Shire of Perenjori Ordinary Council Meeting 21St August 2014

NOTICE OF MEETING

Dear Elected Member

The next Ordinary Council Meeting of the Shire of Perenjori will be held on Thursday 21st August 2014 in the Council Chambers, Fowler Street, Perenjori commencing at 1.30pm.

Ali Mills Chief Executive Officer 14th August 2014

Shire of Perenjori Ordinary Council Meeting 21st August 2014

Agenda 14th August 2014 Copies forward to:

All Councilors

Cr CR King Cr LC Butler Cr RP Desmond Cr GK Reid Cr JH Hirsch Cr JR Cunningham Cr HC Wass Cr LJ Smith Cr PJ Waterhouse Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Shire of Perenjori AGENDA Ordinary Council Meeting

To be held in the Shire of Perenjori Council Chambers, Fowler Street, Perenjori on 21st August 2014, to commence at 1.30pm. Table of Contents

14081 PRELIMINARIES ...... 3 14081.1 DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS...... 3 14081.2 OPENING PRAYER ...... 3 14081.3 DISCLAIMER READING ...... 3 14081.4 RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE ...... 3 14081.5 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE ...... 3 14081.6 PUBLIC QUESTION TIME ...... 3 14081.7 NOTATIONS OF INTEREST ...... 3 14081.8 APPLICATIONS FOR LEAVE OF ABSENCE ...... 3 14081.9 CONFIRMATION OF MINUTES ...... 3 14081.10 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION ...... 3 14081.11 PETITIONS / DEPUTATIONS / PRESENTATIONS ...... 3 14082 CORPORATE AND DEVELOPMENT SERVICES ...... 4 14082.1 FINANCIAL STATEMENTS – JULY 2014 ...... 4 14082.2 ACCOUNTS FOR PAYMENT – JULY 2014 ...... 7 14082.3 DELEGATION REGISTER REVIEW ...... 10 14082.4 REVIEW OF WARDS AND REPRESENTATION ...... 12 14082.5 CARAVAN PARK REPORT ...... 25 14082.6 UNBUDGETED EXPENDITURE FOR CARAVAN PARK ...... 29 14083 COMMUNITY DEVELOPMENT ...... 31 14083.1 BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT ...... 31 14084 INFRASTRUCTURE SERVICES ...... 36 14084.1 ROAD MAINTENANCE JULY 2014 ...... 36 14084.2 MANAGEMENT OF CORELLAS ...... 39 14085 GOVERNANCE ...... 41 14085.1 CORPORATE BUSINESS PLAN 2013-2017 – ANNUAL REVIEW ...... 41 14085.2 MID WEST TOURISM DEVELOPMENT STRATEGY – JULY 2014 ...... 43 14085.3 PERENJORI ALGAE FARMING – TRIAL PROJECT ...... 47

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14086 PROJECT STATUS REPORT ...... 52 14087 STATUS REPORT ...... 52 14088 OTHER BUSINESS ...... 53 14088.1 MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN ...... 53 14088.2 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN...... 53 14088.3 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION ...... 53 14088.4 MATTERS BEHIND CLOSED DOORS ...... 53 14088.5 DATE OF NEXT MEETING / MEETINGS ...... 53 14088.6 CLOSURE ...... 53

2 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14081 PRELIMINARIES

14081.1 DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS

14081.2 OPENING PRAYER

14081.3 DISCLAIMER READING

14081.4 RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE

14081.5 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE

14081.6 PUBLIC QUESTION TIME

14081.7 NOTATIONS OF INTEREST FINANCIAL INTEREST – LOCAL GOVERNMENT ACT S 5.60A PROXIMITY INTEREST – LOCAL GOVERNMENT ACT S 5.60B INTEREST AFFECTING IMPARTIALITY – LOCAL GOVERNMENT - CODE OF CONDUCT.

14081.8 APPLICATIONS FOR LEAVE OF ABSENCE

14081.9 CONFIRMATION OF MINUTES Minutes of Ordinary Council Meeting held 17th July 2014 are attached.

14081.10 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION

14081.11 PETITIONS / DEPUTATIONS / PRESENTATIONS

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14082 CORPORATE AND DEVELOPMENT SERVICES

14082.1 FINANCIAL STATEMENTS – JULY 2014 APPLICANT: SHIRE OF PERENJORI FILE: ADM 0081 DISCLOSURE OF INTEREST: NIL AUTHOR: DAVID FONG – SFO RESPONSIBLE OFFICER: PETER MONEY – MCDS REPORT DATE: 13th AUGUST 2014 ATTACHMENTS: MONTHLY FINANCIAL REPORT Executive Summary The Financial Activity Statement Report is presented for the month ending 31 March 2014. The report complies with the requirements of Regulation 34 (Financial activity statement report) of the Local Government (Financial Management) Regulations 1996. Background Each month officers are required to prepare monthly financial reports, covering prescribed information, and present these to Council for acceptance. Details Presented is the Financial Activity Statement Report for the period ending 31 July 2014. The following statements are presented to Council:

 Monthly Summary Information - Charts  Statement of Financial Activity (Program and Nature& Type) - This provides the budget and actual income and expenditure for operating and non- recurrent as well and the closing surplus to date. (FM Reg 34(1))  Statement of Capital Acquisitions and Capital Funding  Net Current (Assets) Funding Position (Note 3.)-This provides the amount of assets over liabilities within the Balance Sheet. (FM Reg 34 (1)(e))  Notes to the Financial Statements include: o Note 1.- Significant Accounting Policies o Note 2. - Explanation of Material Variances o Note 3. – Net Current Funding Position o Note 4. – Cash & Investments o Note 5. – Budget Amendments o Note 6. – Receivables o Note 7. – Cash Back Reserves

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o Note 8. – Capital Disposals o Note 9. – Rating Information o Note 10. – Information on Borrowings o Note 11. – Grant and Contributions o Note 12.- Trust Fund o Note 13.- Details of Capital Acquisition Legal Compliance Regulation 34 (Financial activity statement report) of the Local Government (Financial Management) Regulations 1996 states – (1) A local government is to prepare each month a statement of financial activity reporting on the revenue and expenditure, as set out in the annual budget under regulation 22(1)(d), for that month in the following detail — (a) Annual budget estimates, taking into account any expenditure incurred for an additional purpose under section 6.8(1) (b) or (c); (b) budget estimates to the end of the month to which the statement relates; (c) actual amounts of expenditure, revenue and income to the end of the month to which the statement relates; (d) material variances between the comparable amounts referred to in paragraphs (b) and (c); and (e) the net current assets at the end of the month to which the statement relates. (2) Each statement of financial activity is to be accompanied by documents containing — (a) an explanation of the composition of the net current assets of the month to which the statement relates, less committed assets and restricted assets; (b) an explanation of each of the material variances referred to in subregulation (1) (d); and (c) such other supporting information as is considered relevant by the local government. (3) The information in a statement of financial activity may be shown — (a) according to nature and type classification; or (b) by program; or (c) by business unit (4) A statement of financial activity, and the accompanying documents referred to in subregulation (2), are to be — (a) presented at an ordinary meeting of the council within 2 months after the end of the month to which the statement relates; and (b) recorded in the minutes of the meeting at which it is presented. (5) Each financial year, a local government is to adopt a percentage or value, calculated in accordance with the AAS, to be used in statements of financial activity for reporting material variances.

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Section 6.8 of the Local Government Act 1995 (Expenditure from municipal fund not included in annual budget) states – (1) A local government is not to incur expenditure from its municipal fund for an additional purpose except where the expenditure — a. is incurred in a financial year before the adoption of the annual budget by the local government; or b. is authorised in advance by resolution*; or c. is authorised in advance by the mayor or president in an emergency. Policy Implications : Nil Financial Implications: Nil Strategic Implications: Area 5: Investing in Councils Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership. Consultation: Liaison with MCDS,FO, ECDC, and MIS. Comment: It is recommended that the Financial Activity Statement Report for the period ending 31 July 2014 be accepted. There is a difference in the financial statement from that presented and recommended to the Council at the Finance Committee. The corrected statement forms part of this Agenda. Changing a financial statement from the Committee recommendation to the Council Meeting does not conflict with statutory regulations. Voting Requirements - Simple majority

Officer Recommendation – Item 14082.1 That Council, pursuant to Regulation 34 of the Local Government (Financial Management) Regulations 1996, accepts the Financial Activity Statement Report for the period ending 31 July 2014.

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14082.2 ACCOUNTS FOR PAYMENT – JULY 2014 APPLICANT: SHIRE OF PERENJORI FILE: 1306P DISCLOSURE OF INTEREST: NIL AUTHOR: DAVID FONG – SFO RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 13TH AUGUST 2014 ATTACHMENTS: ACCOUNTS FOR PAYMENT

Executive Summary Recommendation - The Schedule of Accounts for 31 March 2014 be confirmed. The Schedule of Accounts is presented pursuant to Regulation 13 of the Local Government (Financial Management) Regulations 1996. The report identifies payments made from the Municipal and Trust Fund.

Background Council has delegated to the Chief Executive Officer the authority to make payments from the Municipal and Trust funds in accordance with the Local Government (Financial Management) Regulations 1996.

Under Regulation 13(1) of the Local Government (Financial Management) Regulations 1996, where a local government has delegated to the Chief Executive Officer the exercise of its power to make payments from the Municipal fund or the Trust fund, each payment from the Municipal fund or the Trust fund is to be noted on a list compiled for each month showing: a) The payee’s name; b) The amount of the payment c) The date of the payment; and d) Sufficient information to identify the transaction That list should then be presented at the next Ordinary Meeting of the Council following the preparation of the list, and recorded in the minutes of the meeting at which it is presented. Legal Compliance Section 6.10 (d) of the Local Government Act 1995 refers, i.e.- 6.10. financial management regulations Regulations may provide for — (d) the general management of, and the authorisation of payments out of — (i) the municipal fund; and (ii) the trust fund, of a local government.

Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996 refers,

7 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014 i.e. - 13. Lists of Accounts (1) If the local government has delegated to the CEO the exercise of its power to make payments from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared each month showing for each account paid since the last such list was prepared — (a) the payee’s name; (b) the amount of the payment; (c) the date of the payment; and ( d) sufficient information to identify the transaction. (3) A list prepared under subregulation (1) is to be — (a) presented to the council at the next ordinary meeting of the council after the list is prepared; and (b) recorded in the minutes of that meeting.

Policy Implications All accounts paid have been duly incurred and authorised for payment as per approved purchasing and payment procedures. Financial Implications Nil Strategic Implications Area 5: Investing in Councils Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership Consultation MCDS Comment All accounts paid have been duly incurred and authorised for payment as per approved purchasing and payment procedures and it is therefore recommended that the payments, as contained within the Appendices, be confirmed. Voting Requirements – Simple Majority

Officers and Committees Recommendation – Item 14082.2 That Council, pursuant to Regulation 13 of the Local Government (Financial Management) Regulations 1996 (as amended), confirms the accounts paid for 31 March 2014 as attached to and forming part of this report.

Municipal Account

EFT $789,537.74

Direct Debits $20,295.52

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Cheques $69,421.74

Corporate MasterCard $12,604.95

Bank Fees $183.98

Total $892.043.93

Trust Account – Shire

EFT $730.00

Cheques $0

Bank Fees $0

Total $730.00

Trust Account – Mt Gibson Public Benefit Funds

EFT $0

Cheques $0

Bank Fees $0

Total $0.00 Totalling $892, 77.93 from Muni and Trust Accounts for the month ending 31 July 2014.

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14082.3 DELEGATION REGISTER REVIEW APPLICANT: SHIRE OF PERENJORI FILE: ADM 0474 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 21ST AUGUST 2014 ATTACHMENTS: NIL Executive Summary This item recommends the Council approves the review of the Delegations Register for July 2014. Background The Council has power under the Local Government Act, 1995 to delegate to the Chief Executive Officer the exercise of any of its powers, or discharge of any of its duties under the Act, in order to facilitate and manage the day to day operations of the Council. The Act also allows the CEO to delegate any of his/her powers to another employee; such sub-delegations must be done in writing and can be sub-delegated with or without conditions. The delegations remain subject to budgetary and Policy constraints. The existing Delegations Register was updated in August 2013 and an annual review has been carried out. The only change recommended is to Delegation 3021 with the addition of the Building Maintenance Officer being given authority to authorise purchases to the value of $5,000. This is a significant position within the Shire especially with the substantial number of buildings the Shire owns and must maintain. Allowing this authority to a position in which the Officer has proven to be very diligent and reliable in how he functions, the authority to sign purchase orders, within budgets, will ensure he is able to operate more efficiently. Statutory Environment Local Government Act 1995, S3.1 – the general Function of Local Government is to provide for the good government of people in its district.

5.42. Delegation of some powers and duties to CEO (1) A local government may delegate* to the CEO the exercise of any of its powers or the discharge of any of its duties under —

5.44. CEO may delegate powers and duties to other employees

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5.46(2) delegations made under the Act must be reviewed at least annually by the Delegator (i.e. Council). Policy Implications Nil Financial Implications Any expenditure with this recommended delegation is within budget. Strategic Implications Area 5: Investing in Councils Capacity – Our Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership. Consultation CEO Building Maintenance Officer Comment Nil Voting Requirements – Absolute Majority

Officers Recommendation – Item 14082.6 That Council in accordance with Sections 5.42, 5.44 and 5.46(2) of the Local Government Act endorses the July 2014 review of the Delegations Register with the recommended addition.

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14082.4 REVIEW OF WARDS AND REPRESENTATION APPLICANT: SHIRE OF PERENJORI FILE: ADM 0202 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 21ST AUGUST 2014 ATTACHMENTS: DISCUSSION PAPER Executive Summary This Item recommends the Council give local public notice of its intention to carry out a review of ward boundaries and representation. Background Schedule 2.2 of the Local Government Act 1995 (the Act) requires a local government that is divided into wards, to carry out a review of the ward boundaries and the number of offices of councillors for each ward. The review must be carried out at least every 8 years. The review is overdue and this was permitted by the Minister as the previous review that was commenced could have been resolved in time for the next ordinary election. The Shire has again received advice from the Department of Local Government that a review must be carried prior to the next ordinary election in October 2015. The first step in the process of reviewing wards and representation is for the Council to agree to give local public notice of its intention to carry out a review. This local public notice can be advertised in the Bush Telegraph giving at least 6 clear weeks of notice for submission to be made. The Council should also have prepared a discussion paper with different options although not favouring any particular option. The discussion paper should be available at the time of the advertising of the proposed review so that residents interested in making submissions are fully informed of various options and factors that may affect the outcomes of the review. The Council should also have maps available that clearly show the existing boundaries and which may be used to show potential or possible boundary changes. The key points to consider in the review and the points on which submissions should be assessed are: Community of interest Physical and topographical features Demographic trends Economic factors The ratio of councillors to electors in each ward.

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It may be that the Council considers the first four of these factors as less important but the Local Government Advisory Board (to which the review is reported) considers equality in the ratio of electors to councillors as important. The current ratio of councillors to electors in the Perenjori Shire in some wards exceeds the Board’s preferred maximum of 10% but the local government may choose to make a case for this existing discrepancy if it considers the causes are valid and it may not be practical to attempt to correct the imbalance. Statutory Environment Clause 6(1) Schedule 2.2 Local Government Act 1995 Policy Implications Nil Financial Implications There will be advertising costs and administrative time involved. If the Council wants to hold public meetings this will be a further cost. Strategic Implications Area 5: Investing in Councils Capacity – Our Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership. Consultation Nil Comment Nil Voting Requirements – Simple Majority

Officers Recommendation – Item 14082.4 That Council agrees to give local public notice of its intention to carry out a review of wards and representation and invites submissions as required by Clause 6(1) of Schedule 2.2 of the Local Government Act 1995.

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DISCUSSION PAPER

Review of wards and representation in the Shire of Perenjori 2014

Background

In February 2012 the Local Government Advisory Board resolved to request, in accordance with Clause 6(1) of Schedule 2.2 of The Local Government Act 1995, that the Shire of Perenjori reviews its wards and representation.

Local governments are required to review ward boundaries every 8 years, or on the request of the Board. The Shire of Perenjori last reviewed its Wards in 2002. The review was due in 2010, but was overshadowed at that time by the failed Billeranga amalgamation proposal.

Following the proposed review required in 2012, the Shire did not meet deadlines for the ordinary election of October 2013 and as a result the review was again shelved.

In June 2014 the Board again advised the Shire that it is required to carry out the review in time for the ordinary election of October 2015. Effectively this review is 4 years overdue.

Current Situation

The Shire of Perenjori currently has 4 wards from which 9 councillors are elected. The electoral roll provided for the October 2013 ordinary election shows the ward representation and electors as follows:

October 2013 Election Ward Number of Number of Councillor to % Ration Councillors Electors Elector Ration Deviation Bowgada 1 38 38.0 5.26% Caron/Latham 3 119 39.7 1.11% Maya 1 28 28.0 30.19% Perenjori 4 176 44.0 -9.70% TOTAL 9 361 40.1

This current position is provided against each option for ease of comparison of the existing compared to the option.

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The councilors to electors ratio and the % ratio deviation gives a clear indication of the imbalance with Maya ward particularly over-represented; Bowgada Ward marginally overrepresented and the Perenjori ward under-represented.

The representation for Perenjori ward is just within the acceptable deviation of 10% and Bowgada ward is well with the acceptable deviation. Due to its geographical location Maya ward can only enlarge its resident numbers by moving numbers from the Caron / Latham ward. This is geographically and theoretically possible (though not necessarily demographically possible) and is demonstrated in Option 5A.

Bowgada ward is currently in an acceptable position and does not need a compulsory change to comply with the preferred representation of residents to councilors.

With the anticipated population increase in Perenjori it is likely that within a short time (possibly even by the 2015 election) Perenjori could be under-represented by more than 10%. For this reason it is recommended that the Perenjori numbers be reviewed and as shown in Option 5a, consider if a small number of Perenjori residents can be moved into the Caron / Latham ward. If this can be done with this review it may avoid a greater than 10% deviation being created by the October 2015.

Review process

The review process involves a number of steps:

 The council resolves to undertake the review;

 Public submission period opens;

 Information provided to the community for discussion;

 The Council may choose to hold public forums;

 Public submission period closes;

 The Council considers all submissions and relevant factors and makes a decision;

 The Council submits a report to the Local Government Advisory Board (the Board) for its consideration; and

 (If a change is proposed) The Board submits a recommendation to the Minister for Local Government (the Minister).

Any changes approved by the Minister where possible will be in place for the next ordinary election.

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Factors to be considered

When considering changes to wards and representation, Schedule 2.2 of the Act specifies factors that must be taken into account by a local government as part of the review process:

1. Community of interest;

2. Physical and topographic features;

3. Demographic trends;

4. Economic factors; and

5. Ratio of councillors to electors in the various wards.

The Board offers the following interpretation of these factors.

Community of Interest

The term community of interest has a number of elements. These include a sense of community identity and belonging, similarities in the characteristics of the residents of a community and similarities in the economic activities. It can also include dependence on the shared facilities in an area as reflected in catchment areas of local schools and sporting teams, or the circulation areas of local newspapers. Neighborhoods, suburbs and towns are important units in the physical, historical and social infrastructure and often generate a feeling of community and belonging.

Considering these elements it is clear the entire Shire has a shared community of interest for many things, but there are some variations.

There are two population centres in the Shire of Perenjori:

 Perenjori in the northern half of the Shire. This is the main business centre for the Shire and includes retail, fuels and farm supplies, part time medical and the Shire administration. It also has a range of sporting facilities; and

 Latham is located 40 km south of Perenjori. There are no retail businesses in Latham, and community life is focussed around sporting facilities.

Both communities have a Volunteer Fire Brigade. The Latham ambulance is part of the Perenjori sub-branch of St John’s ambulance. The two communities are sporting rivals in golf and bowls. They are also separated for football, with Latham combining with Coorow, and Perenjori combining with Carnamah.

There are larger towns to the north and south of the Shire. People to the south of the Shire gravitate towards Dalwallinu and Perth. People in the north of the Shire gravitate towards Morawa and Geraldton.

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There is little to separate the community of interest between Maya and Caron / Latham wards. Similarly there is little to separate Bowgada and Perenjori. The main difference is that Maya and Bowgada are entirely rural without a population centre, but primary producers are well represented in the Perenjori and Caron / Latham Wards.

Physical and topographic features

These may be natural or manufactured features that will vary from area to area. Water features such as rivers and catchment boundaries may be relevant considerations. Coastal plain and foothills regions, parks and reserves may be relevant as may other man made features such as railway lines and highways.

Physical and topographic features – Shire of Perenjori

The Shire of Perenjori has a single north-south main road (Mullewa Wubin Road) that runs through both Perenjori and Latham. CBH receival points are spaced along the main road at Maya, Latham, Bunjil, Perenjori and Bowgada. There are roads of regional significance running west from the main road from Latham, Bunjil and Perenjori, along the northern boundary of the Shire between Morawa and Carnamah and heading east from Perenjori to Great Northern Highway.

The western half of the shire is almost entirely agricultural, while the eastern half is pastoral country, much of which has been set aside for conservation. Iron ore mining is emerging as major industry in the north and east of the shire.

Most of the Shire is part of the Yarra Yarra catchment, with the south west corner being part of the Moore Catchment.

Demographic trends

Several measurements of the characteristics of human populations, such as population size, and its distribution by age, sex, occupation and location provide important demographic information. Current and projected population characteristics will be relevant as well as similarities and differences between areas within the local government. Demographic trends – Shire of Perenjori

Most of the population is in the western half of the shire.

After an extended period of population decline similar to that experienced throughout the wheatbelt, population in the northern half of the shire has been growing quite quickly over the last 3 or 4 years as a result of mining activity and the involvement of local businesses in mining related activity. The population recorded in the October 2013 Electoral Roll shows a slight increase of 23 electors in the Shire. There is undoubtedly an increase in population working in the Shire depending on the numbers working in the mining and associated industries who record their location on census night as being in Perenjori shire.

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However these are almost exclusively transient workers or workers who spend considerable time in the shire but do not consider themselves to be residents of the shire.

Projections by independent consultants and the ABS show that without the FIFO numbers included, the Shires population is expected to fluctuate between medium to high 500 and 600 over the next five years.

The southern half of the shire has yet to experience this growth, but some spinoff is expected as major projects move from construction to production and workers may choose to reside in the shire.

Economic factors

Economic factors can be broadly interpreted to include any factor that reflects the character of economic activities and resources in the area. This may include the industries that occur in a local government area (or the release of land for these) and the distribution of community assets and infrastructure such as road networks. Economic factors – Shire of Perenjori

For many years the main economic driver for the Shire has been agriculture and it continues to provide the Shire with much of its stable rate base and most of its population. Perenjori Shire is in the North East Agricultural Region which will, if predications are correct, progressively experience less winter rainfall. Local farmers are very adaptable, but it is likely that the trend to larger farms with less people directly employed will continue.

The most significant change in recent years has been the emergence of the iron ore industry. The Karara Iron Ore project is a magnetite project that is expected to produce up to 30 million tonnes of ore for at least 30 years and will continue to drive economic activity into the future. The Extension Hill haematite and magnetite projects are also expected to have an impact.

Further to this the Mt Gibson and Top Iron projects while not in the Shire, transport iron ore to rail sidings just south of the Perenjori townsite where the ore is loaded onto rail for transport to the Geraldton port. Perenjori townsite accommodates up to 72 truck drivers and plant operators for Mt Gibson and possibly a similar number when Top Iron has completed its rail siding later in 2014.

The iron ore developments and the ancillary industries generate significant rates for the Shire and they have been driving business activity and population growth, primarily in the Perenjori and Bowgada wards.

The impact has been less noticeable in the southern wards, but there have been a number of recent exploration leases granted for gold in the southern half of the shire.

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Ratio of Councillors to Electors

There are expectations that each local government will have similar ratios of electors to councillors across the wards of its district. Ratio of Councillors to Electors – Shire of Perenjori

The current ward structure does not provide balanced representation across the Shire, with the two rural only wards overrepresented compared to the wards that include a population centre. These overrepresentations are broadly percentage differences only as the numbers themselves are not great.

For example by shifting only 10 electors from Caron / Latham ward to Maya ward, the result is all wards being less than the maximum of 10% deviation.

Options to Consider

Council will consider the following options. It will also consider any other options suggested by members of the public.

 OPTION 1 – NO CHANGE This option would retain the current Ward Structure. It is likely that if this option is selected the Board would exercise its power to overrule the Shire if it adopted this option. Ward representation under the current system is as follows:

Ward Number of Number of Councilor to % Ration Councilors Electors Elector Ration Deviation Bowgada 1 38 38 5.26% Caron/Latham 3 119 39.7 1.11% Maya 1 28 28 30.19% Perenjori 4 176 44 -9.70% TOTAL 9 361 40.1

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 OPTION 2 – EXISTING WARDS WITH BOUNDARY ADJUSTMENTS Despite the current percentage differences very little change in numbers is required to bring existing wards into balance – but this is purely a conceptual change and may not be practical. For example shifting a boundary to shift elector numbers to achieve balance without considering the other factors mentioned above, may not be practical.

 Such boundary shifts give only theoretical changes as in reality the demographic and geographic factors affecting property boundaries and residents on the properties may make the changes impossible to achieve.

 It may not be possible to shift resident numbers from Perenjori to Bowgada for example if the electors actually live in Perenjori.

Ward Number of Number of Councillor to % Ration Councillors Electors Elector Ration Deviation Bowgada 1 40 40.0 0.28% Caron/Latham 3 122 40.7 -1.39% Maya 1 39 39.0 2.77% Perenjori 4 160 40.0 0.28% TOTAL 9 361 40.1

 OPTION 3 – RENAME TWO WARDS AND CHANGE NUMBER OF ELECTED MEMBERS AND ELECTORS WITH BOUNDARY ADJUSTMENTS This option would achieve the objective of having Ward Boundaries that more accurately reflect the historical Railway Siding locations that generate a sense of community identity and belonging.

Ward Number of Number of Councilor to % Ration Councilors Electors Elector Ration Deviation Bowgada 1 40 40.0 -1.12% Latham-Maya 2 80 40.0 7.30% Caron-Bunjil 2 80 40.0 3.93% Perenjori 4 161 40.0 -6.28%

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TOTAL 9 361 39.6

A change to the above option would require some additions and subtraction of elector numbers between the four Wards. Bowgada would need to add an additional 5 electors from the Perenjori Ward. The existing Caron/Latham Ward would need a net reduction of 39 electors (-51 to Caron/Bunjil and +12 from Perenjori Ward). These variations are shown in the table below:

Variations Required in New Wards & Current Current Elector Elector Current Wards Number of Number of Numbers Numbers Councillors Electors Bowgada 1 35 +5 40 Latham/Maya Caron/Latham 3 119 -51 +12 80 Caron/Bunjil Maya 1 29 +51 80 Perenjori 4 178 -5 -12 156 TOTAL 9 361 356 This option would also require the re-alignment of terms of office.

For the new Latham/Maya Ward and Caron/Bunjil Ward, one member’s term expires in 2013 and the remaining 3 expire in 2015. Ideally two members’ terms would expire each election. Therefore a spill of positions would be required at the 2015 election.

This option would achieve the required balance of offices of councillors to electors and would require minimal boundary shifts – it would require some boundaries being abolished. It would also require a spill of the whole Council for the October 2015 election with new wards created.

Ward Number of Number of Councillor to % Ration Councillors Electors Elector Ration Deviation

21 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Caron/Latham / Maya (3) 4 157 39.3 2.15%

Perenjori / Bowgada (4) 5 204 40.8 -1.72% TOTAL (7) 9 361 40.1

This option theoretically creates balanced wards and presents an opportunity to quite easily reduce the number of elected members (figures in red) which is an outcome that the State Government is seeking in its local government reform agenda.

However the communities may be aggrieved with the loss of recognition of their historical identities and may feel a loss of representation with wards combined. This option would also shift the ‘balance of power’ from the rural area to the town area by one seat (currently 5 rural and 4 town) which the town people may favour but the rural people oppose.

 OPTION 5 – MOVE MINIMAL NUMBERS FROM CARON / LATHAM WARD TO MAYA WARD WITH MINIMAL BOUNDARY ADJUSTMENT This outcome can be achieved by shifting as few as 10 residents from Caron / Latham ward to the adjoining Maya ward. This depends on the practicalities of how a boundary shift can occur and not disperse what could be logical placement of residents in the existing wards.

Ward Number of Number of Councillor to % Ration Councillors Electors Elector Ration Deviation Bowgada 1 38 38.0 5.26% Caron/Latham 3 109 36.3 9.42% Maya 1 38 38.0 5.26% Perenjori 4 176 44.0 -9.70% TOTAL 9 361 40.1

The above option achieves the desired percentages of ratios being all under 10%. This option could be further improved if it was possible to move 6 residents from Perenjori ward to Caron / Latham ward. (See below)

Option 5a

22 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Ward Number of Number of Councillor to % Ration Councillors Electors Elector Ration Deviation Bowgada 1 38 38.0 5.26% Caron/Latham 3 115 38.3 4.43% Maya 1 38 38.0 5.26% Perenjori 4 170 42.5 -5.96% TOTAL 9 361 40.1

 OPTION 6 – NO WARDS It would be possible for the Shire to operate without wards. There could be either 7 or 9 Councillors elected at large. By way of comparison neighbouring shires have the following representation:

Shire Number of Councillors Number of Wards

Carnamah 7 No Wards

Coorow 7 No Wards

Dalwallinu 9 No Wards

Morawa 7 No Wards

Three Springs 7 No Wards

Yalgoo 6 No Wards

The community can make its own judgement on whether the ward system contributes to good governance, and the appropriate number of elected members.

While this option is the simplest to administer there could be potential issues.

 There are different economic drivers in the north and south of the shire.

23 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

 Population is growing in the north of the shire while in the south the population is stable.

 It is easier to get state funding and support for projects in Perenjori than it is in Latham.

 The first past the post voting system would allow a well organised ticket from Perenjori to sweep the positions in any ordinary election.

 The Latham community would likely question what assurance there is of ongoing investment in community and sporting facilities in that town.

In light of the foregoing this is unlikely to be the preferred option.

Other matters

Also under consideration will be the number of councillors for each ward and the district. For example, it may be that fewer councillors will provide good representation and may result in a small financial saving and arguably more effective and efficient decision making. Alternatively having more elected members provides a wider set of opinions and shares the load of representational responsibility.

The State Government under its structural reform agenda has been seeking amalgamation of local governments and/or reduction in number of elected members. The Perenjori community voted down a proposed amalgamation. The ward review could be an opportunity to reduce the number of elected members.

The names of the wards will also be considered. It may be preferable to use geographic location, the names of localities, or the names of pioneering families in the district. For example;

 The Latham Ward could be Caron Latham Maya Ward, South Ward or Liebe Ward or some other name; and

 Perenjori Ward could be Perenjori Bowgada Ward, North Ward or Forrest Ward or some other name.

Public submissions

Members of the community are invited to make a written submission about any aspect of ward boundaries and representation and lodge it at:

By Mail In Person

Shire of Perenjori Shire of Perenjori PO Box 29 44 Fowler Street Perenjori WA 6620 Perenjori WA 6620

24 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

By Facsimile By Email

(08) 9973 1002 [email protected]

All submissions must be received by 5 pm on January 3rd 2013.

Thank you for your interest and involvement in this review. The Council welcomes your comments on any matters that may assist it to make informed and responsible decisions for the benefit of the people of the Shire of Perenjori.

