members may also be removed from office by the Minister on the grounds of: neglect of duty, misconduct or incompetence, mental or physical incapacity to carry out the members duties in a satisfactory manner, or absence without leave granted from 3 consecutive meetings of the DAP of which the member had notice.

All meetings are held in public usually during the late afternoon during ordinary business hours, unless the application seeks to amend or cancel a development application whereby the meeting is not held in public. Accommodation and administration support is to be provided by the local government at which the meeting is held. Occasionally meetings are held at the Perth office of the Department of Planning.

A DAP will only meet when there is a need arising. If no applications have been received that are ‘DAP applications’ (as described above), then no need meting takes place.

Comment

The Department of Planning has requested that local governments nominate their representatives for DAPs by Friday 28 February 2017. If no nominations are received, regulation 26 of the Planning and Development (Development Assessment Panel) Regulations 2011, permits the Director General to include on the local government register a person who is an eligible voter of the local government district and who has relevant knowledge or experience that will enable that person to represent the interest of the local community within the district.

All appointed local members will be placed on the local government member register and advised of DAP training dates and times. It is a mandatory requirement, pursuant to the DAP regulations, that all DAP members attend training before they can sit on a DAP and determine applications. Local government representatives who have previously been appointed to a DAP and have received training are not required to attend further training.

Four elected members in total are required to be nominated - two DAP members plus two alternate members. The Minister then considers nominations received and appoints members for a three year term expiring on 26 April 2020.

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The City’s current DAP members are Councillors Knight and Lee with deputies being Hon Councillor Riebeling and Councillor Shane Jones.

Local government elections may result in a change to local DAP membership if current Councillors, who are DAP members, are not re-elected. In this instance, the deputy local DAP members will take the place of the former local DAP members. If both the local and alternate (deputy) local members are not re-elected, the local government will need to re-nominate for the Minister’s consideration of appointment.

The Department advises that Council should consider the above in selecting nominees as local DAP members.

Additional information regarding the DAP’s is available on the DAP website: www.planning.wa.gov.au/Development-Assessment-Panels.asp.

Statutory Environment

Approvals and Related Reforms (No4) (Planning) Act 2010 Planning and Development (Development Assessment Panels) Regulations 2011 Planning and Development (Development Assessment Panels) Order 2015 Planning and Development Act 2005 Local Government Act 1995 Town Planning Regulations 1967 and Model Scheme Text Planning and Development Regulations 2009 Peel Region Scheme Town Planning Scheme No 3

Policy Implications

It is important to note, that the Development Assessment Panels only determine development applications.

Council will still retain a significant indirect involvement in decision making on development applications as the applications will be assessed and determined in accordance with the relevant local planning scheme. Within the City of Mandurah, this includes and extends to Council’s approved Outline Development Plans, Precinct Plans and Local Planning Policies. The DAP’s will not be involved in the assessment and approval of these schemes, plans and policies.

Economic Implications

Nil

Strategic Implications

The following strategies from the City of Mandurah Strategic Community Plan 2013 – 2033 are relevant to this report:

Infrastructure: • Facilitate the provision of multi-purpose facilities and infrastructure that meets the needs of a growing population.

Leadership: • Develop and empower our community leaders to determine, guide and advocate for the City’s future. • Demonstrate leadership on major regional, state and national issues.

Organisational Excellence: • Ensure the City has the capacity and capability to deliver services and facilities that meet community expectations. Develop a strong brand of leading local government that meets community expectations.

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Conclusion

Current appointments of all local government DAP members expire on 26 April 2017. Members whose term has expired will be eligible for reconsideration at this time.

Under regulation 26 of the Planning and Development (Development Assessment Panels) Regulations 2011, Council is requested to seek nominations from four Elected Members, comprising two local members and two alternate local members to sit on the local government member register DAP for a three year term expiring on 26 April 2020.

RECOMMENDATION

1. That Council nominates Councillor ______and Councillor ______as the City of Mandurah representatives for the Development Assessment Panel, and Councillor ______and Councillor ______as the alternate City of Mandurah representatives, for consideration by the Minister for Planning.

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