Cr Chris King Ms Ali Mills

PRESIDENT CHIEF EXECUTIVE OFFICER

14082.5 CARAVAN PARK REPORT APPLICANT: SHIRE OF PERENJORI FILE: ADM 0176 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 21ST AUGUST 2014 ATTACHMENTS: IMCOME AND EXPENDITURE STATEMENT

Executive Summary This item recommends Council considers the report and provides feedback on the review and the financial management of the caravan park. Background Caravan Park Left of Centre Concepts and Events Pty Ltd (LOC’s) was contracted by the Shire to provide an initial review of the Perenjori Caravan Park and Accommodation Village operations. The report was intended as a reference for the Shire of Perenjori to assist when, and if deemed necessary, to develop management and operational plans for these businesses.

Council received the report at Council on the 20th May 2013, and recommended the following:

1. Includes a sum of $1,000 in the 2013/2014 Budget for the acquisition of software to manage the Caravan Park and Accommodation Village bookings.

25 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

2. Confirms that the management of the Caravan Park and Accommodation Village will remain under the direct control of the Shire of Perenjori.

3. Endorse the CEO to review the staffing structure, including cleaners and make adjustments where required to reduce costs, whilst maintaining good service and standards. With the following amendment: Endorse the CEO to review the staffing structure, including cleaners and make adjustments where required to reduce costs, whilst maintaining good service and standards by the end of August 2013.

4. Consider the option of returning to the owner some or all of the additional units it acquired in August 2011. If the Council decides it wants to explore this option then a further Report be provided to the Council on the benefits and costs.

5. Agree to the provision of an Asset Management Plan for the facilities and infrastructure of the Caravan Park and Accommodation Village covering a ten year period and includes a sum of $5,000 in the 2013/2014 Budget for that purpose. 6. Support the concept of creating a laundry service in Perenjori that has the capacity to service the Shire’s laundry requirements and those of local mines and other businesses.

Actions taken

1. Management software has been installed and after a few teething issues, the Managers are finding the software is an extremely effective management tool. This software is very effective for managing the various sites in the park, the accommodation units and chalets and provides far better controls on the occupancy of the village and ultimately our payments to Midwest Transportables.

2. A number of changes have been made along with the implementation of new strategies to address inefficiencies whilst not compromising quality which included:  A reduction in staff numbers and costs, which has included the loss of the part-time gardener position, the loss of the Assistant Manager Position, and the combining of these roles into the equivalent of 1 full-time Park Manager position. These changes saved just over $90,000.  Overall review of roles and functions of positions  A review of cleaning staff roles and numbers required.  Use of job costings in timesheets  Appointment of overseeing Manager for support and guidance.

The staffing issues are under constant review and this includes the cleaning staff and the functions of the park managers and we constantly seek to improve on what we are doing. For example the cleaning staff are aware that the hours they work depend entirely on the work available and for example, if the village unit occupancy falls then so will the hours worked. This also encourages the cleaning staff to present quality rooms to the occupants as they know this helps secure their future income.

26 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

3. There are some issues with the accommodation village and the Agreement with the owners. The Agreement has a number of anomalies and with the income stream now being correctly managed it is time to review the Shire’s costs and the returns to MWT.

For example the Shire receives very little income per room under this arrangement; the Agreement allows for the handover of the units to the Shire to be negotiated after 10 years if MWT have received adequate income in that period. But what that income is and what value is placed on the buildings after 10 years is unknown.

However there are benefits such as the eventual ownership of the units by the Shire and the employment and commerce the village brings to the Shire – when it is occupied. These factors need to be considered with the purpose of improving the Shire’s financial position.

4. The Asset Management Plan has not been directly actioned as yet. However the Shire has employed the services of an asset valuer who will be carrying out a valuation of all Shire land and buildings in October this year.

We have also employed a contractor to draft development plans for the expansion and improvement of the park. This will commence late September or early October and together with the asset valuer we will be able to provide a high quality management plan which will incorporate aspects of the future development proposal. These reports will of course be tools for the Council’s decision making on future developments and the broad management of the Park.

5. The Council has asked for the financial position of the park and effectively to ensure it operate as a business unit. We have been treating the park as a business unit and monitoring the effectiveness of the new controls and practices we have put in place. In answer to another question from the Council the following raw data shows the profit / loss position of the park:  2013/2014 a profit of $123,081  2014/2015 budgeted profit is $14,340. However the past figure is not accurate and it is difficult to make comparisons at this time. The reasons for this are;  Poor past accounting practices internally;  Mismanagement of the income and payments to MWT over several years;  Incorrect allocation of expenses to the various accounts;  Incorrect allocation of superannuation to the Administration account;  Over-staffing compared to the present situation.

These issues have been corrected and future accounts will be accurate and from there we have a far better base to compare the bottom line results of the park.

Other factors affecting this year’s projected smaller budget are;  Over estimating the maintenance expenses;  The infrastructure is aging and it is expected there will be more maintenance required;

27 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

 The budgeted works are high estimates taking into consideration our lack of knowledge of the underground infrastructure;  The past ad hoc approach to maintenance and poor standard of workmanship requires greater expense to maintain. Other costs such as managers and two cleaner’s wages are fixed by contract; causal cleaning staff costs will be based on the volume of work performed; currently the head cleaner supervises his staff as well as cleans, if the work decreases and casuals are not employed he will do more cleaning and less supervision; water and electricity costs will increase with the opening of the additional ablution building. Occupancy Rates With the agreement of the Council lower cost room rates have attracted greater occupancy, particularly in the village. This will continue to be monitored and as changing demand affect circumstances, the CEO may seek Council approval to change the rates again. Furthermore occupancy of the chalets has been very good due to the road works and their use by contractors. The number of caravans is increasing due to the wildflower season and at present the agricultural show. The Blues for the Bush is expected to also provide more demand for accommodation. Summary Regular meetings between the MCDS and employees working in the park and with the SFO ensure that best practices are being applied; Cleaning requirements are being monitored and casuals employed as required; Costs are constantly being monitored; The Agreement with MWT will be reviewed with the purpose of resolving anomalies and improving the Shire’s financial position; Every effort is made by the staff to attract people into the park; Work practices are being monitored with the purpose of increasing efficiencies; The asset valuation and proposed park development plan along with the Caravan park review of 2012 will be used in sync to ensure the best possible efficiencies of the park and ensure its long term viability. Statutory Environment Local Government Act 1995, S6.5 Financial reporting Policy Implications Nil Financial Implications Nil Strategic Implications Area 5: Investing in Councils Capacity – Our Leadership

28 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership. Consultation CEO Senior Finance Office Head Cleaner Caravan Park Managers Comment Nil Voting Requirements – Simple Majority Officers Recommendation – Item 14082.5 That Council considers the information presented on the caravan park and provides feedback on the review and the financial management of the park.

14082.6 UNBUDGETED EXPENDITURE FOR CARAVAN PARK APPLICANT: SHIRE OF PERENJORI FILE: ADM 0176 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 21ST AUGUST 2014 ATTACHMENTS: NIL

Executive Summary This item recommends Council approves the unbudgeted expenditure of $2,600 for the purchase of a 4 wheel motor bike for the caravan park. Background Options have been considered for various options to improve the efficiencies of management of the caravan park, taking into account various factors of time management, the time taken to carry out various works and maintenance. The aim is to make the many manual tasks a bit easier and one of the items that will improve this is the provision of a small 4 wheel bike to move work items such as tools, garden implements, the leaf raker, and cleaning materials from site to site within the park. Many caravan parks utilise 4 wheel bikes for similar purposes. The Shire can purchase a 150cc Loncin brand 4 wheel bike for $2,400 or a 250cc for $3,990.

29 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

I believe in regards to the time saving which can be better expended on maintenance rather than unproductive time this will pay for itself in a year or so. It is recommended that if Council agrees to the purchase that the funds come from account 13102 Caravan Park Maintenance as it is maintenance that will benefit from the use of the vehicle. Statutory Environment Local Government Act 1995, s6.8 (b)

6.8. Expenditure from municipal fund not included in annual budget (1) A local government is not to incur expenditure from its municipal fund for an additional purpose except where the expenditure — (a) is incurred in a financial year before the adoption of the annual budget by the local government; or (b) is authorised in advance by resolution. Policy Implications Nil Financial Implications This is unbudgeted funds which would be allocated from account 13172. Strategic Implications Area 5: Investing in Councils Capacity – Our Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership. Consultation CEO Senior Finance Office Caravan Park Managers Comment Nil Voting Requirements – Absolute Majority Officers Recommendation – Item 14082.6 That Council authorises the unbudgeted expenditure of $2,600 for the purchase of a small quad bike for the Caravan Park with the funds coming from account 13102 Caravan Park Maintenance.

30 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14083 COMMUNITY DEVELOPMENT

14083.1 BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT APPLICANT: SHIRE OF PERENJORI FILE: ADM 0494 DISCLOSURE OF INTEREST: NIL AUTHOR: JENNI GOULD – CDO RESPONSIBLE OFFICER: JENNI GOULD – CDO REPORT DATE: 21ST AUGUST 2014 ATTACHMENTS: OPEN DAY PROGRAM Executive Summary This item seeks Council’s acceptance of the Blues for the Bush Concert and Open Day report for the month of July 2014. Background Council made a 3 year commitment to conduct of the Blues for the bush event, in partnership with Bush Heritage Australia at the ordinary Council meeting held on the 19th December 2013, endorsing the following recommendations: 1. Council endorse the conduct of the Blues for the Bush and Community Open Day to be run in October 2014 and furthermore in 2015 and 2016 in partnership with Bush Heritage Australia.

2. That the Shire of Perenjori CEO be authorised to sign the MOU between Bush Heritage Australia and Shire of Perenjori for 2014 -2016.

The following information provides a summary of actions to date: Event Status The Event Team is confident that the project management and event planning is progressing very well with all key milestones identified for July being met. During July, the Event Team’s focus has been on preparing a comprehensive site planning document. Our Site Manager has created an event space that will be both safe and accessible for guests while making the most of the vistas and natural landscapes of Charles Darwin Reserve. In its functioning state, the Site will create a welcoming and inspiring space for guests. July has also seen the Open Day program expanded with new elements being confirmed. The program is in the final stages of refinement and the complete program (including timing and venue information) will be ready for publication by the end of August. July’s key project milestone is the opening of the ticket sales period on the 1st July. This has been in line with the roll out of the Marketing and Media plan with the comprehensive advertising campaign beginning in late July. August will be month where we see our marketing campaign reach its potential with the expectation that ticket sales will increase as a result. This will include a comprehensive paid

31 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014 advertising campaign with additional marketing tools being implemented to assist to publicise the event – such as competitions and a second poster campaign. August will also see the event program finalised and all key supply and operational requirements being met. To date, all key Event Milestones (as per accompanying document) have been met. Budget and Expenditure The Shire of Perenjori, or steering Committee, has not communicated any concerns relating to the event financials or budget to the Event Team. Please refer to the accompanying financial statement for full expenditure to date. Key Event Logistics With the Site Plan completed, we have been able to lock in all of our major suppliers with confirmed, and accurate, quantities and requirements. We are now working through the detail with our key event suppliers to ensure all required goods and services are delivered on schedule to our site. Bar and Catering

The Event Team has engaged the Carnamah Perenjori Football Club to manage the bar at the event. The Football Club has agreed to a list of our stipulated requirements and the Event Team has no doubt the Club will provide a professional and well run bar service.

The Football Club has applied for a liquor license and will adhere to all stipulations of their occasional liquor license. They have already appointed an Approved Bar Manager and all volunteer bar staff have undertaken their Responsible Service of Alcohol Training.

The Football Club has been asked to purchase the stock from a Perenjori outlet being the Perenjori Sports Club, Perenjori Hotel or Perenjori IGA Supermarket.

Our event Team will continue to engage with the Club to ensure that all logistical requirements required for running the bar are in place and correct.

Our Catering Coordinator has secured a range of quality food vendors for the event. She is now in the process of working with the vendors to ensure all required Food Licenses and OHS regulations are in place. These should be available for the Shire of Perenjori by the end of August.

Food vendors include:

 Mexican fare  Gourmet Burgers & Cold drinks  Vegetarian & Vegan food (salads, curries and pasta dishes) & Fresh Brewed Coffee  Ice Cream & Banana Products Site Development and Safety

32 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

A comprehensive site plan has been developed by the Site Manager. Please refer to the attached Site Plan – Overall Site Plan, which gives a broad picture of how the site will work for the event. Individual site plans and maps have been created to show:

 Generator Plot and power requirements;  Site Electrics;  Water points;  Structures and venues;  Evacuation and Emergency Access;  Site Lighting;  Licensed Area;  Fire Extinguisher locations;  Waste Removal/Bin locations and  Concert Site These plans can be downloaded from: https://spideroak.com/browse/share/AndrewDAVEchamberS/B4B2014

These individual sites will allow the Site Manager and Event Team to complete the relevant OHS and compliance documentation as required by the Shire of Perenjori. These important documents will be completed and presented to the shire by the end of August.

The Event Team will work with the Main Roads department and Shire of Perenjori to ensure directional signage is in place for the event on all main access routes.

In late August or Early September the Event Team will arrange an on-site briefing for all emergency services to run through evacuation and emergency plans for the event.

During the coming months, the Site Manager will secure all necessary resources to build a safe and accessible event Site. As part of this process, the Site Manager will be on Site for a week at the end of August and again for over a fortnight in the lead up to the event. A number of Bush Heritage Australia volunteers will be on hand as well as paid staff to assist in the preparation of the site.

Ticket Sales

Ticket Sales opened on the 1st of July.

During the month of July, 25 tickets were sold. This small response is as expected as the full concert line –up will not be publicized until August. The Open Day program has also yet to be completed and published and therefore ticket sales are not expected to increase until this happens.

The Ticket Sales period is likely to peak in the three weeks leading up to the event, however we will see an increase in sales in the coming month in line with the implementation of the paid advertising campaign and strengthened media coverage.

33 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Program

The second draft of the Open Day program is attached.

All key elements in the program have been confirmed with no-gaps having been identified in the activities and performances / presentations on offer.

The program is currently being fine-tuned with some timing and venue details needing some thought before we are ready to publicise the complete and confirmed program.

Marketing

The Marketing and Communications Plan is now being implemented with July marking the start of the print advertising and targeted social media campaign.

The www.bluesforthebush.org.au website has been redeveloped and will continue to be updated in the lead up to the event.

A well written article appeared in the Mid West Times on July 23rd with a full page advertisement appearing the following week. This marked the beginning of a 8 week paid advertising campaign in the Mid West Times and Geraldton Guardian.

In July, we announced the concert’s headline act (via news print, social media, and the website). In August, the full line up will be announced with media interest expected to increase as a result. Perenjori locals will have also noticed the double sided over-the-road banner in place along the main street.

A comprehensive and targeted poster campaign will take place in the first half of August with 300 A3 posters and 3,000 A4 flyers being distributed in the metro area and another 100 A3 posters being distributed in regional WA.

The next six weeks will see out marketing campaign intensify with increased media presence expected. This will be helped with the roll-out of a competitions published in the regional newspapers as well as on social media.

VIP and Sponsors

VIP invites have been designed and will be distributed by SOP and BHA. Management of this process will be via each individual organisation.

At the concert, VIP guests will have access to an exclusive marquee and will be served complimentary canapés and premium beverages for a four hour period.

It is expected that the VIP’s experience will be further developed with the SOP and BHA looking at options for accommodation, transport and additional hospitality.

Relationships with sponsors will be managed by the SOP with the Event Team being made aware of each organisations individual requirements (in terms of display, promotions and

34 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014 event tickets). This will ensure that each valued Sponsor is offered the best opportunity to benefit with their relationship with the Blues for the Bush.

Key Milestones Key milestones achieved for this project to this past month, as per the attached document, include:

 Tickets on Sale from 1st July  Registration system for the Reserve Tours

During August, the Event Team will progress with:

 Engaging with the caterers to ensure all necessary compliance documents are completed.  Completing the necessary compliance and OHS documentation as required by the Shire of Perenjori;  Completing the Open Day program and readying this for publication;  Ongoing implementation of the Marketing Campaign;  Updating the website to ensure all ticketing and registrations systems (for workshop bookings, CDR tours etc) are in place and operating efficiently;  Preliminary site preparations;  Developing a comprehensive ‘bump in’ and ‘bump out’ schedule for the site suppliers; Statutory Environment Nil Policy Implications Nil Financial Implications There will be financial implications for the 2014/15 budget, for $40,000, and proposed equal commitments for 2015/16 and 2016/17 budgets. Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs.

Area 2: Industry and Business Development – Our Economy Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base.

Area 3: People and place – Our Community Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and services to enable people to meet their needs and achieve their potential.

35 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Officers Recommendation – Item 14083.1 That Council receive the Blues for the Bush report for July 2014 as presented.

14084 INFRASTRUCTURE SERVICES

14084.1 ROAD MAINTENANCE JULY 2014 APPLICANT: SHIRE OF PERENJORI FILE: NIL DISCLOSURE OF INTEREST: NIL AUTHOR: KEN MARKHAM – MIS RESPONSIBLE OFFICER: KEN MARKHAM – MIS REPORT DATE: 13TH AUGUST 2014 ATTACHMENTS: MAP Executive Summary Listed are the roads graded for the month of July. Hill road Oversby South road Parkwood road Sharpe road Bartlett road Bestry road Barrett road Payne road Norrish road Oliver road Koolanooka road Grant road Starkeys road Hirsch road Otte road Background Nil Statutory Environment Local Government Act 1995 S3.1 – the general function of Local Government is to provide for the good government of people in its district. Policy Implications

36 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Nil Financial Implications As per road maintenance budget Strategic Implications Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment Goal: A Community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Nil Comment Maintenance grading carried out for the month of July was done by Council graders and a contractor.

Voting Requirements – Simple Majority

Officers Recommendation – Item 14083.1 That the road maintenance report for July 2014 be accepted as presented.

37 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

38 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14084.2 MANAGEMENT OF CORELLAS APPLICANT: MANAGER OF INFRASTRUCTURE SERVICES FILE: ADM 0197 DISCLOSURE OF INTEREST: NIL AUTHOR: KEN MARKHAM – MIS RESPONSIBLE OFFICER: KEN MARKHAM – MIS REPORT DATE: 13th AUGUST 2014 ATTACHMENTS: NIL Executive Summary This report outlines the action that will be taken to manage the Corella problem this upcoming season. Background Every year the Perenjori community is faced with the problem of corellas coming into town and causing significant damage to parks, gardens, ovals, trees and other infrastructure. The Shire of Perenjori applies for and obtains a Damage Licence to allow for action to be taken. Last year the Shire engaged the services of a trapper where a feeding ground was set up and monitored to allow for the setting of a net system where the birds would be caught and then disposed of. This system failed to yield results. The following provides a detailed list of actions and the plan to ensure this year we are able and ready to attend to the corellas.

TASK TIMEFRAME WHO IS RESPONISBLE Expressions of Interest for shooters End of August Works Supervisor across Shire Review applicants and licences 1st week September MIS & WS Renewal of licence with DEPAW if 2nd week September MIS required Roster prepared for shooters 2nd week September WS Briefing meeting with shooters End of September MIS & WS Local awareness campaign- notices on 2nd week of September WS notice boards & newsletter Notify local police Commencement of MIS/WS shooting Implement roster as soon as corella’s When corellas sighted in WS sighted in town town Opportunity for group shooting (6 As shooting progresses WS persons max) to counteract movement of birds from one location to another

39 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Document progress & effectiveness Daily once shooting WS commences TASK TIMEFRAME WHO IS RESPONSIBLE

Seek feedback from community Weekly once shooting WS commences Report to Council progress, Monthly MIS effectiveness and feedback

Statutory Environment Local Government Act 1995 S3.1 – the general function of Local Government is to provide for the good government of people in its district. Policy Implications Nil Financial Implications Nil Strategic Implications Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment Goal: A Community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Council Chief Executive Officer DPAW Comment The Community expectations in regards to the issue of Corellas and the damage they cause has been something that the Shire of Perenjori has had to deal with for years. Different methods of tackling the problem have been tried and have proven either unsuccessful or limited in their effectiveness. This year it is hoped that with some forward planning a coordinated attempt will be made to bring the Corellas under control and limit the damage they cause to the infrastructure in the Perenjori town site. Voting Requirements – Simple Majority

Officers Recommendation – Item 14083.2 That the action plan for 2014 for the control of the Corellas be noted.

40 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14085 GOVERNANCE

14085.1 CORPORATE BUSINESS PLAN 2013-2017 – ANNUAL REVIEW APPLICANT: SHIRE OF PERENJORI FILE: ADM 0138 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER: ALI MILLS – CEO REPORT DATE: 21st AUGUST 2014 ATTACHMENTS: CORPORATE BUSINESS PLAN – HARD COPY

Executive Summary The Shire of Perenjori Corporate Business Plan 2013 – 2017 was endorsed by Council on the 18th July 2013. An annual review has been conducted and is now presented for Council’s endorsement. Background The Local Government (Administration) Regulations 1996 has been amended to require each local government to adopt a Strategic Community Plan and a Corporate Business Plan.

Section 5.56(1) and (2) of the Act requires that each local government is ‘to plan for the future of the district’, by developing plans in accordance with the regulations.

The new regulations specify what a ‘plan for the future’ should involve. In particular, local governments will be formally required to develop and adopt two new planning instruments:

 A Strategic Community Plan, and  A Corporate Business Plan.

The Corporate Business Plan operationalises the vision and goals for the future of the community, and creates a framework by which the goals in the Strategic Plan can be achieved. The Corporate Business Plan sets the strategic direction and identifies priority areas of delivery and investment. It also identifies the operational risks for the Shire to achieve the community’s vision, and identified required improvements. It provides an assessment of the resource capability of the Shire and determines the resources required to deliver on the priorities and projects. It also provides performance targets that will allow Council to provide a means of reporting to the community and project partners.

The Corporate Business Plan sets out the major activities that it intends to undertake in the next four years. The annual budget and plan for the Shire will be developed from the Corporate Business Plan each year. This is therefore a very useful document for community as it gives a complete picture of how the Shire is working on their behalf to achieve the vision articulated in the Strategic Community Plan 2012 – 2022.

41 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Review and Re-prioritisation The Department of Local Government requires each Local Government Authority to conduct an Annual Review in order to reprioritise projects and strategies to meet any changed needs or situations taking into consideration all key inputs and strategic influences. As a part of the budget process for 2014/15 Councilors participated in a workshop to review the plan, the projects, dollars and timing of each. As a result there were no major changes, with all projects remaining. The timing was the key area that needed adjusting to ensure projects planned were on track. Statutory Environment Local Government Act 1995 S 5.56 states: 5.56. Planning for the future (1) A local government is to plan for the future of the district. (2) A local government is to ensure that plans made under subsection (1) are in accordance with any regulations made about planning for the future of the district.

The new regulations specify what a ‘plan for the future’ should involve. In particular, local governments will be formally required to develop and adopt two new planning instruments:

 A Strategic Community Plan, and  A Corporate Business Plan.

Policy Implications Nil Financial Implications The review process has been conducted by the CEO and other staff, which has not required any additional funding. Strategic Implications Area 5: Investing in Councils Capacity – Our Leadership Goal: Strengthen the shires position as an innovative, independent local government providing excellence in all areas of governance, management and leadership. Consultation Community Department of Local Government Business Government Council Comment The plan has been adjusted to reflect the current situation within the Shire, taking into account the Shire’s resources, capacity as well as regional opportunities.

42 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Voting Requirements – Absolute Majority

Officers Recommendation – Item 14084.1 That Council endorses the reviewed Shire of Perenjori Corporate Business Plan 2013-2017, as presented on the 18th July 2014.

14085.2 MID WEST TOURISM DEVELOPMENT STRATEGY – July 2014 APPLICANT: MID WEST DEVELOPMENT COMMISSION FILE: ADM 0340 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER: ALI MILLS – CEO REPORT DATE: 21st AUGUST 2014 ATTACHMENTS: DRAFT – MID WEST TOURISM DEVELOPMENT STRATEGY TOURISM ALLIANCE – TERMS OF REFERENCE Executive Summary That Council receive the Draft Mid West Tourism Report to consider any comments to feedback to the Mid West Tourism Alliance group. Background

The Mid West Development Commission and Regional Development Australia in collaboration with the Department of Planning and the Mid West Tourism Alliance commissioned this project to establish a regional tourism development strategy. The ultimate objective of this project was to identify tourism opportunities, game changers, priorities and gaps for the Mid West region to inform future development and investment. Extensive consultation and analysis concluded that the Mid West is underperforming as a tourist destination in that its potential is not being realised. The recommended strategy to grow Mid West tourism during 2015-2025 focuses on five key areas: 1. Increasing accommodation capacity from camping through to resorts; 2. Opening up day use sites-places previously overlooked or underdeveloped to enhance the Mid Wests appeal as a destination; 3. Improving the quality and distribution of information for pre-trip planning and way finding; 4. Attracting more high yield visitors and the growing self-drive and RV market; and 5. Increasing the range of Aboriginal and eco culture based tourism activities, attractions and experiences. Success of the strategy is reliant upon the collaboration of government, tourism operators, industry stakeholders and community in resourcing and supporting a regional approach to tourism development.

43 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

The report covers the following subregions; Batavia Coast, Murchison and the North Midlands. The Shire of Perenjori participated in consultations, where the consultants made a site visit to Perenjori exploring the town as well as the outer tourism areas. The strategy is aimed at a regional level whilst providing some specific information to each of the communities to work on. The following summary was provided for Perenjori:

The points made are very relevant and ones which have been identified by the Tourist Bureau and Shire previously. Each of these points are covered within Council’s Corporate Business Plan to be addressed over the coming 4 to 5 years. The following table and summary of the North Midlands sub region provides some perspective on the timing and potential resource allocation to ensure that actions are implemented.

Opportunities exist for the North Midlands to work together in planning and implementing strategies to ensure we maximise any funding opportunities as well as coordinate to ensure gaps are addressed and duplication doesn’t occur. Current resources with each of the small Shires will struggle alone to implement these actions requiring the need for cross communication, resource sharing and collaboration to ensure progress in these areas is made.

44 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

There are significant references made to the Department of Parks and Wildlife (DPAW), blocks which are in their control. The Karara Block is identified which contains six properties totalling 559,042 ha. There is potential for opportunities to work with DPAW, Mining Companies and tourist operators to offer a variety of tourist experience’s within this large area. A Tourism Alliance group has been established to assist with driving the plan and ensuring progress is being made. Council’s CEO has indicated to the MWDC an interest in being a part of this group to ensure the North Midlands is represented.

45 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Statutory Environment Nil Policy Implications The report is in line with Council’s Strategic and Corporate Business Plans Financial Implications As per the projects identified within the plans, Council will need to consider allocations towards implementing actions. Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs. Area 2: Industry and Business Development – Our Economy Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base. Consultation Perenjori Tourist Bureau MWDC Comment The document provides some very good information on the current status of tourism across the whole region. The strategies are very realistic, achievable and measureable and particularly for Perenjori can be delivered with limited funds. The success of the plan will be the collaboration between Government, operators and the community and the ability to work together across all areas. Funding however, will be the key to ensure strategies can be implemented in a quality and timely manner.

Voting Requirements – Simple Majority

Officers Recommendation – Item 14084.2 That Council: 1. Receives the Draft Mid West Tourism Strategy, July 2014. 2. Acknowledges the efforts of all involved and the benefits of the plan to the region with a letter to the MWDC. 3. Endorses the CEO to provide feedback to the Tourism Alliance group, referring to the need for funding opportunities to enable implementation of strategies. 4. Endorses the CEO to be a member of the MWDC Tourism Alliance Group.

46 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14085.3 PERENJORI ALGAE FARMING – TRIAL PROJECT APPLICANT: SHI RE OF PERENJORI FILE: ADM 0355 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER: ALI MILLS – CEO REPORT DATE: 21st AUGUST 2014 ATTACHMENTS: NIL

Executive Summary This item is seeking Council support for the Perenjori Algae Farming Trail Project in the way of continued staff resources and financial assistance. Background th The Shire of Perenjori conducted an Algae Farming presentation in Perenjori on the 19 February 2014. Associate Professor Kirsten Heimann PhD, BScHons was invited to present information on her approach to algae farming which had a focus on developing microalgae for carbon dioxide, nitric oxide and waste water remediation whilst generating valuable co-products. A range of representatives from Government, industry and community attended the presentation with a core few selected to assist with continuing progress of a potential trial in Perenjori. The notes from the first meeting are:

ACTIONS

1. David Bowran to send through the template for the revised proposal to be developed by Kirsten Heinmann.

2. Mount Gibson (MGM) to send water data/reports from Rockwater to DAFWA

3. Brian Baxter to obtain further water samples if required

4. Ali Mills to send notes out of today’s discussions to all

POTENTIAL RESOURCES

1. DAFWA, Economist, David Bowran

2. MWDC, small grant – timing unknown

3. MGM, internal resources, land, and other

4. JCU, inkind expertise

5. SOPJ, inkind expertise

A follow-up phone communication with the small working group indicated a more substantial business case needed to be developed in order to have an opportunity to seek funding. This

47 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014 would require the attention from the Associate Professor and Council’s CEO.

A recent meeting with Professor Kirsten Heimann and Brian Baxter, revealed it has been difficult to progress a submission for funding as there is no or minimum literature with real data to support what is being proposed. This is new ground and will need a different approach. The thought was to explore opportunities for implementing some practical local steps before seeking support and funding from State Government, Corporate and Local Government bodies. The current proposal involves:

 Two families have indicated they are willing to support the trial and volunteer labour and land.  The conduct of trials on two local properties in differing locations with different water sources;  Professor Kirsten Heimann to develop a brief detailing the proposal  Professor Kirsten Heimann will identify written material to support the trials  The trails will focus on suspension culture platforms  The aim is to develop a fertiliser which can be applied directly to the soil to improve soil structure and water retention

The two families, being the Cunningham’s and Morris’ attended the presentation and have shown keen interest since the concept of algae farming has been discussed. Theses two families are long term residents of Perenjori with all family members showing ability and commitment to this project and it’s success. Two phone meetings have now occurred with the small Trial working group consisting of the two families, Brian Baxter, the CEO, Kirsten Heimann and Cr Wass. Durack has been contacted and are now assisting with linking the work and training to a Biology course providing the participants opportunities for having their work and learning’s accredited.

In order for the project to be successful there are considerable contributions required from the families in terms of labour and equipment. Technical advice will be provided by Kirsten Heimann to guide the development and implementation of the project. An MOU is being developed to ensure arrangements are transparent and clear to all.

Training The original proposal involved a team of undergraduates guided by Kirsten Heimann to run the trials which would require the team coming to Perenjori a number of times over the year. The logistics and cost of this approach proved to be unachievable. An alternative option has been recommended by Kirsten Heimann for the participants to make a visit to James Cook University to commence their training and learnings as a basis for the commencement of the trial project in Perenjori. The participants will include three young people from the families who Kirsten has deemed as having good capacity to complete all aspects of the trial project.

48 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Timing is of high importance with the project needing to be aligned with Kirsten’s University and travelling guest speaker schedules. Thus the need to progress, taking the opportunity of the volunteer families being on board and having capacity now with the aim of a training week to commence in Queensland in September.

Shire of Perenjori Role Council’s CEO has continued to support the progress of this project and aims to continue this support throughout it’s life. The coordination and administration of the project will be supported and managed by the CEO and staff.

Strategic Alignment This project has links with each of the five areas of the Community Strategic Plan, and ticks many strategies and expected outcomes within the Corporate Business Plan. The investment of time and financial support will assist in the following being achieved:  Training and skill development of local young people and families  Algae growing trials to be conducted in two different locations using different water sources  Data to be collected and documented to be used to ascertain potential and for further funding  Supporting and encouraging innovation within our community  The aim is to develop a fertiliser which can be applied directly to the soil to improve soil structure and water retention

Funding Support Funds are being sought to assist with the costs for this trip to occur. A budget has been provided which gives an indication of the scale of the project and the costs involved and how these are proposed to be funded.

A total of $5000 is being sought from the Shire of Perenjori whilst a further $5000 will be sought from the Community Benefit Fund. With Council’s support $5000 can be allocated from an existing account, 10412 CDO Project Expenses which has an allocation of $20,000 in the 2014/15 budget.

Statutory Environment Local Government (Financial Management) Regulations 1996. Policy Implications This activity is in line with Council’s Corporate Business Plan. Financial Implications No additional funds are required from Council. Strategic Implications

49 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs. Area 2: Industry and Business Development – Our Economy Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base. Area 4: Investing in Community Capacity – Civic Leadership Goal: Supporting community’s strong volunteering culture and supporting community leaders to grow and develop. Consultation Community Kirsten Heimann Durack Brian Baxter Comment The project has many positives and the potential for some very beneficial outcomes for our community and the participants involved. Voting Requirements – Simple Majority

Officers Recommendation – Item 14085.3 That Council: 1. Endorses the allocation of $5000 from account 10412, CDO Project Expenses to support the Perenjori Algae Farming Trial Project. 2. Supports the CEO to continue guiding and administering the project as required.

50 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

PERENJORI ALGAE FARMING TRAIL - PROJECT BUDGET INKIND Meeting attendances $1,875 Travel $1,500 Equipment $2,000 Water tanks $1980 Pumps $300 Hanging Frame $400 Power $300 Solar panel $500 Labour Participants 4 x people x 10 hrs p/w $41,600 x52 wk x $20= Durack Fees $2,000 Kirsten Heimann time (2 hrs) $35,695 Brian Baxter time (2 hrs wk) $3,120 CEO time (1 hr wk) $3,800 Meals (QLD) $1,680 TOTAL $96,750

Queensland Trip: Travel to and from Perth $500 3 x air fares to Townsville $2,600 1 x hire vehicle $200 1 x air fare Kirsten Heimann $1,500 Accommodation $2 500 Water testing kits $50 Water testing (Prof) $2,000 Incidentals $ 650 TOTAL $10,000

51 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14086 PROJECT STATUS REPORT APPLICANT: SHIRE OF PERENJORI FILE: NIL DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER ALI MILLS – CEO REPORT DATE: 21st AUGUST 2014 ATTACHMENTS PROJECT STATUS REPORT SUMMARY The project status report is provided to Council in order that actionable items are recorded and results reported to council. Although this is information only, the project status report is to be accepted by Council and recorded in the minutes to ensure councils are kept informed on the progress of the work undertaken by the Shire of Perenjori.

Officers Recommendation – Item 14085 Council accepts the Project Status Report as presented.

14087 STATUS REPORT APPLICANT: SHIRE OF PERENJORI FILE: NIL DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER ALI MILLS – CEO REPORT DATE: 21st AUGUST 2014 ATTACHMENTS STATUS REPORT

SUMMARY The status report is provided to Council in order that actionable items are recorded and results reported to council. Although this is information only, the status report is to be accepted by Council and recorded in the minutes to ensure councils are kept informed on the progress of the work undertaken by the Shire of Perenjori.

Officers Recommendation – Item 14086 Council accepts the Status Report as presented.

52 Shire of Perenjori Ordinary Council Meeting AGENDA 21st August 2014

14088 OTHER BUSINESS

14088.1 MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN

14088.2 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN

14088.3 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION

14088.4 MATTERS BEHIND CLOSED DOORS

14088.5 DATE OF NEXT MEETING / MEETINGS The next Ordinary Council meeting will be held on the 18TH September 2014 at 1.30pm.

14088.6 CLOSURE

Attachments

Ordinary Council Meeting 21st August 2014

Attachment

14082.1 1. Monthly Financial Report

Ordinary Council Meeting 21st August 2014

SHIRE OF PERENJORI

MONTHLY FINANCIAL REPORT

For the Period Ended 31 July 2014

LOCAL GOVERNMENT ACT 1995 LOCAL GOVERNMENT (FINANCIAL MANAGEMENT) REGULATIONS 1996

TABLE OF CONTENTS

Compilation Report

Monthly Summary Information

Statement of Financial Activity by Program

Statement of Financial Activity By Nature or Type

Statement of Capital Acquisitions and Capital Funding

Statement of Budget Amendments

Note 1 Significant Accounting Policies

Note 2 Explanation of Material Variances

Note 3 Net Current Funding Position

Note 4 Cash and Investments

Note 5 Budget Amendments

Note 6 Receivables

Note 7 Cash Backed Reserves

Note 8 Capital Disposals

Note 9 Rating Information

Note 10 Information on Borrowings

Note 11 Grants and Contributions

Note 12 Trust

Note 13 Details of Capital Acquisitions

Appendix A Detailed Schedules Shire of Perenjori Compilation Report For the Period Ended 31 July 2014

Report Purpose This report is prepared to meet the requirements of Local Government (Financial Management) Regulations 1996, Regulation 34 .

Overview Summary reports and graphical progressive graphs are provided on page 3, 4 and 5. No matters of significance are noted.

Statement of Financial Activity by reporting program Is presented on page 6 and shows a surplus as at 31 July 2014 of $2,949,858.

Note: The Statements and accompanying notes are prepared based on all transactions recorded at the time of preparation and may vary.

Preparation Prepared by: David Fong Reviewed by: Peter Money Date prepared: 4/08/2014

2 Shire of Perenjori Monthly Summary Information For the Period Ended 31 July 2014

Liquidity Over the Year (Refer Note 3) Cash and Cash Equivalents 4,500 as at period end 4,000 Unrestricted $ 324,476 3,500 Restricted $ 2,360,236 3,000 $ 2,684,711

Amount $ Amount ( '000s) 2,500 2,000 Receivables 1,500 2012-13 Rates $ 2,863,601 Other $ 273,919 1,000 2013-14 $ 3,137,520 500 2014-15 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Rates Receivable (Refer Note 6) 2,000 1,800 1,600 Month 2013-14 1,400 Month 2014-15

1,200

1,000 800 600 400

Amount $('000s) Amount 200 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Comments

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

3 Shire of Perenjori Monthly Summary Information For the Period Ended 31 July 2014

Capital Expenditure Program YTD (Refer Note 13)

Current YTD Budget YTD Actual Total

Furniture and Equipment

Plant and Equipment

Infrastructure Assets - Footpaths

Infrastructure - Parks, Ovals, & Dam

Infrastructure Assets - Roads

Land and Buildings

0 50,000 100,000 150,000 200,000 250,000 300,000

Year To Date Reserve Balance to End of Year Estimate (Refer Note 7)

Business Incubator Reserve Early Childhood Centre Reserve Mt Gibson Infrastructure Reserve Actual YTD Closing Balance Sport & Recreation Amenities Reserve Community Amenities Reserve Gravel Pit Rehab Reserve Current Budget Closing Balance Road Reserve Community Bus & Maintenance Reserve Water Supply Reserve Vocal History Reserve Water Harvesting Control Reserve Airstrip Development Reserve Cvp Village Maintenance Reserve Caravan Park Reserve Swimming Pool Reserve Refuse Site Reserve Local Achievement Reserve Local Group Interest Free Loan Reserve Joint Venture Housing Reserve Staff Housing Reserve Computer Reserve Plant Replacement Reserve Leave Reserve $0 $150,000 $300,000 $450,000 $600,000 $750,000 $900,000 $1,050,000

Comments

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

4 Shire of Perenjori Monthly Summary Information For the Period Ended 31 July 2014

Revenues Budget Operating Revenues -v- Actual (Refer Note 2) Budget Capital Revenue -v- Actual (Refer Note 2) 8,000 2,500

Budget 2014-15 7,000 Budget 2014-15 2,000 Actual 2014-15 Actual 2014-15

6,000

5,000 1,500

4,000

Amount $ ( ( $ Amount'000s) 1,000

3,000 Amount $ ( ( $ '000s) Amount

2,000 500 1,000

0 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Month ending Month ending

Expenditure Budget Operating Expenses -v- YTD Actual (Refer Note 2) Budget Capital Expenses -v- Actual (Refer Note 2) 8,000

Budget 2014-15 6,000 Budget 2014-15 7,000 Actual 2014-15 Actual 2014-15

6,000 5,000

5,000 4,000

4,000

3,000 Amount $ ( ( $ Amount'000s)

3,000 ( '000s) $ Amount 2,000 2,000

1,000 1,000

0 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Month ending Month ending

Comments

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

5 SHIRE OF PERENJORI STATEMENT OF FINANCIAL ACTIVITY (Statutory Reporting Program) For the Period Ended 31 July 2014

Current YTD YTD Var. $ Var. % Current Annual Budget Actual (b)-(a) (b)-(a)/(a) Var. Note Budget (a) (b) Operating Revenues $ $ $ $ % Governance 29,728 2,168 240 (1,928) (88.95%) General Purpose Funding - Rates 9 2,608,428 2,813,519 2,812,564 (955) (0.03%) General Purpose Funding - Other 1,852,287 1,141 574 (567) (49.68%) Law, Order and Public Safety 19,700 57 240 183 321.05% Health 3,240 489 600 111 22.70% Education and Welfare 52,500 10,000 10,000 0 0.00% Housing 190,000 15,833 19,545 3,712 23.44% Community Amenities 32,135 31,584 31,535 (49) (0.16%) Recreation and Culture 220,920 2,950 2,849 (101) (3.42%) Transport 660,343 197,210 190,939 (6,270) (3.18%) Economic Services 471,867 78,070 81,745 3,675 4.71% Other Property and Services 794,124 60,774 62,193 1,419 2.33% Total Operating Revenue 6,935,272 3,213,795 3,213,024 (771) Operating Expense Governance (527,192) (49,072) (48,122) 950 1.94% General Purpose Funding (119,822) (9,150) (9,151) (1) (0.01%) Law, Order and Public Safety (132,656) (9,052) (6,037) 3,015 33.31% Health (110,632) (6,333) (2,326) 4,007 63.27% Education and Welfare (92,689) (4,846) (3,811) 1,035 21.36% Housing (391,500) (21,705) (18,825) 2,880 13.27% Community Amenities (272,306) (30,830) (29,685) 1,145 3.71% Recreation and Culture (1,065,790) (68,314) (44,502) 23,812 34.86% q Transport (3,044,539) (252,060) (238,937) 13,123 5.21% Economic Services (683,397) (67,964) (59,941) 8,023 11.80% Other Property and Services (652,298) (68,513) (97,291) (28,777) (42.00%) p Total Operating Expenditure (7,092,822) (587,839) (558,629) 29,211

Funding Balance Adjustments Add back Depreciation 2,171,323 180,935 169,735 (11,200) (6.19%) Adjust (Profit)/Loss on Asset Disposal 8 15,089 0 0 0 Adjust Provisions and Accruals 0 0 0 0 Net Cash from Operations 2,028,863 2,806,891 2,824,130 17,240

Capital Revenues Grants, Subsidies and Contributions 11 2,003,531 270,867 270,867 0 0.00% Proceeds from Disposal of Assets 8 8,000 0 0 0 Total Capital Revenues 2,011,531 270,867 270,867 0 Capital Expenses Land Held for Resale (60,000) 0 0 0 Land and Buildings 13 (3,076,489) (212,956) (244,119) (31,163) (14.63%) p Infrastructure - Roads 13 (1,853,061) (154,424) (34,662) 119,762 77.55% q Infrastructure - Parks, Ovals, & Dam 13 (341,501) (5,007) (217) 4,790 Infrastructure - Public Facilities 13 0 0 0 0 Infrastructure - Footpaths 13 0 0 0 0 Infrastructure - Drainage 13 0 0 0 0 Heritage Assets 13 0 0 0 0 Plant and Equipment 13 (254,500) (83) 0 83 100.00% Furniture and Equipment 13 (14,000) (416) 0 416 100.00% Total Capital Expenditure (5,599,551) (372,886) (278,998) 93,888

Net Cash from Capital Activities (3,588,020) (102,019) (8,131) 93,888

Financing Proceeds from New Debentures 230,000 0 0 0 Proceeds from Advances 0 0 0 0 Self-Supporting Loan Principal 0 0 0 0 Transfer from Reserves 7 1,559,520 0 0 0 Advances to Community Groups 0 0 0 0 Repayment of Debentures 10 (165,501) (7,048) (7,048) 0 0.00% Transfer to Reserves 7 (123,500) 0 0 0 Net Cash from Financing Activities 1,500,519 (7,048) (7,048) 0

Net Operations, Capital and Financing (58,639) 2,697,823 2,808,951 111,128

Opening Funding Surplus(Deficit) 3 72,459 72,459 140,907 68,448 94.46% p

Closing Funding Surplus(Deficit) 3 13,821 2,770,282 2,949,858 179,575

Indicates a variance between Year to Date (YTD) Budget and YTD Actual data as per the adopted materiality threshold. Refer to Note 2 for an explanation of the reasons for the variance.

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

6 SHIRE OF PERENJORI STATEMENT OF FINANCIAL ACTIVITY (By Nature or Type) For the Period Ended 31 July 2014

Current YTD YTD Var. $ Var. % Current Annual Budget Actual (b)-(a) (b)-(a)/(a) Var. Note Budget (a) (b) Operating Revenues $ $ $ $ % Rates 9 2,608,428 2,813,519 2,812,564 (955) (0.03%) Operating Grants, Subsidies and 0 Contributions 11 2,827,911 218,316 202,369 (15,947) (7.30%) Fees and Charges 1,373,433 178,836 197,497 18,661 10.43% p Service Charges 0 0 0 0 Interest Earnings 40,000 3,083 524 (2,559) (83.00%) Other Revenue 85,500 41 70 29 70.73% Profit on Disposal of Assets 8 0 0 0 Total Operating Revenue 6,935,272 3,213,795 3,213,024 (771) Operating Expense Employee Costs (2,167,861) (215,333) (228,131) (12,798) (5.94%) Materials and Contracts (1,597,919) (109,532) (114,288) (4,756) (4.34%) Utility Charges (306,506) (23,997) (4,258) 19,739 82.25% q Depreciation on Non-Current Assets (2,171,323) (180,935) (169,735) 11,200 6.19% Interest Expenses (88,739) (11,342) (11,465) (123) (1.09%) Insurance Expenses (172,405) (2,846) 0 2,846 100.00% Other Expenditure (572,979) (43,854) (30,750) 13,104 29.88% q Loss on Disposal of Assets 8 (15,089) 0 0 Total Operating Expenditure (7,092,822) (587,839) (558,629) 29,211

Capital Revenues Grants, Subsidies and Contributions 11 2,003,531 270,867 270,867 0 0.00% Proceeds from Disposal of Assets 8 8,000 0 0 0 Total Capital Revenues 2,011,531 270,867 270,867 0 Capital Expenses Land Held for Resale (60,000) 0 0 0 Land and Buildings 13 (3,076,489) (212,956) (244,119) (31,163) (14.63%) p Infrastructure - Roads 13 (1,853,061) (154,424) (34,662) 119,762 77.55% q Infrastructure - Parks, Ovals, & Dam 13 (341,501) (5,007) (217) Infrastructure - Public Facilities 13 0 0 0 0 Infrastructure - Footpaths 13 0 0 0 0 Infrastructure - Drainage 13 0 0 0 0 Heritage Assets 13 0 0 0 0 Plant and Equipment 13 (254,500) (83) 0 83 100.00% Furniture and Equipment 13 (14,000) (416) 0 416 100.00% Total Capital Expenditure (5,599,551) (372,886) (278,998) 89,098

Net Cash from Capital Activities (3,588,020) (102,019) (8,131) 89,098

Net Operations, Capital and Financing (58,639) 2,697,823 2,808,951 106,338

Opening Funding Surplus(Deficit) 3 72,459 72,459 140,907 68,448 94.46% p

Closing Funding Surplus(Deficit) 3 13,821 2,770,282 2,949,858 174,785

Indicates a variance between Year to Date (YTD) Budget and YTD Actual data as per the adopted materiality threshold. Refer to Note 2 for an explanation of the reasons for the variance.

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

7 SHIRE OF PERENJORI STATEMENT OF CAPITAL ACQUSITIONS AND CAPITAL FUNDING For the Period Ended 31 July 2014

YTD 31 07 2014 YTD Actual YTD Actual New (Renewal Current YTD Current Annual Capital Acquisitions Note /Upgrade Expenditure) YTD Actual Total Budget Budget Variance (a) (b) (c) = (a)+(b) (d) (d) - (c) $ $ $ $ $ $ Land and Buildings 13 263,197 (19,078) 244,119 212,956 3,076,489 31,163

Infrastructure Assets - Roads 13 69,323 (34,662) 34,662 154,424 1,853,061 (119,762)

Infrastructure - Parks, Ovals, & Dam 13 217 0 217 5,007 341,501 (4,790)

Infrastructure Assets - Footpaths 13 0 0 0 0 0 0

Plant and Equipment 13 0 0 0 83 254,500 (83)

Furniture and Equipment 13 0 0 0 416 14,000 (416)

Capital Expenditure Totals 332,738 (53,739) 278,998 372,886 5,539,551 (93,888)

Funded By:

Capital Grants and Contributions Note 11 270,867 270,867 2,003,531 0

Borrowings Note 10 0 0 230,000 0

Other (Disposals & C/Fwd) Note 8 0 0 8,000 0

Own Source Funding - Cash Backed Reserves Plant Replacement Reserve 0 0 54,000 Staff Housing Reserve 0 0 99,395 Water Harvesting Control Reserve 0 0 38,104 Community Bus & Maintenance Reserve 0 0 16,000 Mt Gibson Infrastructure Reserve 0 0 280,000 Early Childhood Centre Reserve 0 0 913,403 Business Incubator Reserve 0 0 158,618 Total Own Source Funding - Cash Backed Reserves Note 7 0 0 1,559,520 0

Own Source Funding - Operations 8,131 102,019 1,738,501 (93,888) Capital Funding Total 278,998 372,886 5,539,551 (93,888)

Comments and graphs

Capital Expenditure Program YTD Current YTD Budget Furniture and Equipment YTD Actual Total

Plant and Equipment

Infrastructure Assets - Footpaths

Infrastructure - Parks, Ovals, & Dam

Infrastructure Assets - Roads

Land and Buildings

0 50000 100000 150000 200000 250000 300000

8 SHIRE OF PERENJORI STATEMENT OF BUDGET AMENDMENTS (Statutory Reporting Program) For the Period Ended 31 July 2014

Adopted Budget Current YTD Amendments Current Annual Budget Adopted Budget (Note 5) Budget (a) Operating Revenues $ $ $ $ Governance 29,728 29,728 2,168 General Purpose Funding - Rates 2,608,428 2,608,428 2,813,519 General Purpose Funding - Other 1,852,287 1,852,287 1,141 Law, Order and Public Safety 19,700 19,700 57 Health 3,240 3,240 489 Education and Welfare 52,500 52,500 10,000 Housing 190,000 190,000 15,833 Community Amenities 32,135 32,135 31,584 Recreation and Culture 220,920 220,920 2,950 Transport 660,343 660,343 197,210 Economic Services 471,867 471,867 78,070 Other Property and Services 794,124 794,124 60,774 Total Operating Revenue 6,935,272 0 6,935,272 3,213,795 Operating Expense Governance (527,192) (527,192) (49,072) General Purpose Funding (119,822) (119,822) (9,150) Law, Order and Public Safety (132,656) (132,656) (9,052) Health (110,632) (110,632) (6,333) Education and Welfare (92,689) (92,689) (4,846) Housing (391,500) (391,500) (21,705) Community Amenities (272,306) (272,306) (30,830) Recreation and Culture (1,065,790) (1,065,790) (68,314) Transport (3,044,539) (3,044,539) (252,060) Economic Services (683,397) (683,397) (67,964) Other Property and Services (652,298) (652,298) (68,513) Total Operating Expenditure (7,092,822) 0 (7,092,822) (587,839)

Funding Balance Adjustments Add back Depreciation 2,171,323 2,171,323 180,935 Adjust (Profit)/Loss on Asset Disposal 15,089 15,089 0 Adjust Provisions and Accruals 0 0 0 Net Cash from Operations 2,028,863 0 2,028,863 2,806,891

Capital Revenues Grants, Subsidies and Contributions 2,003,531 2,003,531 270,867 Proceeds from Disposal of Assets 8,000 8,000 0 Proceeds from Sale of Investments 0 0 0 Total Capital Revenues 2,011,531 0 2,011,531 270,867 Capital Expenses Land Held for Resale (60,000) (60,000) 0 Land and Buildings (3,076,489) (3,076,489) (212,956) Infrastructure - Roads (1,853,061) (1,853,061) (154,424) Infrastructure - Parks, Ovals, & Dam (341,501) (341,501) (5,007)

Infrastructure - Public Facilities 0 0 0 Infrastructure - Footpaths 0 0 0 Infrastructure - Drainage 0 0 0 Heritage Assets 0 0 0 Plant and Equipment (254,500) (254,500) (83) Furniture and Equipment (14,000) (14,000) (416) Total Capital Expenditure (5,599,551) 0 (5,599,551) (372,886)

Net Cash from Capital Activities (3,588,020) 0 (3,588,020) (102,019)

Financing Proceeds from New Debentures 230,000 230,000 0 Proceeds from Advances 0 0 0 Self-Supporting Loan Principal 0 0 0 Transfer from Reserves 1,559,520 1,559,520 0 Purchase of Investments 0 0 0 Advances to Community Groups 0 0 0 Repayment of Debentures (165,501) (165,501) (7,048) Transfer to Reserves (123,500) (123,500) 0 Net Cash from Financing Activities 1,500,519 0 1,500,519 (7,048)

Net Operations, Capital and Financing (58,639) 0 (58,639) 2,697,823

Opening Funding Surplus(Deficit) 72,459 72,459 72,459

Closing Funding Surplus(Deficit) 13,821 0 13,821 2,770,282

Indicates a variance between Year to Date (YTD) Budget and YTD Actual data as per the adopted materiality threshold.

9 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES

(a) Basis of Accounting This statement comprises a special purpose financial report which has been prepared in accordance with Australian Accounting Standards (as they apply to local governments and not-for-profit entities), Australian Accounting Interpretations, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1995 and accompanying regulations. Material accounting policies which have been adopted in the preparation of this statement are presented below and have been consistently applied unless stated otherwise.

Except for cash flow and rate setting information, the report has also been prepared on the accrual basis and is based on historical costs, modified, where applicable, by the measurement at fair value of selected non-current assets, financial assets and liabilities.

Critical Accounting Estimates The preparation of a financial report in conformity with Australian Accounting Standards requires management to make judgements, estimates and assumptions that effect the application of policies and reported amounts of assets and liabilities, income and expenses.

The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances; the results of which form the basis of making the judgements about carrying values of assets and liabilities that are not readily apparent from other sources. Actual results may differ from these estimates.

(b) The Local Government Reporting Entity All Funds through which the Council controls resources to carry on its functions have been included in this statement.

In the process of reporting on the local government as a single unit, all transactions and balances between those funds (for example, loans and transfers between Funds) have been eliminated.

All monies held in the Trust Fund are excluded from the statement, but a separate statement of those monies appears at Note 12.

(d) Rates, Grants, Donations and Other Contributions Rates, grants, donations and other contributions are recognised as revenues when the local government obtains control over the assets comprising the contributions. Control over assets acquired from rates is obtained at the commencement of the rating period or, where earlier, upon receipt of the rates.

(e) Goods and Services Tax Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Taxation Office (ATO).

Receivables and payables are stated inclusive of GST receivable or payable. The net amount of GST recoverable from, or payable to, the ATO is included with receivables or payables in the statement of financial position.

Cash flows are presented on a gross basis. The GST components of cash flows arising from investing or financing activities which are recoverable from, or payable to, the ATO are presented as operating cash flows.

10 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(f) Cash and Cash Equivalents Cash and cash equivalents include cash on hand, cash at bank, deposits available on demand with banks and other short term highly liquid investments that are readily convertible to known amounts of cash and which are subject to an insignificant risk of changes in value and bank overdrafts.

Bank overdrafts are reported as short term borrowings in current liabilities in the statement of financial position.

(g) Trade and Other Receivables Trade and other receivables include amounts due from ratepayers for unpaid rates and service charges and other amounts due from third parties for goods sold and services performed in the ordinary course of business.

Receivables expected to be collected within 12 months of the end of the reporting period are classified as current assets. All other receivables are classified as non-current assets.

Collectability of trade and other receivables is reviewed on an ongoing basis. Debts that are known to be uncollectible are written off when identified. An allowance for doubtful debts is raised when there is objective evidence that they will not be collectible.

(h) Inventories General Inventories are measured at the lower of cost and net realisable value.

Net realisable value is the estimated selling price in the ordinary course of business less the estimated costs of completion and the estimated costs necessary to make the sale.

Land Held for Resale Land held for development and sale is valued at the lower of cost and net realisable value. Cost includes the cost of acquisition, development, borrowing costs and holding costs until completion of development. Finance costs and holding charges incurred after development is completed are expensed.

Gains and losses are recognised in profit or loss at the time of signing an unconditional contract of sale if significant risks and rewards, and effective control over the land, are passed on to the buyer at this point.

Land held for sale is classified as current except where it is held as non-current based on Council’s intentions to release for sale.

(i) Fixed Assets All assets are initially recognised at cost. Cost is determined as the fair value of the assets given as consideration plus costs incidental to the acquisition. For assets acquired at no cost or for nominal consideration, cost is determined as fair value at the date of acquisition. The cost of non-current assets constructed by the local government includes the cost of all materials used in the construction, direct labour on the project and an appropriate proportion of variable and fixed overhead.

Certain asset classes may be revalued on a regular basis such that the carrying values are not materially different from fair value. Assets carried at fair value are to be revalued with sufficient regularity to ensure the carrying amount does not differ materially from that determined using fair value at reporting date.

11 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(j) Depreciation of Non-Current Assets All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner which reflects the consumption of the future economic benefits embodied in those assets.

Depreciation is recognised on a straight-line basis, using rates which are reviewed each reporting period. Major depreciation rates and periods are:

Buildings 25 to 50 years Construction other than Buildings (Public Facilities) 5 to 50 years Furniture and Equipment 4 to 10 years Plant and Equipment 5 to 15 years Heritage Assets 25 to 50 years Roads 25 years Footpaths 50 years Sewerage Piping 75 years Water Supply Piping and Drainage Systems 75 years

(k) Trade and Other Payables Trade and other payables represent liabilities for goods and services provided to the Council prior to the end of the financial year that are unpaid and arise when the Council becomes obliged to make future payments in respect of the purchase of these goods and services. The amounts are unsecured, are recognised as a current liability and are normally paid within 30 days of recognition.

(l) Employee Benefits The provisions for employee benefits relates to amounts expected to be paid for long service leave, annual leave, wages and salaries and are calculated as follows:

(i) Wages, Salaries, Annual Leave and Long Service Leave (Short-term Benefits) The provision for employees’ benefits to wages, salaries, annual leave and long service leave expected to be settled within 12 months represents the amount the Shire has a present obligation to pay resulting from employees services provided to balance date. The provision has been calculated at nominal amounts based on remuneration rates the Shire expects to pay and includes related on-costs. (ii) Annual Leave and Long Service Leave (Long-term Benefits) The liability for long service leave is recognised in the provision for employee benefits and measured as the present value of expected future payments to be made in respect of services provided by employees up to the reporting date using the project unit credit method. Consideration is given to expected future wage and salary levels, experience of employee departures and periods of service. Expected future payments are discounted using market yields at the reporting date on national government bonds with terms to maturity and currency that match as closely as possible, the estimated future cash outflows. Where the Shire does not have the unconditional right to defer settlement beyond 12 months, the liability is recognised as a current liability.

12 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(m) Interest-bearing Loans and Borrowings All loans and borrowings are initially recognised at the fair value of the consideration received less directly attributable transaction costs.

After initial recognition, interest-bearing loans and borrowings are subsequently measured at amortised cost using the effective interest method. Fees paid on the establishment of loan facilities that are yield related are included as part of the carrying amount of the loans and borrowings.

Borrowings are classified as current liabilities unless the Council has an unconditional right to defer settlement of the liability for at least 12 months after the balance sheet date.

Borrowing Costs Borrowing costs are recognised as an expense when incurred except where they are directly attributable to the acquisition, construction or production of a qualifying asset. Where this is the case, they are capitalised as part of the cost of the particular asset.

(n) Provisions Provisions are recognised when: The council has a present legal or constructive obligation as a result of past events; it is more likely than not that an outflow of resources will be required to settle the obligation; and the amount has been reliably estimated. Provisions are not recognised for future operating losses.

Where there are a number of similar obligations, the likelihood that an outflow will be required in settlement is determined by considering the class of obligations as a whole. A provision is recognised even if the likelihood of an outflow with respect to any one of item included in the same class of obligations may be small.

(o) Current and Non-Current Classification In the determination of whether an asset or liability is current or non-current, consideration is given to the time when each asset or liability is expected to be settled. The asset or liability is classified as current if it is expected to be settled within the next 12 months, being the Council's operational cycle. In the case of liabilities where Council does not have the unconditional right to defer settlement beyond 12 months, such as vested long service leave, the liability is classified as current even if not expected to be settled within the next 12 months. Inventories held for trading are classified as current even if not expected to be realised in the next 12 months except for land held for resale where it is held as non current based on Council's intentions to release for sale.

13 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(p) Nature or Type Classifications

Rates All rates levied under the Local Government Act 1995. Includes general, differential, specific area rates, minimum rates, interim rates, back rates, ex-gratia rates, less discounts offered. Exclude administration fees, interest on instalments, interest on arrears and service charges.

Operating Grants, Subsidies and Contributions Refer to all amounts received as grants, subsidies and contributions that are not non-operating grants.

Non-Operating Grants, Subsidies and Contributions Amounts received specifically for the acquisition, construction of new or the upgrading of non•current assets paid to a local government, irrespective of whether these amounts are received as capital grants, subsidies, contributions or donations.

Profit on Asset Disposal Profit on the disposal of assets including gains on the disposal of long term investments. Losses are disclosed under the expenditure classifications.

Fees and Charges Revenues (other than service charges) from the use of facilities and charges made for local government services, sewerage rates, rentals, hire charges, fee for service, photocopying charges, licences, sale of goods or information, fines, penalties and administration fees. Local governments may wish to disclose more detail such as rubbish collection fees, rental of property, fines and penalties, other fees and charges.

Service Charges Service charges imposed under Division 6 of Part 6 of the Local Government Act 1995. Regulation 54 of the Local Government (Financial Management) Regulations 1996 identifies the These are television and radio broadcasting, underground electricity and neighbourhood surveillance services. Exclude rubbish removal charges. Interest and other items of a similar nature received from bank and investment accounts, interest on rate instalments, interest on rate arrears and interest on debtors.

Interest Earnings Interest and other items of a similar nature received from bank and investment accounts, interest on rate instalments, interest on rate arrears and interest on debtors.

Other Revenue / Income Other revenue, which can not be classified under the above headings, includes dividends, discounts, rebates etc.

Employee Costs All costs associate with the employment of person such as salaries, wages, allowances, benefits such as vehicle and housing, superannuation, employment expenses, removal expenses, relocation expenses, worker's compensation insurance, training costs, conferences, safety expenses, medical examinations, fringe benefit tax, etc.

Materials and Contracts All expenditures on materials, supplies and contracts not classified under other headings. These include supply of goods and materials, legal expenses, consultancy, maintenance agreements, communication expenses, advertising expenses, membership, periodicals, publications, hire expenses, rental, leases, postage and freight etc. Local governments may wish to disclose more detail such as contract services, consultancy, information technology, rental or lease expenditures.

Utilities (Gas, Electricity, Water, etc.) Expenditures made to the respective agencies for the provision of power, gas or water. Exclude expenditures incurred for the reinstatement of roadwork on behalf of these agencies.

14 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(q) Nature or Type Classifications (Continued)

Insurance All insurance other than worker's compensation and health benefit insurance included as a cost of employment.

Loss on asset disposal Loss on the disposal of fixed assets.

Depreciation on non-current assets Depreciation expense raised on all classes of assets.

Interest expenses Interest and other costs of finance paid, including costs of finance for loan debentures, overdraft accommodation and refinancing expenses.

Other expenditure Statutory fees, taxes, provision for bad debts, member's fees or levies including WA Fire Brigade Levy and State taxes. Donations and subsidies made to community groups.

(r) Statement of Objectives

Council has adopted a 'Plan for the future' comprising a Strategic Community Plan and Corporate Business Plan to provide the long term community vision, aspirations and objectives.

Based upon feedback received from the community the vision of the Shire is: "A wonderful place to live, work, invest and visit with the community working together to achieve shared objectives"

The Strategic Community Plan defines the key objectives of the Shire as: "Economic: A strong, resilient and balanced economy. Environment: Our unique natural and built environment is protected and enhanced. Social: Our community enjoys a high quality of life. Civic Leadership: A collaborative and engaged community."

(s) Reporting Programs

Council operations as disclosed in this statement encompass the following service orientated activities/programs:

GOVERNANCE Expenses associated with provision of services to members of council and elections. Also included are costs associated with computer operations, corporate accounting, corporate records and asset management. Costs reported as administrative expenses are redistributed in accordance with the principle of activity based costing (ABC).

GENERAL PURPOSE FUNDING Rates and associated revenues, general purpose government grants, interest revenue and other miscellaneous revenues such as commission on Police Licensing. The costs associated with raising the above mentioned revenues, eg. Valuation expenses, debt collection and overheads.

LAW, ORDER, PUBLIC SAFETY Enforcement of Local Laws, fire prevention, animal control and provision of ranger services.

HEALTH Health inspection services, food quality control, mosquito control and contributions towards provision of medical health services.

15 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

1. SIGNIFICANT ACCOUNTING POLICIES (Continued)

(s) Reporting Programs (Continued)

HOUSING Provision and maintenance of rented housing accommodation for pensioners and employees.

COMMUNITY AMENITIES Sanitation, sewerage, stormwater drainage, protection of the environment, public conveniences, cemeteries and town planning.

RECREATION AND CULTURE Parks, gardens and recreation reserves, library services, television and radio re-broadcasting, swimming facilities, walk trails, youth recreation, Shark Bay World Heritage Discovery and Visitor Centre, boat ramps, foreshore, public halls and Shark Bay Recreation Centre.

TRANSPORT Construction and maintenance of roads, footpaths, drainage works, parking facilities, traffic control, depot operations, plant purchase, marine facilities and cleaning of streets.

ECONOMIC SERVICES Tourism, community development, pest control, building services, caravan parks and private works.

OTHER PROPERTY & SERVICES Plant works, plant overheads and stock of materials.

16 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 2: EXPLANATION OF MATERIAL VARIANCES

Timing/ Reporting Program Var. $ Var. % Var. Permanent Explanation of Variance Operating Expense Recreation and Culture 23,812 34.86% q Timing Expenses budgeted for but not fully expended Other Property and Services (28,777) (28,777) p Timing Lower allocation of Less Allocated Plant Overheads compared to year-to-date budget.

Capital Expenses Land and Buildings (31,163) (14.63%) p Timing Refer to Note 13 Infrastructure - Roads 119,762 77.55% q Timing Refer to Note 13

Surplus/(Deficit) Opening Funding Please note that the Closing Funding Surplus (Deficit) 13/14 does not include a number of end-of-financial year Surplus(Deficit) 68,448 94.46% p adjustments that are still yet to occur, as well as the final approval by the Auditor.

17 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 3: NET CURRENT FUNDING POSITION Positive=Surplus (Negative=Deficit)

YTD 31 Jul Note 2014 30th June 2014 YTD 31 Jul 2013 $ $ $ Current Assets Cash Unrestricted 4 324,476 565,032 914,921 Cash Restricted 4 2,360,236 2,360,236 1,276,179 Receivables - Rates 6 2,863,601 77,768 139,561 Receivables -Other 6 273,919 330,915 736,734 Interest / ATO Receivable/Trust 11,505 (225) 3,242 Inventories 43,707 43,707 41,348 5,877,443 3,377,431 3,111,986

Less: Current Liabilities Payables (560,301) (876,288) (717,083) Provisions (150,073) (150,073) (150,073) (710,374) (1,026,361) (867,156) Less: Adjustments Cash Reserves - Restricted 7 (2,360,236) (2,360,236) (1,276,179) For Current Leave Provisions 150,073 150,073 150,073 For Current Borrowings (7,048) 0 149,943 (2,217,211) (2,210,163) (976,162)

Net Current Funding Position 2,949,858 140,907 1,268,667

Note 3 - Liquidity Over the Year 4,500 2013-14 4,000 2014-15 3,500 2012-13 3,000 2,500 2,000

Amount Amount ('000s) $ 1,500 1,000 500 0 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Comments - Net Current Funding Position

18 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 4: CASH AND INVESTMENTS

Interest Unrestricted Restricted Trust Investments Total Institution Maturity Rate $ $ $ $ Amount $ Date (a) Cash Deposits Municipal Bank Account 5375008 1.25% 268,924 268,924 Bankwest At Call Municipal Bank Account 0542587 2.50% 58,753 988,586 1,047,339 Bankwest At Call Business Bonus 0860049 1.25% 285,812 Bankwest At Call Trust Bank Account 5373006 80,918 80,918 Bankwest At Call Trust - Mt Gibson 0849576 80,916 80,916 Bankwest At Call

(b) Term Deposits 162-043170-6 3.00% 450,000 450,000 Bankwest 29/09/2014 162-045362-3 3.00% 450,000 450,000 Bankwest 9/10/2014 162-054515-3 3.55% 184,604 184,604 Bankwest 20/08/2014

Total 327,677 2,359,002 161,834 0 2,562,700

Note 4A: CASH INVESTMENTS Invested Expected Deposit Institution Term (Days) Interest rates Interest Amount Invested (Days) Total Deposit Ref Date Up to 30 30-60 60-90 90-120 120+ Amount $ Restricted 162-043170-6 1/07/2014 Bankwest 90.00 3.00% 3,329 450,000 450,000 162-045362-3 8/07/2014 Bankwest 93.00 3.00% 3,440 450,000 450,000 162-054515-3 20/05/2014 Bankwest 92.00 3.55% 1,652 184,604 184,604 Subtotal 8,420 0 0 0 1,084,604 0 1,084,604

$ - $ - Subtotal 0 0 0 0 0 0 0

Total Funds Invested 8,420 0 0 0 1,084,604 0 1,084,604

Comments/Notes - Investments

19 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 5: BUDGET AMENDMENTS Amendments to original budget since budget adoption. Surplus/(Deficit)

Amended GL Account Non Cash Increase in Decrease in Budget Running Code Description Council Resolution Classification Adjustment Available Cash Available Cash Balance $ $ $ $ Budget Adoption Opening Surplus 72,459 Permanent Changes 72,459 72,459 72,459 72,459 72,459 72,459 72,459 72,459 72,459 72,459 72,459

0 0 0

20 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014 Note 6: RECEIVABLES Receivables - Rates Receivable YTD 31 Jul 2014 30 June 2013 Receivables - General Current 30 Days 60 Days 90+Days $ $ $ $ $ $ Receivables - General 189,678 49,840 2,654 12,529 Opening Arrears Previous Years 54,971 125,025 Levied this year 2,812,564 2,451,456 Total Receivables General Outstanding 254,701 Less Collections to date (36,707) (2,521,510) Equals Current Outstanding 2,830,828 54,971 Amounts shown above include GST (where applicable)

Net Rates Collectable 2,830,828 54,971 Note 6 - Accounts Receivable (non-rates) % Collected 1.28% 97.87%

90+Days Note 6 - Rates Receivable 60 Days 5% 2,000 1% 1,800 2013-14

1,600 2014-15 1,400 1,200 30 Days 20% 1,000 800

Amount$('000s) 600 400

200 Current 0 74% Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun

Comments/Notes - Receivables Rates Comments/Notes - Receivables General

21 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 6A - RECEIVABLES GENERAL

Debtors Trial Balance Debtors GT 90 Days Age GT 60 Days GT 30 Days Current Total

80025 0 0 94 0 0 94 80520 0 0 0 (420) (420) 80394 0 0 0 0 2,000 2,000 80512 0 0 0 0 337 337 80236 0 0 0 0 520 520 80457 1,560 770 0 0 0 1,560 80544 0 0 0 0 1,500 1,500 80546 0 0 0 0 27,789 27,789 80501 690 456 0 0 0 690 80497 110 499 0 0 0 110 80542 0 0 0 0 11,000 11,000 81553 0 0 0 0 (219) (219) 80342 8,937 304 0 0 49,719 58,656 80002 0 0 0 122 0 122 80489 0 0 0 6 0 6 80481 84 334 0 0 0 84 80154 0 0 0 0 (600) (600) 80519 0 0 0 0 223 223 80527 0 0 0 0 79,839 79,839 80282 0 0 0 0 15,360 15,360 80533 0 0 2,560 0 0 2,560 80445 0 0 0 0 1,680 1,680 81594 0 0 0 0 0 0 80023 44 153 0 0 0 44 80280 1,104 720 0 0 0 1,104 80529 0 0 0 49,682 0 49,682 80543 0 0 0 0 400 400 80508 0 0 0 30 0 30 80292 0 0 0 0 550 550 Total 12,529 2,654 49,840 189,678 254,701

Comments/Notes - Receivables General SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 7: Cash Backed Reserve

2014-15 Current Current Current Budget Actual Budget Actual Current Budget Actual Budget Interest Interest Transfers In Transfers In Transfers Out Transfers Out Transfer out Closing Actual YTD Closing Name Opening Balance Earned Earned (+) (+) (-) (-) Reference Balance Balance $ $ $ $ $ $ $ $ $ Leave Reserve 56,649 1,017 0 0 0 0 0 57,666 56,649 Plant Replacement Reserve 271,096 4,866 0 0 0 (54,000) 0 221,962 271,096 Computer Reserve 8,197 147 0 0 0 0 0 8,345 8,197 Staff Housing Reserve 167,221 3,001 0 0 0 (99,395) 0 70,827 167,221 Joint Venture Housing Reserve 115,690 2,076 0 0 0 0 0 117,766 115,690 Local Group Interest Free Loan Reserve 15,484 278 0 0 0 0 0 15,762 15,484 Local Achievement Reserve 2,552 46 0 0 0 0 0 2,598 2,552 Refuse Site Reserve 92,378 1,658 0 0 0 0 0 94,036 92,378 Swimming Pool Reserve 79,486 1,427 0 0 0 0 0 80,913 79,486 Caravan Park Reserve 7,832 118 0 0 0 0 0 7,949 7,832 Cvp Village Maintenance Reserve 48,803 899 0 0 0 0 0 49,702 48,803 Airstrip Development Reserve 2,856 51 0 0 0 0 0 2,907 2,856 Water Harvesting Control Reserve 38,248 686 0 0 0 (38,104) 0 830 38,248 Vocal History Reserve 7,152 128 0 0 0 0 0 7,280 7,152 Water Supply Reserve 17,455 313 0 0 0 0 0 17,768 17,455 Community Bus & Maintenance Reserve 17,206 309 0 0 0 (16,000) 0 1,515 17,206 Road Reserve 9,873 175 0 0 0 0 0 10,048 9,873 Gravel Pit Rehab Reserve 18,060 326 0 0 0 0 0 18,386 18,060 Community Amenities Reserve 23,874 429 0 0 0 0 0 24,302 23,874 Sport & Recreation Amenities Reserve 2,595 1,841 0 0 0 0 0 4,436 2,595 Mt Gibson Infrastructure Reserve 285,509 3,708 0 100,000 0 (280,000) 0 109,217 285,509 Early Childhood Centre Reserve 913,403 0 0 0 0 (913,403) 0 0 913,403 Business Incubator Reserve 158,618 0 0 0 0 (158,618) 0 0 158,618 2,360,236 23,500 0 100,000 0 (1,559,520) 0 924,216 2,360,236

Note 7 - Year To Date Reserve Balance to End of Year Estimate Current Budget Closing Balance

1,000 Actual YTD Closing Balance 950 900 850

Thousands 800 750 700 650 600 550 500 450 400 350 300 250 200 150 100 50 0

23 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014 Note 8 CAPITAL DISPOSALS

Current Budget Actual YTD Profit/(Loss) of Asset Disposal YTD 31 07 2014

Disposals Amended Annual Profit Budget Cost Accum Depr Proceeds (Loss) Profit/(Loss) Actual Profit/(Loss) Variance Comments $ $ $ $ $ $ $ Plant and Equipment 0 PE153- Light Truck 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0

Comments - Capital Disposal/Replacements

24 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 9: RATING INFORMATION Rate in Number Rateable Rate Interim Back Total Current Budget Current Budget Current Budget Current Budget $ of Value Revenue Rates Rates Revenue Rate Interim Back Total Properties $ $ $ $ $ Revenue Rate Rate Revenue RATE TYPE $ $ $ $ Differential General Rate UV Rural 1.8875 267 83,322,880 1,572,720 0 1,572,720 1,572,719 0 0 1,572,719 UV Mining 33.3118 80 1,967,154 655,294 0 655,294 655,294 0 0 655,294 GRV Townsites 7.4568 104 1,084,896 80,899 0 80,899 80,899 0 0 80,899 GRV Mining 7.4568 2 6,435,000 480,145 0 480,145 479,845 0 0 479,845 Sub-Totals 453 92,809,930 2,789,058 0 0 2,789,058 2,788,757 0 0 2,788,757 Minimum Minimum Payment $ UV Rural 300.00 9 54,400 2,700 2,700 2,700 0 0 2,700 UV Mining 395.00 44 22,620 17,380 17,380 17,380 0 0 17,380 GRV Townsites 300.00 35 34,378 7,182 7,182 10,500 0 0 10,500 GRV Mining 300.00 1 0 0 0 300 0 0 300 Sub-Totals 89 111,398 27,262 0 0 27,262 30,880 0 0 30,880 2,816,320 2,819,637 Discounts (3,756) (219,085) Concession 0 (3,318) Amount from General Rates 2,812,564 2,597,234 Ex-Gratia Rates 0 11,194 Specified Area Rates 0 0 Totals 2,812,564 2,608,428

Comments - Rating Information

25 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

10. INFORMATION ON BORROWINGS (a) Debenture Repayments

Principal New Principal Principal Interest 1-Jul-13 Loans Repayments Outstanding Repayments Current Current Current Particulars Actual Budget Actual Budget Actual Budget $ $ $ $ $ $

Loan 94 Industrial Land 34,169 0 7,637 34,169 26,532 0 2,424

Loan 96 CHA Housing 131,110 0 9,649 131,110 121,462 0 8,419

Loan 97 Flat Pack Housing 183,744 0 19,425 183,744 164,319 0 8,499

Loan 98 Subdivision John Street 325,537 7048.48 14,343 318,488 311,194 11,465 22,685

Loan 99 Aquatic Centre 389,349 0 61,582 389,349 327,767 0 23,147

Loan 100 Aquatic Centre 292,640 0 30,791 292,640 261,849 0 13,908

Loan 101 2x Duplex Housing 208,800 0 22,074 208,800 186,726 0 9,657

Loan 102 Perenjori Early Childhood Centre 0 0 0 0 0 0

Loan 103 Caron's Dam Roof 0 0 0 0 0 0

1,565,349 0 7,048 165,501 1,558,301 1,399,848 11,465 88,739

All debenture repayments were financed by general purpose revenue.

(b) New Debentures

No new debentures were raised during the reporting period.

26 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014 Note 11: GRANTS AND CONTRIBUTIONS

Program/Details Grant Provider Approval 2014-15 Variations Operating Capital Recoup Status GL Current Additions Received Not Received Budget (Deletions) (Y/N) $ $ $ $ $ $ GENERAL PURPOSE FUNDING 03300 Grants Commission Grant 30 Dept Local Government Y 1,016,681 0 1,016,681 0 0 1,016,681 03301 Untied Road Grant 30 Dept Local Government Y 815,106 0 815,106 0 0 815,106

GOVERNANCE 04315 Grant Income - Trainee 30 Y 1,200 0 1,200 0 0 1,200 04312 Vehicle Contributions 33 Y 2,028 0 2,028 0 240 1,788 04305 Walga Advertising Rebate 33 WALGA Y 2,500 0 2,500 0 0 2,500

LAW, ORDER, PUBLIC SAFETY 05106 Fesa Grant - Capital 32 FESA 25,000 0 0 25,000 0 0 05100 Fesa Operating Grant 30 FESA Y 19,000 0 19,000 0 0 19,000 05107 Grant - Mt Gibson 32 Mt Gibson 10,000 0 0 10,000 0 0

EDUCATION 08424 Early Childhood Centre - Grant Income - Clgf Individual 32 Clgf Individual Y 105,000 0 0 105,000 0 0 08422 Early Childhood Centre - Grant Income - Karara 32 Karara Mining Y 50,000 0 0 50,000 0 0 08425 Early Childhood Centre - Grant Income - Lotterywest 32 Lotterywest Y 300,000 0 0 300,000 0 0 08420 Early Childhood Centre - Grant Income - Midwest Investment32 PlanMidwest Investment Y 25,000 0 0 25,000 0 0 08551 Grant - Youth Activities 30 Gunduwa Regional Conservation Y 22,500 0 22,500 0 10,000 12,500

HOUSING 09308 Housing Grant - Flat Pack House 2 32 Mid West Development Comm Y 17,000 0 0 17,000 0 0

COMMUNITY AMENITIES 10508 Grant Income - Community Bus 32 50,000 0 0 50,000 0 0

RECREATION AND CULTURE 11823 Blues For The Bush Event Incomes 30 108,500 0 108,500 0 2,000 106,500 11300 Govt Grant - Swimming Pool 30 Dept Local Government Y 3,000 0 3,000 0 0 3,000 11902 Grant - Lotterywest (Museum Restoration) 30 Lotterywest Y 35,000 0 35,000 0 0 35,000 11519 Grant Income - Dsr -Club Development Officer 30 30,000 0 30,000 0 0 30,000 11518 Grant Income - Latham Bowling Green - Clgf Local 32 Clfg Local Y 122,000 0 0 122,000 0 0

TRANSPORT 12304 Black Spot Funding 32 Main Roads Y 130,367 0 0 130,367 26,227 104,140 12300 Direct Grant 30 Main Roads Y 164,200 0 164,200 0 164,200 (1) 12302 Mrd Street Lighting Subsidy 30 Main Roads Y 1,871 0 1,871 0 0 1,871 12753 Mrwa Service Agreement Income - Abc 33 Main Roads Y 41,172 0 41,172 0 3,431 37,741

27 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014 Note 11: GRANTS AND CONTRIBUTIONS

Program/Details Grant Provider Approval 2014-15 Variations Operating Capital Recoup Status GL Current Additions Received Not Received Budget (Deletions) (Y/N) $ $ $ $ $ $ 12751 Mrwa Service Agreement Income - General 33 Main Roads Y 340,000 0 340,000 0 21,831 318,169 12315 Mt Gibson Infrastructure Fund - Depot Office 32 Mt Gibson Y 50,000 0 0 50,000 0 0 12314 Mt Gibson Infrastructure Fund Grant - Road Infrastructure 30 Mt Gibson Y 100,000 0 100,000 0 0 100,000 12301 Regional Road Group Funding 32 Main Roads Y 556,001 0 0 556,001 0 0 12303 Roads To Recovery Funding - No Gst 32 Dept of Inf and Transport Y 363,163 0 0 363,163 244,640 (244,640)

ECONOMIC SERVICES 13914 Grant Income - Telecommunications Tower - Clgf 32 Clgf 150,000 0 0 150,000 0 0 13189 Mt Gibson Infrastructure Fund - Caravan Park Infs 32 Mt Gibson Y 50,000 0 0 50,000 0 0

OTHER PROPERTY & SERVICES 14502 Community Bus Hire 33 Y 500 0 500 0 0 500 14700 Fuel Rebates 33 Y 11,865 0 11,865 0 0 11,865 14503 Hacc - Bus Maintenance Contribution 33 Hacc Y 8,000 0 8,000 0 667 7,333 14504 Reimbursements - Good Insurance 33 WALGA Y 4,788 0 4,788 0 0 4,788 14950 Reimbursements Income 33 Y 100,000 0 100,000 0 0 100,000

TOTALS 4,831,441 0 2,827,911 2,003,531 473,235 2,485,042

28 SHIRE OF SOMEWHERE NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 12: TRUST FUND

Funds held at balance date over which the Shire has no control and which are not included in this statement are as follows:

Opening Closing Balance Amount Amount Balance Description 1 Jul 14 Received Paid 31-Jul-14 $ $ $ $ BCITF Levy 1,100 0 0 1,100 BRB Levy 1,031 536 0 1,566 Bus Bonds 1,200 0 0 1,200 Hall Bonds 1,400 0 (150) 1,250 Housing Bonds 5,553 0 (530) 5,023 Nomination Bonds 0 0 0 0 Yarra Yarra Regional Council 34,702 0 0 34,702 Other Bonds 40,038 200 (100) 40,138 Mt Gibson Public Benefit Fund 75,918 75,918 0 151,836

160,941 76,653 (780) 236,814

Comments - Trust The Trust fund has an imbalance of $40.5- this is currently being reveiwed.

29 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Note 13: CAPITAL ACQUISITIONS Level of Completion Indicators 0%  40%  80%  20%  60%  100%  YTD 31 03 2014 Level of Completion Current Annual Current YTD Variance YTD Actual Indicator Infrastructure Assets Budget Budget YTD Actual (Under)/Over (Renewal Exp) Strategic Reference / Comment BUILDINGS Governance

 Capital - Admin Building 04258 12,000 0 0 0 0  Governance Total 12,000 0 0 0 0

Law, Order And Public Safety  Latham Firestation/Ambulance Shed 05150 50,000 0 0 0 0  Land & Buildings - Dog & Cat Pound 05350 2,000 0 1,620 1,620 1,620 Plumbing left to be done  Law, Order And Public Safety Total 52,000 0 1,620 1,620 1,620

Health  Capital - Medical Centre Building 07250 23,850 1,986 0 (1,986) 0  Health Total 23,850 1,986 0 (1,986) 0

Education & Welfare  Early Childhood Centre - Buildings 08450 1,751,816 145,984 181,618 35,634  Education & Welfare Total 1,751,816 145,984 181,618 35,634 0

Housing  Housing Project 2013 (Clgf Staff Housing - 2 Units) 09284 148,228 12,352 42,958 30,606  Capital - General Housing Expenditure 09286 178,273 14,855 2,716 (12,139) 2,716  Housing Total 326,501 27,207 45,673 18,466 2,716

Community Amenities

 Capital - Land 10133 150,000 0 0 0  Capital -Public Conveniences 10850 9,250 769 0 (769) 0  Community Amenities Total 159,250 769 0 (769) 0

Recreation And Culture  Perenjori Town Hall Renovations 11053 10,000 3,300 0 (3,300) 0  Capital - Perenjori Aquatic Centre Buildings 11251 8,000 0 0 0 0  Capital - Perenjori Pavillion Building 11450 30,000 0 0 0 0  Capital - Masonic Hall 11850 10,678 888 0 (888) 0  Bank Of Nsw (Museum) Restoration Expenditure 11857 35,000 2,916 0 (2,916) 0  Recreation And Culture Total 93,678 7,104 0 (7,104) 0

Transport 30 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Economic Services  Caravan Park - Buildings - Ablution Block 13190 38,894 3,240 0 (3,240) 0  Caravan Park - New Ablutions - Apron 13192 8,500 0 0 0 0  Caravan Park - Capital - Amenities 13195 10,000 0 0 0 0  Capital - Business Incubator (Russell Street Depot) 13651 320,000 26,666 14,743 (11,923) 14,743  Telecommunications Tower 13653 230,000 0 0 0 0  Economic Services Total 607,394 29,906 14,743 (15,163) 14,743

 Buildings Total 3,076,489 212,956 244,119 31,163 19,078

31 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

ROADS (NON TOWN) Transport  Solomon/Bestry Road Intersection - Road Construction 14/15 RC02 98,350 8,195 333 (7,863) 333  Warrierdar Coppermine Rd Gravel 8Km - Road Construction 14/15 RC03 212,234 17,687 0 (17,687) 0  Metcalfe Road Gravel 4.6Km - Road Construction 14/15 RC04 138,163 11,515 0 (11,515) 0  Caron Road Gravel 9Km - Road Construction 14/15 RC05 225,000 18,751 0 (18,751) 0  Sutherland Road Gravel 3Km - Road Construction 14/15 RC06 59,235 4,935 0 (4,935) 0  North Road Seal Widening 4.2Km - Road Construction 14/15 RC07 212,479 17,706 0 (17,706) 0  Griffith Rd Gravel 3Km - Road Construction 14/15 RC08 73,599 6,132 34,329 28,197 34,329 Job will be completed early Aug 14  Pj/Rothsay Rd Seal Extension 23-26Km - Road Construction 14/15 RC09 417,000 34,751 0 (34,751) 0  Pj/Rothsay Rd Seal Extension 26-29Km - Road Construction 14/15 RC10 417,000 34,751 0 (34,751) 0  Transport Total 1,853,060 154,423 34,662 (119,761) 34,662

 Roads (Non Town) Total 1,853,060 154,423 34,662 (119,761) 34,662

PARKS, OVALS, & DAM Recreation & Culture  Capital - Pj Sports Facilities Upgrade Tennis, Netball,Bowls And Golf 11459 78,235 0 0 0 0  Playground Upgrade 11484 20,000 0 0 0 0  Art Belt (Capital Works) 11856 10,000 3,300 0 (3,300) 0  Recreation & Culture Total 108,235 3,300 0 (3,300) 0

Economic Services  Caravan Park - Capital - Fencing 13191 20,500 1,707 217 (1,490)  Economic Services Total 20,500 1,707 217 (1,490) 0

Other Property & Services  Capital - Caron Dam'S Roof 14980 212,766 0 0 0  Economic Services Total 212,766 0 0 0 0  Parks, Ovals, & Dam Total 341,501 5,007 217 (4,790) 0

32 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

PLANT , EQUIP. & VEHICLES

Law, Order And Public Safety  Plant & Equipments - Others 05349 3,500 0 0 0  Cctv 05601 1,000 83 0 (83) 0  Law, Order And Public Safety Total 4,500 83 0 (83) 0

Community Amenities  Plant & Equipment - Community Bus 10451 140,000 0 0 0  Community Amenities Total 140,000 0 0 0 0

Recreation & Culture  Plant & Equipment - Others 11449 49,000 0 0 0  Recreation & Culture Total 49,000 0 0 0 0

Transport  Plant & Equipment - Tipper 12283 58,000 0 0 0 0  Plant & Equipment - Sundry 12284 3,000 0 0 0 0  Transport Total 61,000 0 0 0 0

 Plant , Equip. & Vehicles Total 254,500 83 0 (83) 0

FURNITURE & OFFICE EQUIP. TOTAL

Governance  Capital -Office Equipment 04251 4,500 0 0 0 0  Governance Total 4,500 0 0 0 0

Health  Capital - Medical Centre Equipment 07249 2,500 0 0 0 0

33 SHIRE OF PERENJORI NOTES TO THE STATEMENT OF FINANCIAL ACTIVITY For the Period Ended 31 July 2014

Recreation & Culture  Latham Sports Club - Furniture & Equipment 11480 2,000 0 0 0 0  Capital - Gym Equipment 11815 5,000 416 0 (416) 0  Recreation & Culture Total 7,000 416 0 (416) 0

 Furniture & Office Equip. Total 14,000 416 0 (416) 0

 Capital Expenditure Total 5,539,550 372,885 278,998 (93,887) 53,739

Attachment

14082.2 1. Accounts For Payment

Ordinary Council Meeting 21st August 2014

SHIRE OF PERENJORI LOCAL GOVERNMENT ACT 1995 Accounts for Payment for the Period Ended JULY 2014

Chq/EFT Date Name Description Amount Bank EFT5913 02/07/2014 EVENTUS LAWYERS PTY LTD FORTRESS HOMES - DEED OF SETTLEMENT PAYMENT $ 6,500.00 M EFT5917 08/07/2014 BL & MJ THORNTON PERENJORI WASTE REMOVAL JUNE 14 $ 3,253.14 M EFT5918 08/07/2014 BPH (WA) PTY LTD GRIFFITHS ROAD - GRAVEL CARTING/CAMAC ROAD - TIPPER $ 189,992.00 M & LOADER HIRE / SYSON RD - CARTING EFT5919 08/07/2014 CLEANPAK SOLUTIONS CLEANING EQUIPMENT $ 699.01 M EFT5920 08/07/2014 COATES HIRE OPERATIONS PTY LTD HIRE OF MINI EXCAVATOR, BUCKET & TRAILER $ 649.11 M EFT5921 08/07/2014 FLETCHER COMMUNICATIONS FM TOWER RADIO TRANSMITTER - CHECK AND FIX $ 1,689.15 M EFT5922 08/07/2014 HOPPYS PARTS R US TOOL REPLACEMENT - DEPOT $ 70.09 M EFT5923 08/07/2014 JASON SIGNMAKERS VARIOUS ROAD SIGNS $ 5,725.50 M EFT5924 08/07/2014 KOOLA ENTERPRISES PTY LTD ATF CBMA SHIRE HOUSES & KENNELS - CONNECT HOT WATER SYSTEMS $ 1,964.60 M TRUST AND WATER EFT5925 08/07/2014 LEOPOLD CONTRACTING CONTRACT MNTCE GRADING OF SHIRE OF PERENJORI ROADS $ 21,824.00 M

EFT5926 08/07/2014 MARKET CREATIONS STATIONARY - ENVELOPES & BUSINESS CARDS $ 1,793.00 M EFT5927 08/07/2014 RESIDENTIAL & RURAL SERVICES FENCING ON HOUSES AND CRC $ 1,700.00 M EFT5928 08/07/2014 SKELETON GAMBLERS BLUES FOR THE BUSH - SPONSORSHIP PROSPECTUS $ 1,940.00 M EFT5929 08/07/2014 STAPLES AUSTRALIA PTY LTD CLEANING PRODUCTS & OFFICE SUPPLIES $ 1,041.55 M EFT5930 08/07/2014 STATE LIBRARY OF WA LIBRARY - BOOK REPLACEMENT $ 12.10 M EFT5931 08/07/2014 WEST MECH PTY LTD T/AS PERENJORI MOTOR PJ1558 - INSPECT GRADER $ 457.60 M TORQUE EFT5932 10/07/2014 GERALDTON FUEL CO FUEL CARD PURCHASES FOR MONTH ENDED 30 JUNE 14 $ 16,478.02 M

EFT5933 10/07/2014 MINGENEW FABRICATORS BUSINESS INCUBATOR - STEEL COLUMNS $ 11,764.50 M EFT5934 18/07/2014 AUSSIE PLASTERBOARD BUSINESS INCUBATOR - PLASTERBOARD $ 15,481.81 M EFT5935 22/07/2014 BOC LIMITED MEDICAL CENTRE - OXYGEN $ 354.11 M EFT5936 22/07/2014 CHRIS ANTILL PLANNING & URBAN DESIGN PERENJORI REVILTALISATION PROJECT - STAGE TWO $ 17,050.00 M CONSULTANT EFT5937 22/07/2014 COBRA EARTHMOVING AND CONSTRUCTION SYSON RD GRADING - HIRE OF MULTIROLLER $ 4,611.57 M MACHINERY PTY LTD EFT5938 22/07/2014 F L COSTELLO & CO CARAVAN PARK - COMMERCIAL WASHER $ 1,980.00 M EFT5939 22/07/2014 FINER IMAGES LOCAL PLANNING SCHEME NO 2 - 2 PRINTS A1 SIZE AND $ 83.60 M LAMINATED EFT5940 22/07/2014 GREENFIELD TECHNICAL SERVICES ENGINEERING CONSULTANT - MARCH TO MAY 14 $ 841.50 M EFT5941 22/07/2014 JENNA DIMITRIJEVIC YOUNG LEADERS - FUEL & PERSONAL WAGES $ 900.00 M EFT5942 22/07/2014 KOOLA ENTERPRISES PTY LTD ATF CBMA PUBLIC TOILETS - BLOCKED TOILET $ 242.00 M TRUST EFT5943 22/07/2014 LANDMARK OPERATIONS LIMITED CARAVAN PARK - WEEDMASTER $ 879.36 M EFT5944 22/07/2014 LEOPOLD CONTRACTING GRADING OF ACCESS ROADS TO KARARA IRON ORE PROJECT $ 19,038.42 M

EFT5945 22/07/2014 MARKET CREATIONS MID WEST DIRECTORY - SHIRE PAGES $ 781.00 M EFT5946 22/07/2014 MID WEST CHAMBER OF COMMERCE AND MWCCI - ANNUAL MEMBERSHIP 14/15 $ 615.00 M INDUSTRY EFT5947 22/07/2014 MIDWEST QUARRIES STOCK - 100.59T 7MM & 50.19T 10MM AGGREGATE $ 5,999.08 M EFT5948 22/07/2014 MIDWEST TRANSPORTABLES CARAVAN PARK - RENTAL RETURN FOR 24 UNITS $ 30,882.39 M EFT5949 22/07/2014 NORDIC HOMES PTY LTD 1 X 2 HOME - MILESTONE 5 $ 42,957.62 M EFT5950 22/07/2014 PERENJORI AGRICULTURAL SOCIETY 2014 PERENJORI AGRICULTURAL SOCIETY - GOLD $ 5,000.00 M PARTNERSHIP EFT5951 22/07/2014 PERENJORI IGA X - PRESS PERENJORI IGA - JUNE ACCOUNT $ 503.98 M EFT5952 22/07/2014 RJ & LJ KING PJ1599 - TYRES AND BATTERIES $ 3,163.16 M EFT5953 22/07/2014 SPLASH ALLEY UNIFORMS - MENS SHIRT $ 72.19 M EFT5954 22/07/2014 TOLL IPEC PTY LTD FREIGHT - DEPOT PRODUCTS $ 132.57 M EFT5955 22/07/2014 WESTRAC PTY LTD CAPITAL - 1 X 2013 CATERPILLAR 226B3AC SKID STEER $ 50,701.95 M EFT5956 24/07/2014 AGRI SERVICES PERENJORI EQUIPMENT MAINTENANCE - REPELLANT, BATTERIES, HAT, $ 1,484.25 M SUNCREAN EFT5957 24/07/2014 AMPLIFY FB BLUES FOR THE BUSH - FACEBOOK ADVERTISING $ 140.00 M EFT5958 24/07/2014 BOC LIMITED DEPOT - GAS $ 96.24 M EFT5959 24/07/2014 BPH (WA) PTY LTD SYSON RD - MACHINERY HIRE/WARRIDAR COPPERMINE RD - $ 133,328.25 M TIPPER HIRE/KARARA MINING - HIRE SEMI WATER CART/GRIFFITH RD EFT5960 24/07/2014 BUNNINGS WAREHOUSE CARAVAN PARK -TOOLS AND MATERIALS $ 2,139.82 M EFT5961 24/07/2014 CIVIC LEGAL FORTRESS HOME V SHIRE OF PERENJORI - LEGAL FEES $ 5,810.86 M EFT5962 24/07/2014 CJD EQUIPMENT PJ1558 - LABOUR & MISCELLANEOUS $ 1,820.50 M EFT5963 24/07/2014 DOWNER EDI WORKS PTY LTD 10T 7MM COLDMIX $ 2,090.00 M EFT5964 24/07/2014 FIRE & SAFETY WA FIRE BRIGADE - BOOTS $ 1,488.48 M EFT5965 24/07/2014 FREMANTLE PRESS CENTENARY BOOK - 50% DEPOSIT ON SOUND OF THE $ 19,415.00 M COCKIES"" EFT5966 24/07/2014 GALVINS PLUMBING SUPPLIES PAVILLION - BUSH HEX RED $ 64.88 M EFT5967 24/07/2014 GERALDTON HYDRAULICS PJ1535 - REPAIRS AND NEW/EXTRA PARTS $ 1,162.87 M EFT5968 24/07/2014 GH COUNTRY COURIER PJ1535 - FREIGHT FROM GERALDTON HYDRAULICS $ 68.99 M EFT5969 24/07/2014 JARAM FLEET EQUIPMENT PLANT EQUIPMENT - MAXI RACK $ 1,845.36 M EFT5970 24/07/2014 JR & A HERSEY PTY LTD PJ1599 - PLANT REPLAIRS $ 291.83 M EFT5971 24/07/2014 LANDGATE - VALUATIONS MINING TENEMENTS CHARGEABLE $ 56.80 M

1/3 SHIRE OF PERENJORI LOCAL GOVERNMENT ACT 1995 Accounts for Payment for the Period Ended JULY 2014

EFT5972 24/07/2014 LEFT OF CENTRE CONCEPTS & EVENTS PTY BLUES FOR THE BUSH - PROJECT MANAGEMENT $ 4,849.90 M LTD EFT5973 24/07/2014 MCINTOSH & SONS HOLLAND TRACTOR - LABOUR AND PARTS $ 1,993.94 M EFT5974 24/07/2014 MITCHELL & BROWN PAVILLION - OVEN AND MICROWAVE $ 2,959.00 M EFT5975 24/07/2014 MOORA EMBROIDERY STAFF UNIFORMS - EMBROIDERY OF LOGO $ 202.75 M EFT5976 24/07/2014 MORAWA CRC BLUES IN THE BUSH FULL PAGE ADVERT IN MORAWA SCENE $ 150.00 M

EFT5977 24/07/2014 MULTIPLE TRADES AND MAINTENANCE CARAVAN PARK - TESTING AND TAGGING $ 788.15 M EFT5978 24/07/2014 PEACHES & CLEAN BLUES FOR THE BUSH - WORKSHOP DEPOSIT $ 1,430.00 M EFT5979 24/07/2014 PURCHER INTERNATIONAL PTY LTD PJ1565 - FREIGHT $ 19.80 M EFT5980 24/07/2014 SHIRE OF MORAWA MEDICAL CENTRE REIM 13/14 $ 1,242.87 M EFT5981 24/07/2014 SHIRE OF THREE SPRINGS SHARED COMMUNITY EMERGENCY SERVICES MANAGER- RICK $ 100.00 M RYAN EFT5982 24/07/2014 STAPLES AUSTRALIA PTY LTD CARAVAN PARK - POWDERED GLOVES $ 17.42 M EFT5983 24/07/2014 TRU-LINE EXCAVATIONS & PLUMBING PERENJORI ROTHSAY INTERSECTION - BLACKSPOT $ 33,141.90 M EFT5984 24/07/2014 ULLRICH ALUMINIUM CARAVAN PARK - FENCING $ 238.66 M EFT5985 24/07/2014 WESTERN AUSTRALIAN LOCAL GOVERNMENT CR P WATERHOUSE - SHORT COURSE BOOKING $ 15.56 M ASSOCIATION EFT5986 31/07/2014 WA SUPER Superannuation contributions $ 21,380.21 M EFT5987 31/07/2014 AUSTRALIAN SERVICES UNION Payroll deductions $ 225.90 M EFT5988 31/07/2014 CATHOLIC SUPER FUND Superannuation contributions $ 181.69 M EFT5989 31/07/2014 SUPERWRAP Superannuation contributions $ 54.15 M EFT5990 31/07/2014 WESTPAC SUPERANNUATION & RETIEMENT Superannuation contributions $ 328.83 M SERVICES EFT5991 31/07/2014 WESTSCHEME DIVISION/AUSTALIAN SUPER Superannuation contributions $ 172.74 M

EFT5992 31/07/2014 MARK HAMMERLING T416 - GYM BOND REFUND $ 100.00 T EFT5993 31/07/2014 RUTH BATEMAN T453 - GYM BOND REFUND $ 100.00 T EFT5994 31/07/2014 AUSTRALIA POST AUSTRALIA POST - JUNE ACCOUNT $ 119.73 M EFT5995 31/07/2014 BLUEHILL COURIERS COURIER - GERALDTON TO PERENJORI $ 356.40 M EFT5996 31/07/2014 BUNNINGS WAREHOUSE 73 RUSSELL ST - ROOFING MATERIALS $ 1,652.90 M EFT5997 31/07/2014 DISCOUNT DOMAIN NAME SERVICES PTY LTD WEBSITE MAINTENANCE - PERENJORI & LATHAM $ 90.00 M

EFT5998 31/07/2014 GERALDTON LOCK AND KEY SPECIALISTS CRC, FIRE STATION - KEY TOUCH PADS $ 550.00 M EFT5999 31/07/2014 GLASS CO CLEAR QUALITY 29 LIVINGSTONE STREET - REPLACE WINDOW GLASS $ 129.50 M EFT6000 31/07/2014 GLOBE PEST SOLUTIONS MOSQUITO CONTROL - PUMP, BRUSH, KIT $ 236.50 M EFT6001 31/07/2014 IT VISION SYNERGY SOFT - RENEW & LICENCE FEES $ 28,626.40 M EFT6002 31/07/2014 JASON SIGNMAKERS WASTE ONLY SIGNS, RURAL PLATE NUMBERS $ 580.80 M EFT6003 31/07/2014 KOOLA ENTERPRISES PTY LTD ATF CBMA REPAIR OF LEAKING TAPS/SHOWER TAPS $ 523.60 M TRUST EFT6004 31/07/2014 LANDMARK OPERATIONS LIMITED FRIDGE BASE $ 121.00 M EFT6005 31/07/2014 MCDONALDS WHOLESALERS COUNCIL REFRESHMENTS AND CLEANING $ 276.35 M EFT6006 31/07/2014 MICK LUNDIE BITUTEK PERENJORI ROTHSAY RD AND WUBIN MULLEWA RD SEALING $ 18,250.10 M

EFT6007 31/07/2014 MK BROWN 73 RUSSELL ST - MAINTENANCE $ 1,680.00 M EFT6008 31/07/2014 PRECISION LASER SYSTEM PJ1599 - LASER TEST BATTERY $ 149.60 M EFT6009 31/07/2014 SHIRE OF THREE SPRINGS SHIRE OF THREE SPRINGS - SHARED COMMUNITY $ 3,946.22 M EMERGENCY SERVICES EFT6010 31/07/2014 SPOTLIGHT PTY LTD ECO HOUSE 1 & 2 - SHEETS $ 53.98 M EFT6011 31/07/2014 STAPLES AUSTRALIA PTY LTD METER CHARGES 20/05 - 20/06 $ 1,386.35 M EFT6012 31/07/2014 TOLL IPEC PTY LTD TOLL COURIER - FREIGHT $ 95.61 M EFT6013 31/07/2014 WCC ELECTRICAL & AIR CONDITIONING DEPOT - INSTALL OVERIDE SWITCH $ 5,438.21 M EFT6014 31/07/2014 WESTRAC PTY LTD PJ1585 - PLANT REPAIRS MATERIALS $ 162.69 M EFT6015 01/07/2014 ALLEASING PTY LTD LANIER MPC5000 PHOTOCOPIER LEASE 01 JULY TO 30 SEP 14 $ 1,381.81 M

EFT6016 15/07/2014 SG FLEET AUSTRALIA PTY LIMITED JET PATCHER = LEASE JULY 14 $ 14,489.52 M EFT6017 21/07/2014 WESTERN AUSTRALIAN TREASURY LOAN NO. 98 FIXED COMPONENT - JOHN STREET $ 18,513.86 M CORPORATION SUBDIVISION 868 07/07/2014 MIGHTY MENS CONFERENCE AUSTRALIA T467 LATHAM COMMUNITY CENTRE BOND REFUND $ 150.00 T 869 07/07/2014 BOND ADMINISTRATOR T20 - GELLATLY 160 JOHN ST BOND TRANSFER $ 530.00 T 19002 01/07/2014 DAIMLER TRUCKS PERTH SUPPLY 1 FUSO CANTER 515 $ 25,047.00 M 19003 07/07/2014 SHIRE OF PERENJORI - CHQ Payroll deductions $ 50.00 M 19004 07/07/2014 SYNERGY FM TOWER - ELECTRICITY 05 APR TO 19 JUN 14 $ 1,376.35 M 19005 07/07/2014 TELSTRA CORPORATION TELSTRA - USAGE CHARGES TO THE 15 JUN 14 $ 3,442.47 M 19006 22/07/2014 SHIRE OF PERENJORI - CHQ Payroll deductions $ 140.00 M 19007 22/07/2014 SYNERGY STREETLIGHTS - 25MAY - 24JUN $ 1,995.95 M 19008 31/07/2014 ASGARD SUPER Superannuation contributions $ 708.42 M 19009 31/07/2014 AUSTRALIAN SUPER Superannuation contributions $ 1,400.89 M 19010 31/07/2014 GESB Superannuation contributions $ 62.09 M 19011 31/07/2014 HOST PLUS SUPER Superannuation contributions $ 699.97 M 19012 31/07/2014 REST INDUSTRY SUPERANNUATION Superannuation contributions $ 2,293.33 M 19013 31/07/2014 SHIRE OF PERENJORI - CHQ Payroll deductions $ 130.00 M 19014 31/07/2014 FRANK GILMOUR PEST CONTROL 29 LIVINGSTONE ST - TREAT FOR COCKROACHES $ 330.00 M

2/3 SHIRE OF PERENJORI LOCAL GOVERNMENT ACT 1995 Accounts for Payment for the Period Ended JULY 2014

19015 31/07/2014 GILMOUR EARTHMOVING PTY LTD WARRIDAR - COPPERMINE RD - ROAD CLEARING, RUBBISH $ 25,976.50 M TIP, GRAVEL STOCKPILE 19016 31/07/2014 MORAWA ROADHOUSE YOUNG LEADERS - SANDWICHE $ 165.00 M 19017 31/07/2014 PERENJORI & DISTRICTS TOURIST CENTRE & CARAVAN PARK - EVERLASTING SEEDS $ 40.00 M PIONEER MUSEUM 19018 31/07/2014 PERENJORI CWA REVITALISATION PROJECT - CATERING $ 262.50 M 19019 31/07/2014 PERENJORI HOTEL JULY COUNCIL LUNCH 18/7/14 $ 1,137.00 M 19020 31/07/2014 PERENJORI VOLUNTEER BUSH FIRE BRIGADE BLUES FOR THE BUSH 2013 - SERVICES $ 725.00 M

19021 31/07/2014 TELSTRA CORPORATION TELSTRA CHARGES TO 15 JULY 2014 $ 3,439.27 M 40714 04/07/2014 WESTNET WESTNET CHARGES $ 249.85 M 300714 14/07/2014 BANKWEST PERIODICAL PAYMENT TO MASTERCARD $ 12,604.95 M 300714 31/07/2014 BANKWEST BANK FEES $ 183.98 M SUM $ 892,773.93

3/3

Attachment

14082.5 1. Income and Expenditure Statement

Ordinary Council Meeting 21st August 2014

CARAVAN PARK BUSINESS UNIT BUDGETED 2014-2015

ACTUAL REVISED BUDGETED BUDGETED BUDGETED L/YEAR 30/06/2015 30/06/2015 30/06/2015 30/06/2014

Details CVP CVP Village Total CVP Village CVP CVP Village Total INCOMES: 13150 CARAVAN PARK FEES Customers: -Others $109,920 $109,920 $105,007 $105,007 -Maca (Chalets 1-4) $38,400 $38,400 $95,525 $95,525

13185 CARAVAN PARK VILLAGE ACCOMMODATION FEES Customers: -Others $70,699 $70,699 $70,699 $33,482 $33,482 -Maca (AV - 24 Units - July to Sept 14) $121,176 $121,176 $121,176 $244,368 $244,368 $148,320 $191,875 $340,196 $191,875 $200,532 $277,849 $478,381

EXPENSES: VARIABLE COSTS 13108 CVP CLEANING ($62,959) ($62,959) ($47,106) ($47,106) 13175 CVP VILLAGE CLEANING COSTS ($53,256) ($53,256) ($37,778) ($34,959) ($34,959)

13102 CARAVAN PARK MAINTENANCE EXPENSE 13102 - Water 250 ($14,000) ($14,000) ($12,759) ($12,759) 13102 -Telephone 251 ($600) ($600) $0 $0 13102 -Electricity 252 ($15,000) ($15,000) ($12,478) ($12,478) 13102 -Gas 253 ($450) ($450) ($406) ($406)

13172 CARAVAN PARK VILLAGE MAINTENANCE EXPENSE 13172 - Water 250 ($3,000) ($3,000) $0 $0 13172 - Electricity 252 ($11,219) ($11,219) ($11,219) ($12,892) ($12,892) - Maintenance Cost - Inhouse ($5,277) ($5,277) ($5,277) ($3,483) ($3,483) 13172 - Maintenance Cost - Subcontractors 240 $0 $0 $0 ($3,075) ($3,075)

13103 CARAVAN PARK BUILDING EXPENSE 13103 -Telephone 251 $0 $0 ($243) ($243) 13103 -Electricity 252 $0 $0 $0 $0 13103 -Gas 253 $0 $0 $0 $0

13173 MIDWEST TRANSPORTABLES COMMISSION EXPENSE ($163,094) ($163,094) ($125,208) ($227,899) ($227,899) ($93,009) ($235,847) ($325,856) ($182,483) ($72,993) ($282,308) ($355,301)

CONTRIBUTION $55,311 ($43,971) $14,340 $9,393 $127,540 ($4,459) $123,081

FIXED COST 13176 CVP VILLAGE INSURANCE ($2,200) ($2,200) ($2,200) ($2,143) ($2,143) 13170 CARAVAN PARK VILLAGE SALARIES ($5,000) ($5,000) ($5,000) ($5,006) ($5,006) 13171 CARAVAN PARK VILLAGE SUPERANNUATION ($475) ($475) ($475) ($5,770) ($5,770) 13100 CARAVAN PARK SALARIES ($74,620) ($74,620) ($77,600) 13101 CARAVAN PARK SUPERANNUATION ($5,700) ($5,700) ($6,085) 13102 CARAVAN PARK MAINTENANCE EXPENSE Maintenance & Insurance: - Maintenance Cost - Inhouse ($21,109) ($21,109) ($16,590) ($16,590) 13102 - Maintenance Cost - Subcontractors 240 ($25,891) ($25,891) ($30,668) ($30,668) 13102 - Accommodation Amenities 254 $0 $0 ($7,911) ($7,911) 13102 - Insurance 264 ($1,300) ($1,300) ($1,256) ($1,256) 13103 CARAVAN PARK BUILDING EXPENSE 13103 - Maintenance Cost - Subcontractors ($3,500) ($3,500) ($3,272) ($3,272) 13103 - Insurance 264 ($1,500) ($1,500) ($1,449) ($1,449) 13399 ADMINISTRATION ALLOCATED ($4,006) ($5,183) ($9,189) ($5,183) ($3,945) ($5,466) ($9,411) ($137,627) ($12,858) ($150,485) ($12,858) ($148,776) ($18,386) ($83,477)

PROFIT and (LOSS) ($82,315) ($56,829) ($136,145) ($3,465) ($21,237) ($22,844) $39,604

Attachment

14083.1 1. Open Day Program

Ordinary Council Meeting 21st August 2014

Blues for the Bush – Open Day Program – DRAFT

KIDS ENTERTAINMENT Start Finish Description Venue

10.00am 4.00pm Bouncy Castles Kids Entertainment Area

10.00am 4.00pm Recycled Art & Craft with the Fairies Kids Entertainment Area 10.00am 12.30pm Mural Painting with Phil Doncon Kids Entertainment Area 10.00am 11.30am Face Painting with the Fairies Kids Entertainment Area 11.00am 12 noon Kite Making Workshop Kids Entertainment Area 11.00am 1.30pm Circus Workshop with Gascoyne Circus Big Top (TBC) 12 noon 1.00pm Dragon Show Main Stage 1.30pm 3.30pm Face Painting with the Fairies Kids Entertainment Area 2.00pm 3.00pm Kite Making Workshop Kids Entertainment Area

THE GOOD LIFE Start Finish Description Venue 10..00am 4.00pm Barber Shop: Haircuts and Beard Trims (TBC) Workshop Marquee 10.00am 1.00pm Sourdough Making Demonstration Food Pavilion 10.00am 12 noon Floral Arranging - vases Workshop Marquee 10.00am 11.00am Perfume Oil Blending Workshop Workshop Marquee 11.00am 12noon Perfume Oil Blending Workshop Workshop Marquee 12 noon 12.45pm Body Scrub Making Workshop Workshop Marquee 12 noon 2.00pm Floral Arranging - bouquets Workshop Marquee 1.00pm 2.00pm Bundiyarra Workshops (TBC) Workshop Marquee 1.30pm 2.15pm Body Scrub Making Workshop Main Stage 1.30pm 2.30pm Butchery Demonstration with MLA (TBC) Food Pavilion 2.00pm 3.00pm Kite Making Workshop Kids Entertainment Area 2.00pm 4.00pm Floral Arranging - Boxes Workshop Marquee 2.30pm 4.00pm Candle Making Workshop Workshop Marquee

PERFORMANCES & POETRY Start Finish Description Venue 10.00am 11.00am Bush Poetry Main Stage 11.15am 12 noon Chipolatas Main Stage 1.00pm 1.45pm Paint Storm Performance Paint Storm Wall 1.45pm 2.15pm Bush Poetry Main Stage 2.15pm 3.30pm Chipolatas Main Stage 3.30pm 3.45pm Official Opening Address & Welcome to Country Main Stage

MUSICIAN WORKSHOPS Start Finish Description Venue Song writing Workshop – with The Yearlings & Sara 12 noon 1.00pm TBA Tindley 3.00pm 3.45pm The Story of Song – with Cara Robinson TBA

GUNDAWA Start Finish Description Venue 11.00am 11.30pm Gundawa Regional Association Business Plan Launch Red Tent (TBC) 11.30am 12.50pm Project Presentations Red Tent (TBC) 12.50pm 2.00pm Guest Speakers Red Tent (TBC) 2.00pm 3.15pm Panel Discussion Red Tent (TBC)

FOOD AND DRINK Start Finish Description Venue 10.00am Late Mojito Cantina - Mexican Fare Food Area 10.00am Late Passenger Platform - Gourmet Burgers & Cool Drinks Food Area 10.00am Late The Healthy Wagon - Vegan & Vegetarian, coffee Food Area 10.00am 4.00pm Ice Cream/Sweeter Banana (TBA) Food Area 2.30pm 3.45pm Afternoon Bush Tea Bar Area 4.00pm Midnight Bar Bar Area

Attachment

14085.1 1. Corporate Business Plan

Ordinary Council Meeting 21st August 2014

EMBRACE OPPORTUNITY Shire of Perenjori Corporate Business Plan

2013 – 2017

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 1

Shire of Perenjori 44 Fowler Street PO Box 22 Perenjori WA 6620

P 08 9973 1002 F 08 9973 1029 E [email protected]

WA Grassroots Development P.O Box 167 Wongan Hills WA 6603

Document Management Version: 4 Status: Draft

Date: 6 June 2013

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 2

Contents

Message from the Shire President 4

Vision, Mission, Values 5

Integrated Strategic Planning 6

Priorities for Perenjori 7

Strategic Plan link to Corporate Business Plan Projects

Community Project Descriptions

Operational Risk Assessment

Internal Analysis

Resource Capability Assessment

Financial Estimates

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 3

Message from the Shire President Welcome to the Shires Corporate Business Plan

I am delighted to introduce the Shire of Perenjori’s first Corporate Business Plan.

This plan operationalises the Vision and Goals for the future of the community, and creates a framework by which the goals in the Strategic Plan can be achieved. The Corporate Business Plan sets the Strategic Direction and identifies priority areas of delivery and investment. It also identifies the operational risks for the Shire to achieve the communities vision, and identified required improvements. It provides an assessment of the resource capability of the Shire and determines the resources required to deliver on the priorities and projects. It also provides performance targets that will allow Council to provide a means of reporting to the community and our project partners.

In this Corporate Business Plan, the Shire is affirming its support for delivering on core services, as well as funding a proactive growth and development strategy. This is in direct response to the community needs expressed in the Strategic Community Plan, and will enable Perenjori to reach its target population of 1,200 people in the next 10 years.

Councillors, community, key stakeholders and senior staff have worked diligently on developing this Corporate Business Plan and ensuring it represents the views, needs and future plans of the community. I would like to take this opportunity to express our sincere appreciation for all those involved in its development.

The next 4 years will be very exciting in the Shire of Perenjori’s history and the shire and community are well placed to deliver on this exciting plan. I commend this document to you.

Councillor Chris King Shire President Shire of Perenjori 2013

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 4

Vision for the Community

Perenjori will be dynamic and innovative and build on its key industries – mining, agriculture, energy and the environment to deliver sustained growth for its communities. The community and Council will build on its resilient, adaptive and strong community spirit to create a place that people want to live, work and invest in. In every regard, Perenjori will EMBRACE OPPORTUNITY. Mission for the Shire

The Shire of Perenjori will lead and partner the community to achieve its aspirational targets for the future. The Shire will work collaboratively with the community and partners and provide open deliberative decision making that empowers the community to participate. The Shire is the community’s servant as well as its leader. Values

Entrepreneurial and Resourceful

The key value that describes Perenjori is encapsulated in this question ‘how can we help?’ Perenjori is entrepreneurial and resourceful and they like to add value and solve problems for people. They are keenly interested in making things happen without necessarily counting the benefit or how it’s distributed. They have an appetite for risk and they say yes to opportunities and then make them happen.

Resilient and adaptive

Perenjori has been a community that has faced very tough times. As a community it has a key value of learning how to respond to challenges and bouncing back from the most difficult of circumstances. It believes strongly in adapting and changing to get the best result.

Spirit and Independence

Perenjori is a community that values its independence and has a strong sense of identity. Its culture of resourcefulness and valuing hard work undoubtedly has its roots in its pioneering history and derives from the isolation and challenge to survive in a farming area that is on the edge of the pastoral zone. It also has generated the spirit of generosity and giving that creates the high levels of community spirit and volunteering.

Strength through Partnerships

Whilst valuing its independence, Perenjori is a community that also values interdependence. It actively works to partner with other Shires, Regional organisations, business and industry and all parts of Government to achieve mutual goals. The Shire recognises that it alone cannot achieve the outcomes needed for the future prosperity of the community. Working together in a united fashion creates more strength for the future.

Ethical and upfront

The Shires commitment is to honesty, integrity and accountability. It believes it should be held to account for its performance and results that it generates. It also believes that the way in which it undertakes its leadership role is important and is committed to being accountable for its commitments and honest in all its dealings. Trust is a key ingredient in relationships and Perenjori believes people will want to do business with them if they hold true to their values.

Financial Sustainability

The Shire has a core value that it must have the capacity to manage its finances in the long-term to enable the community’s expectations to be met and growth to be delivered on. It will manage its resources to create the greatest net gain and invest strategically in projects and programs that bring the greatest long term good. Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 5

Integrated Strategic Planning

The Shire of Perenjori has introduced an Integrated Strategic Planning framework that will drive all of our activity.

The framework has been developed according to the Integrated Planning and Reporting Framework and Guidelines which were released in October 2010. Section 5.56(1) of the Local Government Act 1005 requires that each local government is ‘to plan for the future of the district’, by developing plans in accordance with the regulations.

Diagram 1: Integrated Strategic Planning Framework

The framework has the following elements:

o 10 year Strategic Community Plan which outlines our vision for the future, our values and our strategic goals. This was adopted by Council in May 2013. o 4 year Corporate Business Plan (this plan) which details what we will do to implement the Strategic Community Plan. This document details the key projects and resources required to deliver on the Strategic Community Plan and details the planned project outputs/outcomes, estimated project costs, source of funds, project schedule and resource required to implement projects. The Corporate Business Plan also contains a risk assessment of the Shires financial and human resource capacity to implement the Plan over the 4 years. o An Asset Management Plan which enables the Shire to plan and manage their assets so that the communities aspirations can be reached. It is based upon ‘whole of life’ and ‘whole of organisation’ approaches and the effective identification and management of risks associated with the use of assets.

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 6

o 10 year Long-term Financial Plan which is a high level document that indicates the Shires long term financial sustainability, allows for early identification of financial issues and their longer term impacts, and shows the financial impacts of plans and strategies. o A Workforce Development Plan which will analyse the operational capacity of the Shire, contrast that to the strategic needs created by the plans, and identify the capacity, skills and knowledge gaps and how to address them. o An Annual Budget which will record the planned activity and expenditure for each year; and o An Annual Report which provides the community with a detail account of what has been achieved each year and progress made towards the Performance Targets and achievement of Corporate Business Plan.

Priorities for Perenjori

Perenjori has set a population target of 1,200 people living in the Shire. This is a significant goal and will require a focussed investment and service plan to achieve that population target. The Strategic Community Plan has laid out the five goal areas that will help the Shire to achieve this target.

Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment

Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs.

Area 2: Industry and Business Development – Our Economy

Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base.

Area 3: People and place – Our Community

Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and

services to enable people to meet their needs and achieve their potential.

Area 4: Investing in Community Capacity – Civic Leadership

Goal: Supporting community’s strong volunteering culture and supporting community leaders to grow and develop.

Area 5: Investing in Councils Capacity – Our Leadership

Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership.

Mining, Energy and Eco-Tourism have emerged as a key drivers for growth for the Shire of Perenjori, although with the existing driver Agriculture. The five goal areas allows the Shire to work with the business and general community to harness the potential of these growth drivers. The Corporate Business Plan operationalises the 5 goals to achieve 31 projects that deliver directly on the priorities in the Strategic Plan.

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 7

These Priority areas are outlined in the Table below.

Table 1: Perenjori Priorities

High Priority Medium Priority Low Priority Infrastructure 1. Telecommunications Project and Natural 2. Solar Park Power Project 9. NBN Extension Hill Assets 3. Morawa Perenjori Road upgrade project “Extend to Perenjori” 4. Local Road network maintenance project 5. Perenjori CBH Project 10. Water Pipeline Project 6. Sewerage Innovation Project 11. Perenjori Diesel Energy 7. Regional Strategic Waste Management Power Supply Project Project 8. Support Perenjori Farming Futures Group

Industry and 12. Business Support Service Business 13. Land Development project Development 14. Perenjori Business Incubator Project 15. Develop Perenjori CRC

People and 16. Perenjori Housing Company Project 19. Support North Midlands Place 17. Perenjori Early Childhood Centre Medical Practice and 18. Community Development and Learning Karara Mobile Service 20. Regional Sports Club Development Officer 21. Perenjori Sport and Recreation Plan Implementation 22. Develop an Art, Culture and Heritage Program 23. Marketing and Tourism Action Plan 24. Community Bus 25. CBD Development and infill project 26. Development and renewing of Parks, Gardens and Playgrounds 27. Perenjori Community Safety Facilities

Investing in 28. Investing in Local Leadership Community Capacity Investing in 29. Build capacity of Shire to lead, manage, 31. Implement integrated Councils develop the workforce and manage risk Strategic Planning Capacity effectively Framework

30. Develop high level ability to financially leverage Councils financial capacity Overall the Corporate Business Plan outlines 31 project areas for the Shire to achieve over the next 4 years. The projects listed are subject to funding and the annual budget. Project number does not indicate priority level, with Council required to review and adapt the projects as variables are managed and capitalized.

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 8

Strategic Plan link to Corporate Business Plan Projects

Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment

Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs.

Strategic Theme 1: Infrastructure and Natural Assets Objectives Measurement Timing Projects Partners Priority

1.1.1 Improved mobile phone % shire covered by Mobile 2014/15 Telecommunications RfR Black Spot High coverage footprint Project Program,

Extension Hill 1.1.2 Fibre connection or Data speed within PJ 40 – 2014 NBN Extension Hill NBN Co. Med equivalent technology to 100Mb/s, satellite areas 12 “Extend to Perenjori” Perenjori and outlying areas Mb/s Project

Telecommunications

1.1 1.1

1.2.1 Additional PJ town water Pipeline connected by 2017 2017 Asia Iron Water Watercorp Low supply through reticulation Pipeline Project Asia Iron

pipeline project DoW Water Water

Supply 1.2 1.2 1.3.1 Support development Power reliability greater than 2014 Perenjori Diesel Perenjori Energy Medium local power supply options 98% Energy Power Supply Edge of Grid project 1.3.2 Support development 200 Investors (govt and private) 2015 Aust Govt –

Energy MW Solar Park Power Project attracted to and invest in Solar Park Power Solar Flagships

1.3 1.3 project Project Program Abengoa MW Dev Comm 1.4.1 Morawa Perenjori double Upgrade completed 2014 Morawa Perenjori Main Roads High lane seal upgrade Road upgrade project RfR

1.4.2 Maintain Local Road Meets service level Ongoing Local Road Network Mining Med network to required standard. expectations maintenance Companies Monitor impact mining roads Government becoming local roads (120 – 130kms new road).

Transport Linkages Transport 1.4.3 Lobby to resolve Rail line Grain on rail to port achieved 2014/15 Perenjori CBH project CBH High 1.4 1.4 capacity issue Local grain receval point WA Railways Develop PJ CBH facility and site maintained access Carnamah Rd 1.5.1 Investigate sewerage Alternative proposal 2014 Sewerage Innovation Watercorp Med alternates for CBD area PJ developed and costed project RDA Mid West

Waste Waste 1.5.2 Participate in Regional Regional project is 2014/2015 Regional Strategic Shire of Med

Strategic Waste Management successfully implemented Waste Management Morawa 1.5 1.5

ProjectManagement Project Waste Authority

1.6.1 Develop environmental Centre built and 2016 Environment Centre DEC, NACC, High services and Centre to link to environmental asset attracts Uni’s,Yarra

450,000ha environmental 10 – 15k annual visitors Yarra, natural natural

asset, and develop offset Bush Heritage

– opportunities Fund, Yalgoo Perenjori Farming Shire, Yamatji

1.6.2 Develop local policy for Carbon farming enabled – 2014 Futures Group groups, and built and tree cropping/ carbon farming 100,00 has established in Rangelands, Med

Environment Environment Shire NACC

1.6 1.6

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 9

Area 2: Industry and Business Development – Our Economy

Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base.

Strategic Theme 2: Industry and Business Development Objectives Measurement Timing Projects Partners Priority 2. 1.1 Develop trade linking Trade flows result in 50% local 2014 Business Support Shire of High

service coordinated business community (annual Service Morawa

between Shire and local business survey) Mid West CCI businesses to gain business SBDC

with major developments Facilitation

2.1.2 Identify supply chains 4 new business start- 2014 Business Support High

Trade for major industries and ups/annum Service

identify gaps to develop 2.1 2.1 B2B servicing capacity in region or attract/fill gap 2.2.1 Work with CCI to Group established and running 2014 Business Support Mid West CCI High develop local business 2 projects/yr Service

group Planning for growth function in 2014 Business Support CCI, SBDC, Med 2.2.2 Develop business place Service MWDC, growth support function Enterprise Connect Farming extension projects 2013 Perenjori Farming Program Med 2.2.3 Support strong undertaken Futures Group support NEFF sustainable agricultural DAFWA

industry All service opportunities Ongoing New service businesses Local Future Business Planning Business Future capitalized by existing or new facilitated to develop business High 2.2 2.2 2.2.4 Service opportunities businesses group identified and developed (eg. Laundromat) 2.3.1 Reclaim Industrial Existing industrial blocks built 2014 Land Development Landcorp High land that has not been on project developed in agreed timeframes New park blocks available for 2015 Land Development Landcorp High 2.3.2 New Industrial park purchase Project development Sufficient affordable 2015 Land Development WAPC High accommodation is made Project 2.3.3 New Residential land available on time

Land Development Land development

2.3 2.3 New businesses establish via 2015 Land Development 2.3.4 Rezoning Residential this model Project Med Enterprise area to create opportunity to live/work on land 2.4.1 Business Incubator Business Incubator is fully 2014 Perenjori Business MWDC High established and campaign rented Incubator Project RfR to attract contractors put in place

Investment Investment Attraction 2.4 2.4

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 10

2.5.2 Create opportunity for Sufficient skilled staff sourced 2014 Business Support Private High Recruitment and Training for all local businesses and Project provider company to be based in projects Perenjori

2.5.3 Link CRC to Increase level diploma to 2014 CRC Project Reg High Universities, Durack tertiary level education Workforce Institute and private sector Development to deliver training in region Centres Private

WorkforceDevelopment 2.5.4 Work with trades People aged 15 – 21 stay in 2014 Learning and Education Sector,

2.5 2.5 training centre in Morawa community Project Durack to give young people to Institute pursue a career in trades and stay in their home town

2.6.1 New industry ideas New industry developments in 2015 Business Support Curtin Uni Med identified and pursued eg. region Project Ignition local produce, market Program gardens, eggs, linen.

2.6.2 Support Renewable Energy Development

New Industry Development Industry New

2.6 2.6

People and place – Our Community

Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities, and services to enable people to meet their needs and achieve their potential.

Strategic Theme 3: People and Place Objectives Measurement Timing Projects Partners Priority 3.1.1 NFP Housing Company 15 houses built and 2014 Perenjori Housing Dept of Housing High formed to create private/ sold/rented by 2015 Establish Company Project community investment in including key worker, aged housing care, single accom 2016

Affordable Housing Affordable

3.1 3.1

3.2.1 Support services provided Support Worker Employed, 2013 Learning and Perenjori Primary High

to young people and children – meeting funding Education Project School

School Chaplaincy Program requirements Dept Education Dept for 3.2.2 Develop PECC Perenjori Childhood Centre constructed 2014 Learning and Communities High Early Childhood Centre by 2014 Education Project Dept of Health RDL – CRC Program 3.2.3 Develop knowledge base Level of use by business, 2015 CRC hub that fosters innovation regional and general High

Education and Learning and Education (CRC) and provides all post community

secondary options for learning 3.2 3.2

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 11

3.3.1 Expand medical services GP services extended to 3 2015 North Midlands SIHI Med

through North Midlands days per week Medical Practice Karara

Medical Practice Regional Project Dept Child being

- Model Full range of allied health 2014 Protection services provided locally Regional Rural Mental Health 3.3.2 Extend allied health Full range of social service Ongoing Karara Mobile Dept of services through Karara Mobile providers to offer visiting Health Service Communities

Service and regional model services to community Share and Care Health and Well and Health Centacare 3.3 3.3 3.3.3 Lobby Govt agencies for Sexual Health social service provision Counselling

3.4.1 CBD and Retail area New retail offerings to plug 2015 CBD Development MWDC + RfR Med revitalised with Lotto Agency, leaks and Infill project SBDC Café, and infill to occur in Main Street.

TownRenewal

3.4 3.4

3.5.1 Revitalise Perenjori Hall Hall redeveloped by 2016 2016 Art, Culture and CANWA Med into performing arts venue Heritage Program Lottery West

Dept of Arts and

3.5.2 Support Art belt project Implement project annually 2014 Art, Culture and Culture Heritage Program 3.5.3 Support local Arts Event Exhibition developed by 2014 2014 CANWA, P&C, CRC

rec facilities rec to develop

3.5.4 Source Touring Movie Touring movies 6 times per 2014 Art, Culture and Facility to visit Perenjori year by 2013 Heritage Program

Dept of Sport and and sport and andsport

3.5.5 Continue to implement High level community 2014 Perenjori Sport and Recreation Ongoing Sport and Recreation Plan and satisfaction with Sport and Recreation Plan review periodically Rec facilities implementation Heritage Council

heritage 3.5.6 Continue to monitor Heritage register current 2014 Heritage program Med Heritage listings, market and Publications developed, Lotterywest promotion of heritage trail marketing trail and buildings

3.5.7 Maintain buildings to Development of maintenance Ongoing Heritage program Local Aboriginal Med heritage standards plan, sourcing of funds Groups DIA 3.5.8 Acknowledgement of Story and information Ongoing Tourism Action Plan Reconciliation Med

Lifestyle including cultural, cultural, including Lifestyle Aboriginal history in area, available in public places Australia

promoting to residents and Community Awareness 3.5 3.5 visitors. Ensure including in Tourism Action Plan.

3.6.1 Pursue Emergency calls possible from 2014 Mobile Phone Telecommunication Med telecommunications coverage all major roads Tower project retailers

on main roads for safety/ emergency purposes Rapid response to major 2013 Develop Capacity of FESA, St Johns, High 3.6.2 Develop risk management events or incidences Shire to Manage Roadwise plan for major events such as Risk Project fire All Services continue to be 2013 Ongoing

provided to community Safety and and Security Safety 3.6.3 Support FESA, St Johns 3.6 3.6 and Roadwise Committee to Develop Capacity of Schools continue services to community Feedback from community 2013 Shire to Manage Community Med Risk Project WA Police

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3.6.4 Monitor safety concerns for community and address where possible

Area 4: Investing in Community Capacity – Civic Leadership

Goal: Supporting community’s strong volunteering culture and supporting community leaders to grow and develop.

Strategic Theme 4: Civic Leadership Objectives Measurement Timing Projects Partners Priority 4.1.1 Develop a marketing New Residents package 2014 Marketing and Wildflower High program for Perenjori including: developed Tourism Program Country Perenjori Prospectus Tourism  Induction for new residents  Investment attraction project review and redeveloped  Marketing PJ to itself – Develop a Perenjori 2014 Marketing and TWA Med ‘whats great about PJ” centric document which Tourism Program Golden  Tourism Marketing Strategy presents an Action Plan Outback VC – a coordinated approach to for developing Tourism Caravan Park Tourism across all Community newsletters, CRC stakeholders website updates, Business  To keep the community community notices Community

Marketing the Community the Marketing informed of progress with Annual survey to seek 2014 Marketing and Sporting feedback on Council’s Tourism Program Community 4.1 4.1 projects and activities engagement with community

4.2.1 Run a major annual event to 2,500 people attend 2014 Marketing and Festivals WA Med build PJ brand major event Tourism Program Lotteries Local PJMojo 4.2.2 Continue to support Annual Businesses

4.2 4.2 Show 4.3.1 Support local volunteer Volunteer groups Ongoing Marketing and Local Med services and create a welcoming continue to provide Tourism Program community environment for volunteers from necessary services groups other places Thank a Volunteer event 2014 John Curtin Marketing and Volunteers Med 4.3.2 Create PJ Virtual community 1000 people engaged by 2014 Tourism Program Lotteries West for people that leave the 2014 Volunteer Support Volunteer community but want to stay

4.3 4.3 connected

4.4.1 Children and young people Junior and Youth Councils 2014 Investing in Local Schools Med leadership through the Junior established, and linked to Leadership YACWA Council and Youth Advisory Council Office of Council Young People’s Interests 4.4.2 Ensure local leaders are 2 local leaders undertake 2014 CRC Project trained, mentored and supported sponsored training each RDL – Med year Regional Leadership 4.4.3 Innovation space is created 1 new innovation per year CRC Project Leadership and Innovation Leadership in CRC/business incubator space is commercialised WA Med

4.4 4.4 so people with good ideas can 2014 Innovation come together and link digitally Centre to support mechanisms

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Area 5: Investing in Councils Capacity – Our Leadership

Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership.

Strategic Theme 5: Investing in Councils Capacity Objectives Measurement Timing Projects Partners Priority 5.1.1 Invest in leadership and High performing government 2013/14 Build capacity MWRC High management capacity building for of Shire to lead, Dept of Councillors and Staff manage and Local develop Government 5.1.2 Invest in Workforce Top performance staff Ongoing Workforce WALGA High development Plan Project Build capacity capacity Build 5.1 5.1 5.1.3 Build risk management Councillors and Staff undertake 2014/15 LGIS High capacity and skills Risk Management Training WALGA 5.2.1 Update Corporate Business Community Satisfaction with 2013 Integrated MWRC Med Plan: councils performance Strategic

 Minor review every 2 yrs Planning Dept of

 Major review every 4 yrs Framework Local Shire complies with requirements implementation Government 5.2.2 Link Asset Man Plan, FCWP under reform agenda and Financial Plan to Strat Plan through Corp Bus Plan Shire maintains its autonomy and independence as per its poll

Strategic Planning Strategic Implement Integrated Integrated Implement result 2015 5.2 5.2 5.2.3 Undertake Strategic Plan Review in 2015 Reviews undertaken on time 5.3.1 Develop high level of Strategically targeted Ongoing Develop All funding Med knowledge of alternative funding fundraising plan developed to financial bodies sources and build capacity to allow for 2 yr lead time on leveraging access projects for funding application capacity project success Ongoing High 5.3.2 Investigate income producing strategies Investigate fee for service activities Financial Leveraging Leveraging Financial Long Term Financial Plan 2013 High

5.3 5.3 5.3.3 Develop Long Term Financial developed linking capital works, Plan strategic, corporate business plans.

Projects identified can occur many times across the various Focus Areas as they meet and address needs in multiple areas.

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Community Project Descriptions

Infrastructure and Natural Assets – Our Natural and Built Environment

Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs.

Project 1: Telecommunications Project HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: North Midland Shires, RfR, Midwest Development Commission, MWRC

Strategic Plan Link: 1.1.1

Project Description Scope statement: The project will provide mobile coverage and address priority black-spot areas within the Midlands region. The initial stage of this project will be to construct via contract mobile towers in strategic locations at a cost of approximately $3.92M. The Shire of Morawa will lead this project with contributions required from each of the North Midlands Shires.

Project outputs:  Funding Application  At least 5 mobile towers constructed in the North Midlands

Project outcomes:  Improved telecommunications across the region  Improved business capability and productivity, including the core industry of agriculture  Increased safety for people on roads including notification of traffic accidents, and safety of road workers

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent Cost $ $ $ $ $ Post 2017 Contribution to construct $230,000 two towers TOTAL $230,000 $230,000

Source of Funds Funding Sources Amount Status CLGF, Local 150,000 confirmed Mount Gibson Funds 80,000 Confirmed

Project Schedule Major Milestones Date Output CLGF application May 2013 Successful funding application Other sources funding application Sept 2013 Tenders let, contractors employed March 2015 Towers installed June 2015

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.02 (13/14)

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Finance Manager 0.01 (13/14)

Measuring Success Outcomes Tangible indicators of success Measured by Increased community satisfaction Community satisfaction, community Annual Community Survey Improved telecommunications across safety perceptions, and improved North Midlands business productivity

Project 2: Perenjori Diesel Energy Power Supply Project MEDIUM PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Perenjori Energy

Strategic Plan Link: 1.3.1

Project Description Scope statement: A project to produce power locally using diesel fuel has been proposed in order to address severe reliability and consequent power outages. This is a key business issue for the community. The Council is assessing its ability to become a project partner in the future.

Project outputs:  Power plant will be established

Project outcomes:  Reliable supply of power  Capacity to attract new businesses  Reduced business costs during summer and frequent outages Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Partnership contribution Not Known TOTAL Not known

Source of Funds Funding Sources Amount Status Council Contribution Not known Not budgeted

Project Schedule Major Milestones Date Output Work with business to develop

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO /Deputy CEO Management 0.1

Measuring Success Outcomes Tangible indicators of success Measured by Reliable power supply Community satisfaction Annual community survey

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Number of disruptions and comparance with previous years

Project 3: Solar Power Project HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Private Energy Companies, Fed energy agency – Australian Renewable Energy Authority (ARENA) Strategic Plan Link: 1.3.2

Project Description Scope statement: Strategic Plan Link: 1.3.2 The North Midlands sub-region has been identified as being ideal for solar power generation. The Shire is investigating the opportunity to attract an Energy operator to establish a solar power project .

Project outputs:  Solar thermal power plant

Project outcomes:  New industry development  Renewable energy for town and businesses  New employment source

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Council in-kind support Not known TOTAL

Source of Funds Funding Sources Amount Status Council in-kind support Not known

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.02

Measuring Success Outcomes Tangible indicators of success Measured by New renewable energy source Solar Plant operating Plant built - operating More reliable power for town Reduced outages Increased population Statistics, ABS, electoral role Increased employment opportunities People employed Community survey

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Project 4: Morawa Perenjori Road Upgrade Project HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Main Roads, Contractors

Strategic Plan Link: 1.4.1

Project Description Scope statement: The Road will be upgraded and widened between Morawa and Perenjori for an approximate 20 kilometres. Total project cost will be approximately $20M. This is a key project moving from a single-lane seal width to two-lane seal width, allowing for a safer mix of heavy and light vehicles.” The project is expected to result in significant improvements in road safety and are being jointly funded by the State Government’s Royalties for Regions and Main Roads WA and are part of the Safer Country Roads initiative.

Project outputs:  Road will be upgraded and widened

Project outcomes:  Improved transport link between Morawa and Perenjori increasing road safety and amenity  Ensures agriculture and mining industry is able to get its product to market  Creates important transport linkages for region and new industry eg. mines

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Road construction $20,000,000 TOTAL

Source of Funds Funding Sources Amount Status Main Roads 20,000,000 Confirmed

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.01

Measuring Success Outcomes Tangible indicators of success Measured by Road widening and upgrade is completed Completion and quality Assessment and report and the work meets standards Public feedback Increased visitor numbers and business Farm and Mine feedback activity Increased traffic Traffic counts, Visitor centre statistics

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Project 5: Local Road Network Maintenance HIGH PRIORITY

Project Manager: Works Manager External Stakeholders: Contractors, Roads to Recovery, Regional Road Group, Ratepayers

Strategic Plan Link: 1.4.2

Project Description Scope statement: The Shire of Perenjori has approximately 160 kms of bitumen roads, and 1500 kms of unsealed roads. The management of the road infrastructure system includes the road pavement, footpaths, drainage, street lighting, verge maintenance and signs. The ongoing maintenance and renewal of these assets is essential to the economic and social viability of the area.

Project outputs: 60 kms upgrade of roads per annum and ongoing maintenance program

Project outcomes:  Ensures safety of road users  Ensures agriculture and mining industry is able to get its product to market  Creates important transport linkages for region and new industry eg. mines

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Road infrastructure program $2,751,893 $2,545,060 $2,751,893 $2,751,893 $11,007,572 TOTAL $2,751,893 $2,545,060 $2,751,893 $2,751,893 $11,007,572

Source of Funds Funding Sources Amount Status Council Contribution 3,544,275 Future Budgets Roads to Recovery 1,448,436 Currently budgeted Regional Road Group 2,162,276 Currently budgeted Black Spot 259,200 Currently budgeted FAGS Untied Road Grant 3,266,188 Currently budgeted Mt Gibson 120,000

Project Schedule Major Milestones Date Output Annual upgrade and maintenance program 2013 - Upgrades completed within budget completed 2017 Maintenance completed within budget

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation Works Manager Manager 0.8 FTE

Measuring Success Outcomes Tangible indicators of success Measured by Annual maintenance program completed Performance of road network Completion of roads program and successfully targets achieved Public feedback – annual survey Number and nature of complaints

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Project 6: CBH Investment for Perenjori HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: CBH, Aurizon

Strategic Plan Link: 1.4.3

Project Description Scope statement: This project has a number of components to ensure continued access to grain delivery to the Geraldton Port. An access road to Perenjori CBH North bulkhead will be constructed from Perenjori Carnamah Road to divert traffic from passing through Perenjori. The second part of the project is to lobby to keep grain on rail from Perenjori North to Geraldton Port, and to ensure the Southern rail link is maintained.

Project outputs:  Access road constructed  Southern Rail Link maintained

Project outcomes:  Reduce heavy haulage impact on local and state road network  Continued use of rail for grain from Latham to Geraldton

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Road construction Not known at this stage TOTAL

Source of Funds Funding Sources Amount Status CBH Not known Council contribution Not Known

Project Schedule Major Milestones Date Output Access road negotiated and funded 2014-15 Access road agreed and funding achieved Access road constructed 2015-16 Access road constructed Lobby to maintain Southern Rail Link Ongoing Southern Rail Link maintained

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.01 Works Department Manager 0.02

Measuring Success Outcomes Tangible indicators of success Measured by Reduced road impact Road condition reports and feedback from Road count community Road budget impact reduced Grower feedback Rail lines maintained Lines continued to be used to transport grain Number of trains, amount of grain hauled by rail

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Project 7: Sewerage Innovation Project HIGH PRIORITY

Project Manager: EHBO External Stakeholders: MWRC

Strategic Plan Link: 1.5.1

Project Description Scope statement: Council will investigate options to provide sewerage to main street businesses and central townsite area to allow an increase in building density. A range of options and costing’s will be developed to identify the most efficient and effective method of providing waste management.

Project outputs:  Sewerage options identified for Perenjori

Project outcomes:  Identified options and costing’s for installation of deep sewer in main part of Perenjori

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Sewerage infrastructure Not known TOTAL Not known

Source of Funds Funding Sources Amount Status Watercorp Not known Not applied for RfR – Headworks Grant Not known Not applied for

Project Schedule Major Milestones Date Output Investigate options for sewering, choose option 2014 Innovative options investigated and option/s chosen Fund infrastructure 2015-16 Successfully fund infrastructure Install sewerage infrastructure 2016-17 Successfully install infrastructure

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation EHBO Manager 0.05

Measuring Success Outcomes Tangible indicators of success Measured by Innovation applied Number of options and costings of each Cost effectiveness of the innovation, Number of the sewerage system adopted

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Project 8: Regional Strategic Waste Management Project HIGH PRIORITY

Project Manager: MWRC External Stakeholders: Neighbouring Shires, Waste Authority WA, Waste Management Branch DEC Strategic Plan Link: 1.5.2

Project Description Scope statement: Implement a Waste Minimization Plan Project across neighbouring shires to ensure waste management is sustainable. The region produces less than 5,000 tonnes per annum. The priority project areas are construction of transfer stations and identifying sub-regional sites for disposal.

Project outputs:  Close existing rubbish sites and re-establish as transfer stations  Work with neighbouring councils to identify and access sub-regional disposal sites

Project outcomes:  Coordinated regional waste management, leading to zero waste by participating shires  Sustainable waste management and recycling implemented within the community

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Waste Project (funded) In House Waste Minimisation Plan 5,000 5,000 Public place recycling 5,000 5,000 implementation Morawa/Perenjori Land fill site plan 10,000 10,000 Development Land fill site 300,000 300,000 TOTAL 320,000

Source of Fund Funding Sources Amount Status Council Contribution 160,000 To be budgeted Waste Authority 10,000 Application to be developed Shire of Morawa 150,000

Project Schedule Major Milestones Date Output Waste project in place 2015/16 Improved waste management Waste Minimisation plan developed 2014/15 Adopted by Council, implemented in community Recycling in place 2014/15 Recycling collection points established, products collected transported to recycling plant

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.02 EHO Manager 0.02

Measuring Success Outcomes Tangible indicators of success Measured by Waste recycling achieved for Perenjori Community feedback Annual Community survey Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 23

landfill site identified New Landfill site established Use of facility

Project 9: Perenjori Farming Futures Group (PFFG) HIGH PRIORITY

Project Manager: CDO Shire of Perenjori External Stakeholders: NACC, Environmental Enterprise Officer, Liebe and NEFF, DAFWA Strategic Plan Link: 1.6.2

Project Description Scope statement: Council will provide in-kind support for the group to organise events, attract funding, and conduct activities that support a more sustainable farming future for the agricultural industry. This will include advocating for biosecurity and Natural Resource Management activities.

Project outputs:  Good communication between Shire, PFFG and other farming groups

Project outcomes:  PFFG successfully runs an annual program to support sustainability of the agricultural industry

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation Community Development Officer Officer 0.02

Measuring Success Outcomes Tangible indicators of success Measured by Annual program to support agriculture Feedback from farming industry Annual Community Survey members

Project 10: NBN Extension Hill “Extend to Perenjori” Project MEDIUM PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Market Creation, RDA Mid West, Mid West Development Commission, MWRC

Strategic Plan Link: 1.1.2

Project Description Scope statement: Investigate options for high speed fibre/wireless connections for the communities, and ensure optimal speed and connectivity is generated from Projects.

Project outputs:  Improved speed and connectivity across the Midlands

Project outcomes:  Improved business efficiency through improved broadband access across Midlands

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 Reduced safety risks for road users, and remote workers on farmlands

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Shires contribution Not known TOTAL Not known

Source of Funds Funding Sources Amount Status Mid West Investment Plan Not known Not committed Council contribution Not known Not budgeted

Project Schedule Major Milestones Date Output Investigate options 2014 Range of technologies examined Work with preferred options to develop 2014 Support/influence decision making of providers Work with contractors to install 2014 Support contractors to deliver Monitor speed, quality and reliability 2015onwards Encourage community to monitor

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO level Manager 0.02

Measuring Success Outcomes Tangible indicators of success Measured by Speed and reliability sufficient for Community satisfaction Community Annual survey community needs

Project 11: Water Pipeline Project MEDIUM PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Extension Hill, Department of Water, Water Corporation, Rural Retic Water Scheme Strategic Plan Link: 1.2.1

Project Description Scope statement: To supplement the Perenjori Town Water Supply by 150,000 mL’s per annum through working with Extension Hill to draw water from the Parmelia Aquifer, and the West Coorow/Carnamah/Perenjori pipeline.

Project outputs:  150,000 mL’s per year of additional water supply  Pipeline and storage tanks

Project outcomes:  The community will have access to water for greening of town and additional water supply for future growth

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Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Pipeline and storage tanks installed Not known TOTAL Not known

Source of Funds Funding Sources Amount Status Council contribution Not known Not budgeted

Project Schedule Major Milestones Date Output Apply for allocation DoW 2014-15 Water allocation confirmed from aquifer Negotiate pipeline access 2014 Access agreed Plan, fund, install Pipeline 2015-16 Pipeline constructed

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.05 Works Manager Manager 0.05 (15/16)

Measuring Success Outcomes Tangible indicators of success Measured by Allocation granted and pipeline Water is made available Water availability for future growth constructed successfully

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Community Project Descriptions

Industry and Business Development – Our Economy

Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base

Project 12: Regional Business Support Services HIGH PRIORITY

Project Manager: ECDO External Stakeholders: CCI, Innovation Centre, Pollinators

Strategic Plan Link: 2.1.1, 2.1.2, 2.2.1, 2.2.2, 2.5.2

Project Description ScopeStrategic statement: Plan Link: Council will work actively with the regional Business support services to ensure the local business community receives excellent business support to growth and develop to their full potential and reach their aspirations.

This includes:  Support the development of a local business group under the Regional CCI  Regional Business Service Centres funded by SBDC to provide programs such as Business Kick-starter  Network actively with Innovation Centre  Link with Pollinators, Innovators network

Project outputs:  Business events and activities

Project outcomes:  Proactive and dynamic business community  Increased level of business skills and knowledge

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Business support services 5,000 10,000 10,000 25,000 TOTAL

Source of Funds Funding Sources Amount Status Council contribution 25,000 To be budgeted

Project Schedule Major Milestones Date Output Business after hours events Ongoing 2-3 Events per year Other business events/linkages Ongoing Shire businesses linked to Mining Industry

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation Contract Development Officer Officer 0.05 Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 27

CEO Manager 0.02

Measuring Success Outcomes Tangible indicators of success Measured by Proactive and dynamic business Business community is communicating Number and scope of businesses community well and proactively managing key Attendance to activities and meetings issues Increased level of business skills and Improved service and increased Customer surveys knowledge business activity

Project 13: Land Development Project HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Landcorp

Strategic Plan Link: 2.3.1, 2.3.2, 2.3.3, 2.3.4

Project Description Scope statement: To identify industrial and residential land for development to enable the expansion and growth of the town and business communities. Council recognise the need to ensure land is available at reasonable prices to attract new business to establish and operate in Perenjori.

Project outputs:  Land available for development in a timely manner

Project outcomes:  Growth and development is enabled

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Reclaim light industrial land (nb. 10,000 60,000 Could be offset, sales of $45k) Site survey and subdivision costs 20,000 30,000 Develop cost Industrial Land (Council 450,000 to contribute land and site works) Marketing Industrial land 10,000 Subdivide and develop residential 500,000 land Marketing Residential Land 10,000 TOTAL 10,000 80,000 460,000 510,000 1,060,000

Source of Funds Funding Sources Amount Status Landcorp - RfR 890,000 Not committed Council contribution 110,000 To be budgeted Sale of land 60,000 To be actioned

Project Schedule Major Milestones Date Output Industrial Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 28

Reclaim light industrial land 2014/15 Land not built on - reclaimed Plan rezoning and subdivision 2014/15 Site survey plans developed Rezone and subdivide 2014/15 Rezoning and subdivision occurs Develop land 2015/16 Land serviced and made available for sale Residential Rezone residential enterprise area 2014/15 Residential enterprise rezoning achieved Subdivide Timmings and Crossing St land 2015/16 Land developed

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.05

Measuring Success Outcomes Tangible indicators of success Measured by Growth and development is enabled New businesses and land being Number of blocks sold and new purchased businesses established or old businesses expanded Increased population Increase in number of residences Rate payer numbers, rate income

Project 14: Perenjori Business Incubator Project HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Mt Gibson, RfR CLGF

Strategic Plan Link: 2.4.1

Project Description Scope statement: The Council will develop a Business Incubator which will provide a minimum of 11 tenancy opportunities for small/micro businesses to establish and gain business support.

The project will provide the businesses with an environment that is cost effective, supportive and promotes innovation. The construction of 11 business incubator units in three stages:  3 in stage 1  4 in stage 2  4 in stage 3

Project outputs:  A Business Incubator Centre fully occupied and operational

Project outcomes:  Increased numbers of business  Increased variety of business on offer

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Construction of units 70,335 320,000 400,000 790,335 $10,000/yr Gardening/cleaning/operational 20,000 20,000 20,000 60,000 costs TOTAL 70,335 340,000 420,000 20,000 850,335

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Source of Funds Funding Sources Amount Status CLGF local 255,000 Confirmed Mt Gibson Infrastructure Fund 200,000 Confirmed Regional CLGF Application to be developed Council Contribution 395,335 To be budgeted

Project Schedule Major Milestones Date Output Business Plan completed 2013 Business Plan completed and business case identified Phase 1 construction completed 2014 First 3 units completed and tenants commence business Launch Phase 1 2015 Launch of Stage 1 Phase 2 2016 Additional 4 units completed Phase 3 2018 Additional 4 units completed Opening Incubator 2018 Grand opening of project with all 11 tenants in place

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.05 (13/14) ECDO Officer 0.05 (14/15 onwards) Exec Assist Officer 0.05 (14/15 onwards) Building Maintenance Officer Officer 0.02 (14/15 onwards)

Measuring Success Outcomes Tangible indicators of success Measured by New businesses established Tenancy agreements in place Number establishments Incubator units occupied Existing businesses expanded/relocated Re-location of business’ Number expansions/relocations Vacant commercial premises Number of business which moved

Project 15: Develop Perenjori CRC HIGH PRIORITY

Project Manager: ECDO Shire of Perenjori External Stakeholders: RDL, Community, Australia Post

Strategic Plan Link: 2.5.3

Project Description Scope statement: To support business development of the CRC, including building capacity of the CRC to deliver community services and engage the community.

Project outputs:  refurbished CRC  stable and functional Management Committee  Quality and professional staff  Training /learning and business and community services provision

Project outcomes:  A CRC that becomes the hub of the community, providing a one stop shop for all learning, business and innovation needs.

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Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Council contribution 25,000 25,000 50,000 TOTAL 25,000 25,000 50,000

Source of Funds Funding Sources Amount Status Council contribution 50,000 To be budgeted

Project Schedule Major Milestones Date Output Supporting establishment and building capacity of 2013/14 Increased management ability of committee and staff management and staff

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.05

Measuring Success Outcomes Tangible indicators of success Measured by Becomes the hub of the community Community use CRC Annual reports CRC Minutes of Meetings

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Community Project Descriptions

People and Place - our Community

Goal: Demonstrating a high quality of life for all, offering relevant activities, facilities and services to enable people to meet their needs and achieve their potential.

Project 16: Perenjori Housing Project HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Department of Housing, RfR - Mid West Investment Plan

Strategic Plan Link: 3.1.1, 3.2.3

Project Description Scope statement: The Shire is interested in forming a community NFP group that could undertake financing and project manage construction of residential housing. The Shire recognises it may need to play a facilitator role, and would investigate the best leadership options in consultation with the community. Council will make an initial capital contribution to the NFP organisation as a seeding grant. Council also invests significant resources in providing staff housing and will continue to upkeep this initiative.

Project outputs:  Formation of the NFP group and agreement negotiated with Council  Contribution of capital to group

Project outcomes:  Group develops new housing, leased and or sold to meet development outcomes  A range of affordable housing choices are on offer

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Negotiate equity and provide to 100,000 100,000 group DOH partnership 500,000 500,000 Staff housing new unit development 261,772 148,228 410,000 Staff housing capital maintenance 132,376 178,273 70,000 50,000 430,649 30,000 TOTAL 394,148 926,501 70,000 50,000 1,440,649

Source of Funds Funding Sources Amount Status Council equity contribution 100,000 Not budgeted Department of Housing 500,000 Not committed Staff Housing, Council contrib 529,649 To be budgeted RDA funds nil To be confirmed CLGF regional (managed Mingenew) 311,000 Confirmed

Project Schedule Major Milestones Date Output Formation of group and agreement negotiated 2014 Group formed and functioning Capital contribution made 2014 Housing planning, construction commences Ongoing monitoring Ongoing

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Staff housing units builder contracted 2014 Units built to design Staff housing existing maintained 2014 Houses meeting standards and meeting staff expectations

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.1 ECDO Officer 0.04

Measuring Success Outcomes Tangible indicators of success Measured by Group develops successfully with initial Successfully managed building of first 2 Formation of group support from Council houses Built first 2 houses A range of affordable housing choices Number and nature of housing on offer Number of buyers, lessees are on offer Staff housing established for small Less small families residing in large Housing records, staff feedback families houses Staff Housing well maintained and Staff content Housing records, staff feedback functional

Project 17: Perenjori Early Childhood Centre HIGH PRIORITY

Project Manager: CDO and CEO Shire of Perenjori External Stakeholders: Department of Communities, Education Department, Child and Adolescent Mental

Health Service, neighbouring Shires, Schools Strategic Plan Link: 2.5.4, 3.2.1, 3.2.2

Project Description Scope statement: Council will build relationships with key service providers to:  Construct and manage the Early Childhood Learning Centre  Develop parents and children activities and support services

Project outputs:  Early Childhood Centre is built  Activity program for parents and children

Project outcomes:  Children, young people and families have excellent development and learning opportunities in the community

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Build PECC 1,800,000 1,800,000 $15,000 Operations of PECC 30,000 35,000 35,000 35,000 135,000 TOTAL 1,835,000 1,835,000

Source of Funds Funding Sources Amount Status Mid West Investment Plan 600,000 confirmed Regional CLGF 400,000 Confirmed Local CLGF 105,000 Confirmed

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Lotterywest 300,000 Confirmed Council Contribution (capital) 180,000 Budgeted Other 250,000 Confirmed

Project Schedule Major Milestones Date Output Confirm all funding for PECC 2013 Funding confirmed, confirm project Establish working group for community 2013 Community engagement in project achieved engagement Construct PECC 2014 Successful construction of project Opening 2015 Grand opening PECC Establish children and parenting program, organize 2013 - 2017 Programs operating successfully activities and deliver

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.2 (13/14), other years 0.1 CEO Manager 0.1 (13/14), other years 0.02

Measuring Success Outcomes Tangible indicators of success Measured by Development and learning opportunities Community satisfaction with outcomes AEDI indicators for children, young people and families Annual Community Survey Levels of participation Monitoring usage of all services/activities

Project 18 Community Development and Learning HIGH PRIORITY

Project Manager: CDO and CEO Shire of Perenjori External Stakeholders: Department of Communities, Education Department, Child and Adolescent Mental

Health Service, neighbouring Shires, Police Strategic Plan Link: 2.5.4, 3.2.1, 3.2.2

Project Description Scope statement: Council will build relationships with key service providers to:  Create links to regional Secondary Schools and work with Morawa Secondary school to create a culture that will attract regional students  Support the Student Welfare Program to support students and their families to have strong and healthy relationships and achieve their full potential  Develop children and young people activities and support services

Project outputs:  Establish Nominated Liaison person with secondary school  Ongoing change management role with Morawa Secondary School  Employment of Student Welfare Officers  Activity program for young people and children

Project outcomes:  Children, young people and families have excellent development and learning opportunities in the community

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Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 School Chaplain 34,000 34,000 Activity Program 5,000 40,000 10,000 10,000 65,000 MEITA contribution 5,000 5,000 10,000 TOTAL 39,000 40,000 15,000 15,000 109,000

Source of Funds Funding Sources Amount Status DEEWR (Chaplain Program) 34,000 Confirmed Shire contribution (Activity Program) 35,000 To be budgeted Other contribution (Activity Program) 30,000 Confirmed Shire Cont MEITA 10,000 Not confirmed 109,000

Project Schedule Major Milestones Date Output Administer Student Welfare program and support 2013 - 2017 Chaplain program administered successfully schools to secure staff Establish children and youth program, organize 2013 - 2017 Youth programs operating successfully activities and deliver

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.2 (13/14), other years 0.1 CEO Manager 0.1 (13/14), other years 0.02

Project 19: Support development North Midlands Medical Practice and Karara Mobile Service MED PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Karara, North Midlands Medical Practice, Shire of Morawa, Mingenew, Three Springs

Strategic Plan Link: 3.3.1, 3.3.2

Project Description Scope statement:  Continue to communicate/liaise with North Midlands Medical Working Group to improve primary health care services for Perenjori.  Work with Karara to develop mobile allied health services.

Project outputs:  Improved access to ancillary health services

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Project outcomes:  Preventative health care provision through allied health improves health status of community, and community increases their proactivity in regard to their personal  Reduced transport costs to access allied health care services

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Medical service 55,000 125,000 41,000 41,000 262,000 Karara Service 50,000 50,000 50,000 150,000

TOTAL 55,000 175,000 91,000 91,000 312,000

Source of Funds Funding Sources Amount Status Council contribution 312,000 Not budgeted

Project Schedule Major Milestones Date Output Negotiate Medical Service and establish as per plan 2014/15 Access to primary health services for community Support Karara mobile facility 2013 Access to allied health services for community

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.02 FTE

Measuring Success Outcomes Tangible indicators of success Measured by Reduced transport cost Community satisfaction Annual Survey Number using service Number consults

Project 20: Sports Club Development Officer – Regional Project MEDIUM PRIORITY

Project Manager: CEO Shire of Perenjori

External Stakeholders: Department of Sport and Recreation, Sport Clubs North Midlands Strategic Plan Link: 3.5.5

Project Description

Scope statement: Many sporting clubs in the region are experiencing difficulties to develop their membership and volunteer base due to work pressures from the key industries of agriculture, mining and energy. Sport is a key developmental outlet for young people and as such this is seen as a key developmental activity for the population of 5 to 25 yr olds in the region.

Project outputs:

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 Sports officer funded for region  Officer based in region, with office and home provided  Successful Club development program carried out

Project outcomes:

 Sports clubs will learn how to better service their members and provide a stimulating environment for volunteers and club memberships will be maintained  Officials in all sporting organizations will receive training in how to manage the club leading to financial and corporate governance strength in sporting clubs in the region  Increased participation of young people in the region in healthy active sports and recreation activities

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent Cost $ $ $ $ $ Post 2017 Officer 45,000 45,000 45,000 45,000 Office/car/on-costs 15,000 15,000 15,000 15,000 TOTAL 60,000 60,000 60,000 180,000

Source of Funds Funding Sources Amount Status Department Sport and Recreation 135,000 confirmed 3 Local Governments - cash 45,000 confirmed Shire Contribution 45,000 Not budgeted

Project Schedule Major Milestones Date Output Clubs consulted and engaged 2013-14 Feedback documented, giving clear direction to proceed or not with project Funding confirmed 2014-15 Funding announcement and contracts negotiated

Officer employed 2014-15 Successful applicant is employed Activities commence 2014-15 Sports development activities conducted

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation Community Development Officer 0.01

Measuring Success Outcomes Tangible indicators of success Measured by Increased support for members and Membership doesn’t decline Static membership numbers volunteers Officials in clubs training in financial Improved financial strength clubs Clubs self report business improvement and corporate governance over time Increase in participation of young Percentage participation 90% participation of all young people in people in sports target age bracket in region each year

Project 21: Perenjori Sport and Recreation Program Implementation MEDIUM PRIORITY

Project Manager: ECDO and Works Manager External Stakeholders: Department of Sport and Recreation, other Local Governments CorporateStrategic Business Plan Link: Plan 3.5.5 Shire of Perenjori 2013 - 2017 Page 37

Project Description Scope statement: The Shire has an existing Sport and Recreation Plan, which requires reviewing and updating. To commence this project it is proposed to conduct planning to develop a multi-purpose approach to provision of Sport and Recreation facilities and plan to modernise and upgrade the current Sports Pavilion.

Project outputs:  Project Planning and Design for a Multipurpose Sport and Recreation Facility

Project outcomes:  Improved Sport and recreation facilities  Improved function and meeting community space

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Planning Design Plans 30,000 30,000 Refurbish 350,000 195,000 545,000 Pool blanket and roller 40,000 40,000 Latham Bowling Green 300,000 300,000 TOTAL 300,000 70,000 350,000 195,000 915,000

Source of Funds Funding Sources Amount Status Mount Gibson 150,000 Not budgeted

Shire contribution - other 70,000 Other funding DSR 200,000 Not confirmed LotteryWest 195,000 Not confirmed CLGF – Ind – Bowling green 122,000 confirmed Shire cont – Bowling Green 78,000 To be budgeted TOTAL 915,000

Project Schedule Major Milestones Date Output Plan for Multipurpose facility developed 2014/15 Feasibility study for multipurpose facility Design for Sport and Recreational Upgrade 2014/15 Design of upgraded centre Implementation of plans to upgrade 2015/16 Facility upgrade completed Bowling Green contracted 2013/14 Bowling Green completed

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.02 FTE

Measuring Success Outcomes Tangible indicators of success Measured by Improved sporting facilities Community satisfaction with Annual survey recreational facilities More cost efficient pool Reduced costs of running Power cost

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Water usage More consistent water temperatures Community satisfaction Daily measurement records

Project 22: Develop an Art, Culture and Heritage Program HIGH PRIORITY

Project Manager: CDO Shire of Perenjori External Stakeholders: Heritage Council, Lotterywest,

Strategic Plan Link: 3.5.1, 3.5.2, 3.5.4, 3.5.6, 3.5.7

Project Description Scope statement: Council will undertake an annual conservation and maintenance program for Category 1 buildings and sites under the Municipal Inventory. Council will also review the Municipal Inventory every 4 years, starting in 2013/14. This program will include:  Revitalisation of Perenjori Hall – air-conditioning, curtaining, kitchen renovations, roofing  Support local art event to develop  Establishment of venue/s to show movies  Identification and documentation of Aboriginal sites, and stories  Art Belt

Project outputs:  Heritage inventory reviewed and updated  Perenjori Hall refurbished  Art event conducted  Movies available for public viewing  Aboriginal sites identified and documented  Art Belt program developed

Project outcomes:  Register developed of Heritage sites across Shire  Improved social activities for residents and visitors  Increased conduct of art activities and events

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Municipal Inventory Review Heritage Tourism Assessment 2,500 2,500 Opportunity Study Movie facility 10,000 10,000 Perenjori Hall Refurbishment 450,000 450,000 Biennial Art Event 10,000 20,000 Art belt 10,000 10,000 10,000 30,000 TOTAL 22,500 460,000 20,000 502,500

Source of Funds Funding Sources Amount Status Mt Gibson 50,000 Confirmed Lotterywest 150,000 Unconfirmed

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Council Contribution 302,500 Not budgetted

Project Schedule Major Milestones Date Output

Heritage and tourism plan completed 2014/15 Consultant contracted to identify opportunities Movies on show 2014/15 Movies promoted and attended Pavillion refurbished 2014/15 Contractors complete works Art events and activities conducted 2014/15 Event and activities conducted and well attended

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.05

Measuring Success Outcomes Tangible indicators of success Measured by Register developed of Heritage sites Accepted by Heritage Confirmation of receipt across Shire Improved social activities for residents Attendance to movies Number of attendees, survey of and visitors community and visitors Increased conduct of art activities and events Attendance to events Number of attendees, survey of community and visitors

Project 23: Marketing, Tourism and Community Engagement HIGH PRIORITY

Project Manager: CDO Shire of Perenjori External Stakeholders: TWA, Gundawa , Golden Outback

Strategic Plan Link: 4.1.1, 4.2.1, 4.2.2, 4.3.1, 4.3.2

Project Description Scope statement: To develop and implement a program of marketing activities that includes:  Induction for new residents  Investment attraction project  Promote the community MOJO to the residents  Develop Tourism Action Plan, a coordinated approach to Tourism in Perenjori  Communications to keep the community informed of progress with projects and activities – community engagement  Wildflower Way project  Signature Bush festival event

Project outputs:  Overarching Marketing Plan, including a measurement mechanism to understand impact of promotions  Attraction and marketing activities  Community communication and engagement activities including an annual community survey  Tourism Action Plan  Marketing collateral

Project outcomes:  Increased sense of pride amongst Residents

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 Increased visitor numbers  Consistent key messages by all  Improved relations between Tourism operators and stakeholders

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Marketing Plan 15,000 15,000 Implementation 20,000 20,000 20,000 60,000 Bush Festival 30,000 35,000 40,000 45,000 150,000

TOTAL 30,000 70,000 60,000 65,000 225,000

Source of Funds Funding Sources Amount Status Council Contribution 165,000 To be budgeted Tourism Grant 65,000 Not confirmed

Project Schedule Major Milestones Date Output Marketing Plan developed 2014/15 Plan launched and adopted by all in community Perenjori brand developed and marketed 2014/15 Brand developed and adopted by all in community Welcome package for new and potential residents 2014/15 Package available for use Prospectus for business 2014/15 Prospectus available for use Bush festival conducted 2013/14 Success with 150 people in attendance

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.5 (13/14), 0.3 from then on Measuring Success Outcomes Tangible indicators of success Measured by Increased sense of pride amongst Residents Happy participating community Community survey Increased visitor numbers Visitor numbers, visitor surveys, feedback Consistent key messages by all from community and operators Improved relations between Tourism Increased traffic and accommodation operators and stakeholders bookings Number of meetings Meetings are held and productive Stakeholder survey

Project 24 Community Bus HIGH PRIORITY

Project Manager: CDO External Stakeholders: Community, LotteryWest, HACC and Sporting Clubs

Strategic Plan Link: 3.4.1

Project Description Scope statement: Council will continue to provide a community bus which is safe and equipped to transport all people of all ages to and from sporting, social and community activities.

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Project outputs:  Bus Purchased and equipped with additional items to ensure it is accessible  Plan for community garden

Project outcomes:  Improved parks, gardens and memorial  Increased community involvement in parks, gardens

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent Cost $ $ $ $ $ Post 2017 Community Bus 140,000 20,000 20,000 $180,000 TOTAL 140,000 20,000 20,000 180,000

Source of Funds Funding Sources Amount Status Shire Contribution 130,000 To be budgeted

Lottery West/other 50,000 Not confirmed

Project Schedule Major Milestones Date Output Lottery West Application August Funding application developed 2014 Purchase Bus 2015 Bus operating and accessible

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation ECDO Officer 0.02 (13/14)

Measuring Success Outcomes Tangible indicators of success Measured by Increased community satisfaction Community satisfaction, community Annual Community Survey Improved participation in public events engagement, Number of participants and activities

Project 25: CBD Development and In-fill Project MEDIUM PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Business, MWCCI, MWIP, Community

Strategic Plan Link: 3.4.1

Project Description Scope statement:

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To revitalise the main Street of Perenjori, offering opportunity by opening up the west side of the street to development, and potential new business. The project will include:  Assessment of existing business type and location  Incentives for re-location and development  Design to support and encourage pedestrian traffic

Project outputs:  Revitalised main-street offering a place of social, business and community activities.

Project outcomes:  Improved street design and layout  Increased community pride  Increased business  Improved overall street frontage, amenities, and purpose

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Main Street Planning and Design 30,000 40,000 Plans Implement plans 500,000 500,000 1,000,000 TOTAL 30,000 500,000 500,000 1,040,000

Source of Funds Funding Sources Amount Status Council 240,000 Future Budget Dept of Planning 30,000 confirmed Mid West Investment Plan 800,000 To be confirmed

Project Schedule Major Milestones Date Output Main Street Plan to be developed 2015 Plans to be developed Implementation Stage 1 2016 Improved CBD area Implementation Stage 2 2017 Improved CBD area

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.04 Works Manager Manager 0.02 (16 – 17) ECDO Officer 0.02 (15 – 17)

Measuring Success Outcomes Tangible indicators of success Measured by Improved street design and layout Increased people and car traffic Patronage, business surveys Increased community pride Increased business People happy and supportive of Community survey Improved overall street frontage, changes amenities, and purpose Number and type of business New business established Number of changes, community Improvements to shop fronts, e.t.c survey

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Project 26: Development and renewing of parks, gardens and Playgrounds MEDIUM PRIORITY

Project Manager: Works Supervisor Shire of Perenjori External Stakeholders: Community, RSL, LotteryWest

Strategic Plan Link: 3.4.1

Project Description Scope statement: The project will provide a plan for the renewing of existing parks, gardens and playgrounds as well as the addition of new spaces. Playgrounds need to be revitalised for children and families, whilst the Memorial needs development. A community garden could be established based on edible planting providing opportunity for local food production.

Project outputs:  Plan for Parks, gardens and Playgrounds  Funding application for RSL Memorial  Plan for community garden

Project outcomes:  Improved parks, gardens and memorial  Increased community involvement in parks, gardens

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent Cost $ $ $ $ $ Post 2017 Parks and Playgrounds $5,000 plan Implementation of Plan 20,000 20,000 20,000 $60,000 RSL Memorial Community Garden $3000 $10000 $13,000

TOTAL $20,000 $23,000 $30,000 $78,000

Source of Funds Funding Sources Amount Status Shire Contribution 78,000 To be budgeted

Lottery West 78,000 Not confirmed

Project Schedule Major Milestones Date Output Implement Plan Dec 2014 Parks and playgrounds revitalised Develop Community Garden April 2015 Community garden established

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.02 (13/14) ECDO Officer 0.01 (13/14)

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Measuring Success Outcomes Tangible indicators of success Measured by Increased community satisfaction Community satisfaction, community Annual Community Survey Improved public space facilities engagement, Number of participants

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Project 27: Perenjori Community Safety Facilities MEDIUM PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: DFES, St Johns Ambulance,

Strategic Plan Link: 3.6.3,3.6.4

Project Description Scope statement: The Shire continues to work in partnership with St Johns Ambulance and DFES to ensure Latham and Perenjori are equipped to tend to any incident which may occur in or around these communities. This involves, contributing to infrastructure, and general operational costs to ensure adequate facilities are provided for the volunteers.

Project outputs:  Plans developed for facilities in each town  Agreements and commitment in place

Project outcomes:  Adequate facilities for effective operations  Maintenance of volunteerism

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Installation of Foundations 10,000 Installation of Shed $50,000 50,000

Development of Plan Installation of Outdoor area $30,000 30,000 Installation of meeting room $25,000 25,000 TOTAL $25,000 $80,000 $115,000

Source of Funds Funding Sources Amount Status Council $50,000 Not budgeted Department of Fire Emerg Serv $25,000 Not committed St Johns $10,000 To be budgeted Mt Gibson $30,000

Project Schedule Major Milestones Date Output Foundation and laid shed installed 2014 Shed completed Outdoor area agreed and contracted 2013 Outdoor area built

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.1 ECDO Officer 0.04

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Measuring Success Outcomes Tangible indicators of success Measured by Maintain volunteering Maintain participation Numbers of participants Improve relations between Ambulance Interaction between two Number of joint events and Fire Improved service output Attendance to incidents Number of incidents and effectiveness Volunteer feedback

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Community Project Descriptions

Investing in Councils Capacity – our Leadership

Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership.

Project 28: Investing in Local Leadership HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: WALGA, MWRC, Department of Local Government

Strategic Plan Link: 5.1.1, 4.3.1

Project Description Scope statement: Provide opportunities for Council Community and staff across the organisation, to develop their skills, to be aware and understand the need to be innovative, manage well and demonstrate leadership.

Project outputs:  Effective and efficient functioning Community

Project outcomes:  Increased community activity and participation  Improved community morale  Improved communications across community  Increased interest in Councillor role  Developed and functional relations between Council and Community

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Training and Development 5,000 5,000 5,000 15,000

TOTAL

Source of Funds Funding Sources Amount Status Shire 15,000 To be budgeted

Project Schedule Major Milestones Date Output Community leadership training 2014/15 Confirmation from DLG

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager 0.2 DCEO Manager 0.2

Measuring Success

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Outcomes Tangible indicators of success Measured by Community satisfaction with Community satisfaction Annual Survey Leadership, development and Level of participation opportunities

Project 29: Build capacity of Shire to lead, manage, develop the workforce HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: WALGA, MWRC, Department of Local Government

Strategic Plan Link: 5.1.1

Project Description Scope statement: Provide opportunities for Council and staff across the organisation, to develop their skills, to be aware and understand the need to be innovative, manage well and demonstrate leadership.

Project outputs:  Effective and efficient functioning organisation

Project outcomes:  Improved attraction and retention strategies  Improved staff morale  Improved productivity and overall efficiency  Succession Plan developed for replacement of Councillors  Developed and functional relations between Council and Staff

Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Training and Development $31,000 $20,000 $20,000 $20,000 $91,000 $20,000 Probity Audit $10,000 $10,000 Technology upgrades $6,000 $6,000 $5,000 $3,000 $20,000 $3,000 Councillor succession planning TOTAL $47,000 $26,000 $25,000 $23,000 $121,000 $23,000

Source of Funds Funding Sources Amount Status Shire $111,000 To be budgeted WELL funding $10,000 Application in

Project Schedule Major Milestones Date Output 100% Compliance 2013/14 Confirmation from DLG 60% staff retention rate Ongoing Staff retained, reduced recruitment Achievement of Projects on time and within budget Ongoing Projects implemented and in place Training offered and well attended Ongoing Competent and effective Council Councillor Succession plan developed 2013/14 Plan developed and implemented

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation

Corporate Business Plan Shire of Perenjori 2013 - 2017 Page 49

CEO Manager 0.2 DCEO Manager 0.2

Measuring Success Outcomes Tangible indicators of success Measured by Retainment of staff Reduced resignations Staff statistics, Staff and Council Increased responses to adverts to fill Positions filled survey positions Records of position vacancies Efficient and Productive workforce Projects delivered, work completed Number of projects, record of works Efficient and productive Council Strategic focused completed on time and in budget Increased number of Councillor Effective active Council Numbers of candidates at elections candidates

Project 30: Build Financial Leveraging Capacity HIGH PRIORITY

Project Manager: CEO Shire of Perenjori External Stakeholders: Mid West Development Commission

Strategic Plan Link: 5.3

Project Description Scope statement: The Shires Corporate Business Plan implementation is dependent upon the Shire being able to raise funds of $2M - $3M per year. This level of fund seeking requires a good knowledge of funding programs and capacity to access through successful application and business case development. The Shire has also had some success with fee for service activities eg. Accommodation Village and will investigate other opportunities where there is a market need and commercial potential between shires.

Project outputs:  3 million of funding applications per year (assume 50% success rate)  Identified funding sources for all projects

Project outcomes:  Shire is able to successfully fund all projects identified in the Corporate Business Plan  Project Costs Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Consultant $5,000 $5,000 $5,000 TOTAL $5,000 $5,000 $5,000

 Source of Funds Funding Sources Amount Status Shire $10,000 To be budgeted

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation CEO Manager Included in estimates ECDO Officer Included in estimates

Measuring Success

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Outcomes Tangible indicators of success Measured by Up to $3M successfully raised each year Success in attracting funding 50% success funding applications and from external funding corporate partners secured for all projects

Project 31: Implement Strategic Planning Framework HIGH PRIORITY

Project Manager: CEO External Stakeholders: Community, Electors, Government

Strategic Plan Link: 5.2

Project Description Scope statement: All local governments are currently required to produce a plan for the future under S5.56 (1) of the Local Government Act 1995. The Shire of Perenjori has developed the following plans which are integrated and will require implementing. The management team consisting of Senior Staff will be tasked with ensuring the plans are implemented, uisng internal measurements and monitoring structures and processes to ensure the priorities in the Strategic Plan are being achieved.

Reporting will include updating the community on achievements and outcomes and the need for variations as circumstances change. The community will have the opportunity to provide comment and feedback through a range of mechanisms.

Project outputs:  Integrated Plans being implemented and achieved  Minor Review Corporate Business Plan every 2 years  Major Review every 4 years  Undertake Strategic Plan Review in 2015  Develop Long Term Financial Plan and link to other plans in Framework

Project outcomes:

 Opportunities for community input is explicitly and reliably generated  Improved and effective location specific planning  Long term objectives realistic and updated  Resourcing identified and allocated to deliver long term objectives, and  Clear and transparent of long term financial implications and strategies.

Cost 2013 – 2014 2014 – 2015 2015 – 2016 2016 – 2017 Total Recurrent $ $ $ $ $ Cost Post 2017 Consultant $5,000 $5,000 $10,000 $5,000 TOTAL $5,000 $5,000 $10,000 $5,000

 Source of Funds Funding Sources Amount Status Shire $10,000 To be budgeted

Project Resourcing and Skill/Capacity Level Resources Required Level FTE Estimation Oversee Management of Shire CEO 0.1 FTE Integrated Strategic Planning Support Senior Staff 0.2 FTE

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Annual customer survey Office Staff 0.1 FTE

Measuring Success Outcomes Tangible indicators of success Measured by Community satisfaction with Council Community satisfaction Annual Survey Leadership, development and services Long term financial sustainability of Financial strength of Council Financial ratios Council whilst meeting community needs

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Resource Capability

The Plan for the Shire is quite ambitious but does reflect that the Shire of Perenjori is the second fastest growing Shire in WA between 2006 and 2011. The overall resources required to implement the Corporate Business Community Plan across the next four years are within the capacity of existing staff resources.

The FTE requirements for 13/14 year to implement this plan are:

 Economic Community Development Officer 0.99  Works Manager 0.84  CEO 0.84  Finance Manager 0.01

These estimated FTE’s are within current staffing allocations, given the Shire is recruiting a Finance/Project Manager who will take on some Project Management responsibility from the CEO and ECDO. The Plan will be able to be delivered within current capacities. There are therefore no new workforce requirements created by this plan.

Other years are currently below the peak allocations in 13/14 however it is assumed that at each annual review of the Corporate Business Plan that the allocations will again reach peak levels as they are in 13/14.

The Shires key strategy for managing times when demand for key staff exceeds supply is to use a local/regionally based network of contractors who know the Shire, have established relationships with the Council and Senior Staff and can get work completed quickly and on budget. The key issue with this model is the continued loss of corporate knowledge from the Shire, so the depth of the business systems are quite critical to ensure knowledge is captured within each project/contract and as much as possible retained within the Shire knowledge base.

In addition the Mid West Regional Council is forming a grouped/centralised services model that will be supplied to local Governments in the North Midlands area. Those services will include:

 Human Resource Management  Higher Level Financial Management  Engineering  Health and Building

This additional regional resource will enable the Shire to extend the existing capacity of the current staff resources. It will also support possible mentoring of staff as it will provide more professional positions within the region that can create peer mentoring and support. This model is currently being developed.

Key issues for the Shire are the key person dependencies created by the flat and small staff structure. This will create challenges for the Shire in managing succession planning for key roles. The mentoring approach suggested already will be the key management strategy to manage the lack of succession, and to support the building of a regional workforce.

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Assets of Shire

Council provides a range of infrastructure assets to enable services to be delivered to the community.

This plan covers the following assets:  Roads comprising roadways (1,611km),  culverts (261), railway crossings (23),  road signs (1,042), floodways (58), and  footpaths (4km) and kerbing

Buildings comprising  recreation (5),  Council/ depot (8), public/civic (10) and  housing (21)

Other assets covering  recreation (13),  Tourism (8),  Council (1),  public/civic (3),  airport (3) and  waste (1)

What does it Cost? There are two key indicators of cost to provide the services. . The life cycle cost being the average cost over the life cycle of the asset, and . The total maintenance and capital renewal expenditure required to deliver existing service levels in the next 10 years covered by Council’s long term financial plan.

The life cycle cost to provide the infrastructure service is estimated at $4,823,000 per annum. This includes $1,567,000 per annum for roads where the maintenance is funded by mining companies. The lifecycle cost to be funded by Council is $3,256,000. Excluding the roads where the maintenance is funded by mining companies, Council’s planned life cycle expenditure for year 1 of the asset management plan is $2,977,000 which gives a life cycle sustainability index of 0.91.

Excluding the roads where the maintenance is funded by mining company’s total maintenance and capital renewal expenditure required to provide the infrastructure service in the next 10 years is estimated at $27,269,000. This is an average of$2,726,900 per annum.

Council’s maintenance and capital renewal expenditure on the infrastructure service for year 1 of the asset management plan is $3,305,000 giving a 10 year sustainability index of 1.21.

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Financial Estimates of the Strategic Community Plan

The Financial Estimates in this plan assume the majority contribution for each project occurs through grants funding for capital works and Council’s own income generated through rates and fees and charges. The costing estimates have been used to update the Forward Capital Works Plan and will be used to generate the Long Term Financial Plan that is currently being produced for the Shire of Perenjori.

The total expenditure under this plan at the time of adoption was as outlined in the following table.

Costings Summary Corporate Community Plan

2013/14 $ 2014/15 $ 2015/16 $ 2016/17 $ Council Contribution 1,889,107 2,117,277 2,091,777 1,359,777 Regional CLGF 400,000 400,000 Local CLGF 510,000 Mid West Dev Comm Other 3,425,721 2,783,116 3,288,116 2,984,116 TOTAL 6,224,828 4,900,393 5,779,893 4,343,893

There are a number of objectives and projects which will rely on the support and assistance from both State and Commonwealth Governments. The Shire works constantly in collaboration with various partners, which can include corporate, Government, community and Non-Government organisations. Working with partners can provide leverage in acquiring access to funding, specialist skills and knowledge that can all have a significant impact on our ability to achieve our objectives.

Financial Ratios

The Long Term Financial Plan has yet to be prepared and as such Financial Ratios are not available for the Shire at this stage.

The Shire of Perenjori has worked hard to manage the finances well, maximising use of funding opportunities and the generation of income. Working towards sustainability the plan has been developed with realistic objectives and time frames which have been assessed in more detail in relation to our available resources within the Corporate Business Plan.

Income sources for the Shire of Perenjori are varied and include, rates, General funding, Road funding, and other funding.

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Operational Risk Assessment

The following section outlines key systems, processes and resources of the Shire and assesses the current risks to those areas and proposes mitigation measures to be adopted where impact is high.

Systems Risk Assessment of Risk Impact Mitigation Document The time cost of the document HIGH Invest in electronic data management Management management system is inefficient The knowledge base of the systems that protect data integrity and frustrating for staff. organisation is held in the against individual work practices, document management system establish Standard Operating Procedures which has not been well and monitor their implementation. maintained in the past. All staff to be trained in the system. Project Management Projects are managed by staff HIGH Project Management Training has been based upon individual systems Projects need to be fully planned to undertaken. Implement electronic and there is no consistent project enable most efficient work flows project management system and ensure management system in place within organisation and community all projects are managed through system. Stakeholder Stakeholders are managed by Key MEDIUM Stakeholder relationships to be managed Management System staff and Councillors through on The current system works as the through an electronic management going communication, without a organisation is small, however system which records interactions, clear managed process increasing the project load will relationships and follow-up actions cause the current system to be put required. under pressure. Loss of any individual will cause loss of key relationships. ICT system Current ICT system is sufficient MEDIUM Monitor effectiveness and remote access for current resourcing ICT systems can quickly reach their and communication systems between tipping point, and the functionality staff and Councillors. of new technology can greatly enhance workforce productivity Processes HR Processes Succession Planning challenging HIGH Introduce a formalised mentoring due to size of organisation. Having the right team is critical to approach that supports strong HR Attraction and retention of key any successful organisation. management at Senior levels. staff has been difficult in the Building that team over time and Implement excellent HR systems. region. retaining key skill sets will be Build the regional workforce in roles that Active Performance management essential to build efforts to are best delivered at that level. is required to build the increase productivity. Provide flexible working arrangements organisational culture that is for staff, and ensure childcare is provided desired in the community. Workforce Planning Key cost of organisation is labour HIGH Effective job planning, detailed job and Cost Modelling cost and work utilisation of all Some roles can be over-utilised and descriptions, and monitoring or work roles difficult to assess, hencing some under and without output to be implemented to ensure make cost control difficult to appropriate work force planning over and under productivity can be implement. the mismatch is difficult to detect managed. or remedy. Skills Development Skills gaps and development to MEDIUM Training is up to date in organisation overcome gaps could be a risk Over reliance on key staff due to however needs related to Corp Bus Plan ineffective middle management and project development/ fundraising to skills/capacity be further developed. Resources Workforce Capacity to develop a high HIGH Implement systems to monitor work performing organisation that is High performing parts of any output and measure performance of all highly productive and utilises the organisation are affected by lower staff. core staff cost to the best performance and the culture is set All Senior Staff to display values that outcome for the community. by the “lowest bar” over time. show productivity and effectiveness is Building a high performance critical. culture is a function of good Ensure staff understand staff costs to systems, modelling behaviour and community outcomes is important to consistent leadership. Council. Council The task of balancing fiscal HIGH Community expectations about what responsibility and responding to Ongoing good leadership is critical Council can deliver need to be managed. the community is a key risk for within the Council group, as All consultation processes need the clear

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Council. cohesive responsible decision context of the fiscal responsibility making will be required for many required by the Shire. years.

Asset Base Depreciating asset base which MEDIUM Rationalise existing asset base at every cannot be maintained on revenue Long term the Shire will face opportunity and only add high value base increasing challenges to develop projects that deliver clear outcomes, new infrastructure or community including revenue generation projects and maintain existing opportunities. assets. Continue to invest in regional processes that optimise revenue base of the Shires in the region.

Internal Analysis

Required improvements

The following proposed improvements for the internal management of the Shire will support the core goals of developing the community and improving financial sustainability. They relate to the mitigation measures outlined in the risk analysis.

1. Invest in electronic data management systems that protect data integrity against individual work practices, establish Standard Operating Procedures and monitor their implementation. All staff to be trained in the system. 2. Implement electronic project management system and ensure all projects are managed through system. 3. Stakeholder relationships to be managed through an electronic management system which records interactions, relationships and follow-up actions required. 4. Monitor effectiveness and remote access and communication systems between staff and Councillors. 5. Introduce a formalised mentoring approach that supports strong HR management at Senior levels. 6. Implement excellent HR systems. Build the regional workforce in roles that are best delivered at that level. Provide flexible working arrangements for staff, and ensure childcare is provided in the community. 7. Effective job planning, detailed job descriptions, and monitoring or work output to be implemented to ensure over and under productivity can be managed. 8. Implement systems to monitor work output and measure performance of all staff. All Senior Staff to display values that show productivity and effectiveness is critical. Ensure staffs understand staff costs to community outcomes is important to Council. 9. Rationalise existing asset base at every opportunity and only add high value projects that deliver clear outcomes, including revenue generation opportunities. 10. Continue to invest in regional processes that optimise revenue base of the Shires in the region

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Measuring our Success

Within each Strategic Theme there are a number of key objectives which have specific measurement criteria which are either output or outcome based. These will be used by the Shire to monitor the achievement of the plan. They will be used to monitor project activity, but not reported on in the Annual Report.

Key Performance measures have been set against the 5 strategy areas. These KPM’s are designed to be reported against annually in the Shires Annual Plan. This will enable the community to track progress against the objectives and to also understand the impact of the plan’s implementation.

Strategy Strategic Area Key Performance Measures Number 1 Infrastructure and Natural Community satisfaction telecommunication services (annual survey) Assets Community satisfaction town amenity (annual survey) Community satisfaction power supply (annual survey) Community satisfaction other services eg. Roads, pathways (annual survey) Completion of roads program and targets achieved Public feedback – annual survey Number and nature of complaints Road count Road budget impact reduced Grower feedback Number of trains, amount of grain hauled by rail 2 Industry and business Number and scope of businesses development Attendance to activities and meetings Customer surveys Number establishments Number expansions/relocations Number of business which moved Number houses built per year Land Availability for projects Nil waste targets achieved CRC Annual reports CRC Minutes of Meetings 3 People and place Annual Survey Number GP consults AEDI indicators Annual Community Survey, Childrens services Monitoring usage of all services/activities, day care and parenting Static membership numbers Clubs self report business improvement Number art and cultural events held Annual community satisfaction with cultural, heritage and recreation services (annual survey) Community survey Visitor numbers, visitor surveys, feedback from community and operators

4 Community capacity Volunteering rate each census period Community satisfaction with engagement with Council (annual

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survey)

5 Councils capacity Staff statistics, Staff and Council survey Number of projects, record of works completed on time and in budget Numbers of candidates at elections Improvement in Financial ratios Low employee turnover Successful fundraising for key projects 50% target

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Disclaimer

This Corporate Business Plan has been prepared by Grassroots Development for the sole use of the Shire of Perenjori on the basis of information supplied by the Staff and Community. The plan has been provided on the understanding that:

 Grassroots Development is not responsible for the results of any actions taken on the basis of information or errors in, or omissions from the plan; and  Grassroots Development disclaims any liability to any person in respect of anything or the consequences of anything, done or omitted to be done in reliance upon the whole or any part of the contents of this document; and  If legal advice or other expert professional assistance is required, the services of a competent professional person should be sought.

Acknowledgements

This plan has been developed with the active assistance of key staff within the Perenjori Shire. They include the CEO Ali Mills, the Community Development Officer, Sam Parker and the Deputy CEO Doug Stead.

Shire Councillors were also involved in the process and thanks goes to all Councillors for their time and effort to make sure the plan is right for the community. Special thanks must go to Chris King, the Shire President who has given extra time and great support to the planning process.

The Facilitator for the process was Sue Middleton of Grassroots Development.

Attachments

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Attachment

14085.2 1. Mid West Tourism Development Strategy Tourism Alliance 2. Terms of Reference

Ordinary Council Meeting 21st August 2014 Mid West TOURISM Development Strategy

DRAFT

Prepared by Evolve Solutions July 2014 PREAMBLE The Mid West Development Commission and Regional Development Australia in collaboration with the Department of Planning and the Mid West Tourism Alliance commissioned this project to establish a regional tourism development strategy. The ultimate objective of this project was to identify tourism opportunities, game changers, priorities and gaps for the Mid West region to inform future development and investment. Extensive consultation and analysis concluded that the Mid West is underperforming as a tourist destination in that its potential is not being realised. The recommended strategy to grow Mid West tourism during 2015-2025 focuses on five key areas.

1. Increasing accommodation capacity from camping through to resorts;

2. Opening up day use sites-places previously overlooked or under-developed to enhance the Mid West’s appeal as a destination;

3. Improving the quality and distribution of information for pre-trip planning and way finding;

4. Attracting more high-yield visitors and the growing self-drive and RV market; and

5. Increasing the range of Aboriginal and eco nature based tourism activities, attractions and experiences. Success of the strategy is reliant upon the collaboration of government, tourism operators, industry stakeholders and community in resourcing and supporting a regional approach to tourism development.

DISCLAIMER This document has been compiled in good faith by Marketrade and Evolve Solutions and is not a substitute for legal or technical advice. No person or organisation should act on the basis of any matter contained in this document without obtaining appropriate professional advice. Marketrade and its associates, sub‑contractors and alliance members make no representation or warranty, expressed or implied, as to the accuracy, completeness, reasonableness or reliability of the information contained in this document, and accept no liability, jointly or severally, for any loss or expense of any nature whatsoever (including consequential loss) arising directly or indirectly from any making available of this document, or the inclusion in it or omission from it of any material, or anything done or not done in reliance on it, including in all cases, without limitation, loss due in whole or part to the negligence of Marketrade and its associates, sub-contractors and alliance members. This notice has effect subject to the Trade Practices Act 1974 (Cwth) and the Fair Trading Act 1987 (WA), if applicable, and to the fullest extent permitted by law.

PREPARED BY DRAFT

JULY 2014

Mid West Tourism Development Strategy 02 Contents EXECUTIVE SUMMARY 5

SECTION 1 - PRELUDE 9 1.1 INTRODUCTION 9 1.2 BACKGROUND 10 1.3 PLANNING CONTEXT 11

SECTION 2 - ANALYSIS 16 2.1 SITUATION ANALYSIS 16 2.2 VISITOR MARKET & OUTLOOK 19 2.3 TOURISM AUDIT 25

SECTION 3 – REGIONAL TOURISM DEVELOPMENT 34 3.1 GOALS 34 3.2 STRATEGIC AIMS 34 3.3 REGIONAL TOURISM DEVELOPMENT PRIORITIES 36 3.4 ADDITIONAL REGIONAL TOURISM DEVELOPMENT OPTIONS 48

SECTION 4 - SUBREGIONAL TOURISM DEVELOPMENT 53 4.1 SUBREGIONAL TOURISM DEVELOPMENT PRIORITIES 53 4.2 SubregionAL ACTION PLANS 58

SECTION 5 - GOVERNANCE 74 5.1 MANAGEMENT FRAMEWORK 74 5.2 KEY SUCCESS FACTORS 76

SECTION 6 - APPENDICES 80 A. TOURISM AUDIT DATA 81 B. SWOT ANALYSIS 83 C. PREFERRED WA DESTINATIONS 84 D. COMPETITIVE ADVANTAGES 85 E. REMPLAN DRAFT 86 F. top 21 tourism development opportunities 87 G. DPAW CONSERVATION ESTATE 88

References and bibliography 89

Mid West Tourism Development Strategy 03 DRAFT

Abrolhos Islands

Mid West Tourism Development Strategy 04 EXECUTIVE SUMMARY Recent and ongoing upgrades to the Geraldton Foreshore, Kalbarri National Park, The Mid West Tourism Development Strategy is a the Wildflower Way and Dongara-Port Denison regional initiative commissioned by the Mid West have potential to increase visitation. Similarly, Development Commission, Regional Development several Shires are working towards becoming Australia, Department of Planning and LGAs across Recreational Vehicle (RV) friendly towns in the Mid West region. anticipation of a growing RV visitor market. The strategy is the direct result of the Mid West The Mid West Tourism Alliance has also been Regional Blueprint process undertaken in 2013/14. established to help drive a more collaborative The Mid West Regional Blueprint is this region’s approach to developing tourism across the growth and development plan that proposes a Mid West. number of high level strategies. It identified five There are however, gaps to address in the key pillars through which targeted development Mid West’s tourism including: strategies and subsequent investments would be made to grow the region for a population scenario of • Distinct and separate branding of towns and 190,000 by 2050. A critical element identified in the therefore no coherent (regional) identity in the Economic Development Pillar was “Tourism”, as one minds of visitors; of the key focus areas that would drive the region’s • Varied approaches to visitor servicing and long term economic growth. mixed standards of information for way finding The Mid West Tourism Development Strategy aims (i.e. navigating to places of interest); to facilitate a coordinated, collaborative approach to • Lack of distinctive ‘iconic’ activities and grow regional tourism and maximise the Mid West’s experiences compared to neighbouring existing tourism capacity (2015 to 2025) by: regions; • Identifying tourism opportunities, game • Accommodation, which is generally aged, changers, priorities and gaps for the Mid West and of mixed standards, and is at times below region to inform future development and visitor expectations, with supply limitations investment. during peak seasons; • Identifying the priorities and opportunities • Limited RV and traveller amenities and that will help the Mid West achieve the goal of accommodation options, such as low-cost or hosting 1,000,000 overnight visitors by 2050 as freedom camping for travellers transiting or outlined in the Regional Blueprint. stopping overnight; The strategy was developed during January to • Regional produce is not highly promoted June 2014 through desktop analysis, consultation, in hospitality venues; food-wine-culinary regional workshops and field trips. experiences are under-represented; and food Mid West tourism has significant potential to tourism is under-developed; grow the tourism economy and stakeholders have • Aboriginal tourism activities-experiences are recently embraced the need for collaboration in under-represented; and pursuing regional development of tourism. Growth • Digital media and online promotional in Mid West tourism has been erratic due partly to information is limited, including gaps in town the region’s aged tourism infrastructure, limited information, day trip options, experiences choice of holiday destinations, lack of ‘iconic’ available and recommended ‘must-do’ appeal, assorted branding, and competition from activities. neighbouring world heritage areas and overseas destinations. The region’s tourism hasDRAFT evolved unevenly and irregularly as a result of resource constraints and the Shire’s LGA-centric approaches to infrastructure development, marketing and visitor servicing. Although the Mid West has popular destinations that bring seasonal holidaymakers, many travellers transit through the Mid West enroute to farther destinations reducing potential growth in tourism.

Mid West Tourism Development Strategy 05 The key tourism opportunities identified for the The long term aspiration of this strategy is for the: Mid West include: • Mid West to attract 1,000,000 overnight visitors • The Abrolhos Islands maritime history and by 2050, staying 5,000,000 nights, and nature based experiences; generating overnight expenditure of $544,000,000; • Develop an iconic ‘skywalk’ lookout, sealed access roads, a naturebank eco camp, • 605,000 day trip visitors generating campground and trail upgrades in $67,000,000 expenditure by 2050; and Kalbarri National Park; • the Mid West to be recognised as a leading • Develop coastal campsites and day use visitor self-drive region offering a wide range of nodes from Green Head to Kalbarri; high quality, year-round options for the Aspirational Achiever, Dedicated Discoverer, • 4WD trail along the Zuytdorp Coast linking Grey Explorer, Family Connectors and Kalbarri to the Shark Bay World Heritage Area; Experience Seeker markets. • The development of tourism-recreation The key to the strategy is increasing capacity to infrastructure across the Department of grow the visitor market and extend the length of Parks and Wildlife’s conservation blocks stay; improve way finding to disperse visitors across (Karara, Muggon, Doolgunna-Mooloogool and the region; increase opportunity for expenditure Dalgaranga); (e.g. tours, hospitality and accommodation); and • Develop geo tourism and a geo park in the build a stronger profile as a diverse destination Murchison; extending from outback to coast to island. • Aboriginal tourism experiences and activities; The success of the strategy is contingent upon • Develop prospecting reserves in the the changes recommended in this strategy. Murchison; The strategy recommends a region-wide transition from LGA-centric tourism planning to collaborative • Support Murchison Pastoral properties to ‘visitor-centric’ regional tourism development. develop tourism infrastructure including A number of initiatives have been identified to help station stay accommodation, campgrounds with the transition. Central to this are subregional and day use sites; memorandums of understanding (MOU), which • Extend and enhance the Wildflower Way, LGA’s in the Murchison are working towards and the and develop interactive components of the Batavia Coast and North Midlands may also adopt in Artbelt Project, creating a drive ‘loop’ with the near future. year-round appeal; The priority investment opportunities are integral • In the North Midlands develop additional to the strategy and are dependent upon funding self‑drive routes with rest and overnight from a range of sources including public private areas; audit potential campsites and develop partnerships and co-funding. Visitor servicing is 4-5 eco campgrounds; and upgrade a selection an important enabler of visitor experiences and of trails to multi use (walk, bike, horse, 4WD) expenditure and a broader reach is required by or create new trails at popular sites; and establishing ‘information nodes’ across towns and redefining how the larger visitor centres engage • Headworks and planning pre-approval for a with the tourism sector. Good decisions require conference-function facility in Geraldton. quality information and so a dedicated marketing research program is required to ensure visitor desires, motivations, preferences and satisfaction are closely monitored. DRAFTThe Mid West is a large area (i.e. 478,000km2) and it is difficult to travel north-south across WA without traversing the Mid West and this invites the development of regional linkages that capture different types of visitors and different modes of transport. An overview of the Mid West tourism development strategy is presented on the following page.

Mid West Tourism Development Strategy 06 strategic aims Cruise ship tourism 2050 vision WA Museum, Geraldton expansion Improve quality and distribution of The Mid West attracts one million visitors information for way finding Batavia Coast Marina Stage 2 completion Develop RV friendly towns each year that stay and enjoy the region for longer... Moresby range recreation amenities Open up sites and places previously Niche tourism ie Astronomy related Mid West Events ie iconic events overlooked or under developed Create ‘geo cache’ trails in towns and at popular sites Way regional priorities Develop self drive trails finding Increase accommodation capacity from camping Packaged holidays across the region Way Finding (directional signage, regional standard Aboriginal brochures, etc) Tourism through to resorts 4-5 star hotel-resort Port Denison Abrolhos Islands Aboriginal tourism and guided art-cultural tours Upgrade coastal eco accommodation Attract more high yield Adventure activities campsites and amenities (mountain bike, canoeing, riding, walking trails) Develop new day-use, lookouts (ie bird viewing) at visitors and grow the key sites and ‘leave no trace’ camping sites that have Develop interactive self drive and RV 24 hr overnight rest bays, short stay camp been overlooked or undeveloped elements of the sites, RV sites Artbelt project market Refurbish heritage buildings for tourism purposes Progress Port Denison Foreshore master plan RV Friendly Town accreditation Increase the Kalbarri National Park DRAFTDevelop half day 4WD / bike / walk trails to key Mid West Events eg Blues in the Bush Encourage Farmstays, holiday homes, B&Bs range of sites in close proximity to towns iconic skywalk, road Road side rest areas with amenities Aboriginal and cultural tourism development eco nature and day use facilities. sealing, naturebank site, Develop chalets / park homes at Caravan Parks eco campground based RV parking and visitor amenities in towns Promote self drive routes to caves, activities Mobile network upgrade, free Wi Fi at selected sites windfarm, wildflowers, coast, heritage developmentWay finding opportunities with signage, smart devices, google maps, standard regional planners etc Mid West events development Improve promotion of accommodation options (B&B, caravan park, hotels, RV sites) Cultural development i.e West End precinct, farmers market development, regional foods in Mobile network upgrade, free Wi Fi at Develop coastal nodes local venues selected sites and campsites Develop cabins / chalets at Shire owned caravan parks

Abrolhos Islands maritime history and Develop tourism infrastructure on Develop DPAWs Karara block into a Kalbarri to Shark Bay nature based experiences DPaW’s conservation blocks (Muggon, tourism destination 4WD trail along Doolgunna Mooloogool and Dalgaranga) Zuytdorp coast Kalbarri National Park iconic ‘skywalk’ Develop half and full day self drive lookout, sealed roads, nature bank Develop geo tourism across the subregion routes with rest and overnight areas, eco camp, campground and trail upgrades signage, interpretation, Artbelt strategy installations, eco amenities, lookouts Kalbarri to Shark Bay 4WD trail along Develop prospecting reserves for visitors the Zuytdorp Coast Develop DPAW blocks Create wildﬂ ower self-drive loop along (Karara, Muggon, Support pastoral properties to develop the Wildﬂ ower Way and Midlands Road Develop coastal campsites and day Doolgunna Mooloogool, tourism infrastructure use visitor nodes from Green Head to Audit potential campsites and develop Dalgaranga) into Kalbarri 4-5 eco campgrounds tourism destinations Develop lookouts and safe viewing sites for Headworks and preapprovals for a flash rain events Upgrade trails to multi use (ie walk, bike conference facility in Geraldton and horse), create new trails at popular sites Develop geo tourism and a geo park Batavia Coast Murchison North Midlands

subregional priorities DRAFT ow will Mid West tourism tourism will Mid West ow get there? prioritised improvements. Collaboration and partnerships. Collaboration MOU’s. tourism Subregional Alliance. Tourism Mid West Regional Blueprint. Mid West priorities. Identified tourism with RTO’s. alliance Marketing high quality visitor Standardised, and way finding. information Multi-channel communication Apps, social media, digital, (web, GPS). accommodation Increased lodges, resorts, (hotels, capacity camping, stays, station B&B’s, 24hr stopovers). town strong Regional branding, based identities, experience appeal. and places of iconic Development (e.g. Kalbarri NP, experiences parks, conservation Abrolhos, geo park). aboriginal tourism, Event and coastal geo tourism tourism, experiences. picnic, day trip, self-drive Trails, options. tourism focused Support for and entrepreneurs; SME’s and NFP; private community, and training mentoring, networks. actions; term Short, medium, long H here does Mid West does Mid West here be? want to tourism 1M overnight and 616,000 day overnight 1M p.a. by 2050. trip visitors nights p.a. by 5,000,000 visitor 2050. $544 million p.a. overnight and $67 expenditure visitor million p.a. day trip expenditure by 2050. 988,000 day-trip and overnight by 2025. visitors in visitation growth Sustainable of 1.42%p.a. (average). an inspiring nature-eco-culture- destination. event and coastal self-drive, a leading outback holiday region. holiday A unique island eco (e.g. Abrolhos). destination and stopover route An irresistible travellers. transient for in geo tourism, A leader and unique conservation eco experiences. collaborative model for A role tourism. regional W here is tourism in is tourism here and the WA Australia, aiming? Mid West Australia Tourism 2020. Tourism Australia 2020. Tourism WA Tourism and AGO ACC Priorities Development 2012-2015. Regional Blueprint Mid West 2015-2025. Capacity LGA’s. Mid West building, / infrastructure and branding services, visitor collaboration. Aims Common Tourism China. from visitation Grow eco tourism promote and Develop (e.g. National Landscapes). and food nature, eco Encourage experiences. tourism cultural and regional domestic Grow and high incl. self-drive tourism, yield visitors. and infrastructure Increase Experience that deliver events Extraordinary. WA. regional to visitors Increase an have opportunities to Increase experience. aboriginal tourism and Camping Caravan WA’s Action Plan. tourism nature-based WA’s strategy. W DRAFT here is Mid West is Mid West here Now? Tourism 425,000 overnight visitors,425,000 overnight 2.1M nights, $240M overnight visitor 320,000 day trip expenditure, p.a. (avg). visitors Kalbarri, Drawcards: Denison, Dongara / Port Country, Wildflower Geraldton, Murchison towns, regional outback prospecting, stays. and station experiences many capacity; hotel Adequate quality and mixed aged facilities; focus. tourism Many holiday homes; limited park and camping caravan in peak season. capacity fragmented branding, Town visitor identity, LGA-centric information. signage, mixed adequate Mostly some gaps quality and standard, in way-finding. planning; based tourism LGA priority; a low-med tourism resources. limited to priority afforded Low RV and camping self-drive, infrastructure. segment and trail through; passing Many travellers and many seasonal short stay visitors. overnight and 2-3 subregional 3 Shire Minimal groups. tourism regional limited collaboration, pooling. planning and no resource Growth in tourism has been low. W

Mid West Tourism Development Strategy 08 SECTION 1 - PRELUDE 1.1 INTRODUCTION The Mid West Tourism Development Strategy is a regional initiative commissioned by the Mid West Development Commission, Regional Development Australia and LGAs across the Mid West region. The strategy is the direct result of the Mid West Regional Blueprint process undertaken in 2013/14. The Mid West Regional Blueprint is this region’s growth and development plan that proposes a number of high level strategies. It identified five key pillars through which targeted development strategies and subsequent investments would be made to grow the region for a population scenario of 190,000 by 2050. A critical element identified in the Economic Development Pillar was “Tourism”, as one of the key focus areas that would help drive the Kiteboarding, Geraldton region’s long term economic growth. The ultimate objective of this Tourism Development Strategy is to identify tourism opportunities, game changers, priorities and gaps for the Mid West region to inform future development and investment. The strategy highlights the opportunities available to achieve the Regional Blueprint goal of hosting ‘1,000,000 overnight visitors by 2050.’ The priorities and opportunities have been identified by: • Reviewing and building on previous tourism strategies such as MWDC’s Geraldton Greenough Tourism Strategy, Tourism WA’s Caravan and Camping action plan, Australia’s Golden Outback development priorities, Australia’s Coral Coast development priorities, WAs Aboriginal Tourism Strategy, WAs 2020 Tourism Strategy, National Long Term Tourism Strategy and Australia’s Tourism 2020 Yellow Kangaroo Paw Strategy; • Extensive consultation across the subregions through one-on-one and phone interviews, and workshops to prioritise initiatives and projects for future investment; • Determining what is required to maximise the use of current tourism offers and accommodate future visitor growth to the subregions; DRAFT • Understanding the key challenges facing tourism in the region for the next 10-20 years; and • Reviewing the Mid West’s strengths, weaknesses, opportunities and threats.

Aboriginal art, Mullewa Mid West Tourism Development Strategy 09 1.2 BACKGROUND Acknowledging the Mid West subregions require lifecycle-specific responses, the strategy aims The Mid West is host to a significant array of flora, to strengthen the fundamentals that encourage fauna, landscapes and coast along with vast swathes innovation across the tourism sector by utilising of unspoilt, remote land that offers enormous where possible the following elements. potential for tourism. Future prospects for the Mid West and the subregions are closely linked • Economic competence: LGA’s and tourism to global growth driving demand for resources, stakeholders working together to attract while also remaining connected to the agricultural, investment, establish new enterprises, grow pastoral and seafood industries which have uncertain employment, increase tourism visitation and exposure to climate change and global warming. foster local prosperity. The Mid West’s tourism sector has suffered from • Clustering of resources: Networking and being a poor cousin to the region’s traditional collaboration between the Mid West Tourism economic drivers of agriculture, pastoralism and Alliance, tourism operators, LGA’s and the mining. The Mid West’s tourism is considered MWDC. by some to be a by-product of, or transit point • The existence of networks: Leveraging for, the neighbouring world heritage areas at the contacts and knowhow of stakeholders Shark Bay-Monkey Mia and Ningaloo-Exmouth. across the region to achieve improvements in Further, the annual migration of seasonal self- tourism infrastructure, products, services and drive travellers’ enroute to / from the Kimberley standards that stimulate growth in visitation. and northern / eastern Australia has many visitors passing through the region, at best stopping for • The presence of productive development an overnight stay. The challenge in growing the blocks: Continued support for the MWTA, Mid West’s tourism industry is in embracing the subregional tourism forums and LGA groups needs of visitors and investing in initiatives that to implement actions. deliver value, quality and appeal, on a collaborative • Entrepreneurial activity: Subregional leaders region-wide basis. within the LGA’s and / or local communities A significant challenge is to avoid over-investing driving local forums and initiatives. in established iconic areas and instead encourage • An effective critical mass of resources: investment in emerging ‘iconic’ sites / areas that Grants and funding, in-kind and volunteer appeal to a larger cross-section of the visitor support, Federal, State and Local government market, helping attract an increase in visitors that programs, in addition to the resources can better appreciate the appeal and vastness of available in each subregion. the region, whilst attracting and dispersing visitors • Institutional infrastructure: Includes the across the broader Mid West. proposed subregional memorandums of This strategy incorporates some of the principles understanding for tourism, Mid West Tourism of Butlers Tourism Destination Lifecycle, Lieper’s Development Strategy, the MWDC’s Regional Whole Tourism System and Edquist’s Systems of Blueprint, LGA Business and Corporate Plans, Innovation.1 An underlying premise to the strategy and Local Tourism Plans. is that destinations move through ‘phases of relative • A leading role of local government: Eighteen stability or incremental change interspersed with individual LGA’s as well as subregional forums. phases of radical change’ (Carson & MacBeth 2005). Regional destinations are ‘systems’ and their • The production and distribution of advancement is achieved by increasing capacity and knowledge: The monitoring of progress in encouraging innovation. the implementation of the region’s tourism related strategies contributing to a wider This strategy also addresses fundamental gaps understanding of tourism development across and opportunities in Mid WestDRAFT tourism aided by the a large part of Western Australia. five elements of Lieper’s Whole Tourism System (e.g. generating regions, tourists, transit routes, • The quality of social capital: Includes destination regions and tourism industries), while local tourism associations and forums, recognising differences in the tourism lifecycle of business‑commerce groups, community each subregion and the improvements or innovation development groups and social enterprises required to become an appealing destination. across each of the subregions and the Mid West contributing to the growth of communities. 1 Edquist, C. ‘The Systems of Innovation Approach and Innovation Policy: an account of the state of the art’, Proceedings of DRUID Conference Aalborg. June 12-15, 2001.

Mid West Tourism Development Strategy 010 1.3 PLANNING CONTEXT The Australian Government’s Tourism 2020 strategy is a long term collaboration between industry and To understand the tourism planning context of this government to maximise the economic potential strategy, and to identify priorities that align with of Australia’s tourism sector. Initiatives relevant State and National tourism priorities, a review to Mid West tourism include rollout of the NBN, of existing plans and strategies was undertaken. uptake of the tourism E-kit, business skills training The following strategies were deemed to be the for Aboriginal people, the Enterprise Connect most critical to the formation of the Mid West program helping tourism operators, encouraging Tourism Development Strategy. experience‑based product development, and Tourism 2020 is Australia’s national tourism fostering linkages between tourism and the arts. strategy that integrates the National Long-Term A principle aim of the WA Government’s 2020 Tourism Strategy with growth aspirations of the Tourism Strategy is to double the value of tourism 2020 Tourism Industry Potential (i.e. Australia’s in Western Australia from $6 billion a year in 2010 aspirational targets for tourism). Tourism 2020 to $12 billion a year by 2020. The strategy focuses aims to enhance growth and competitiveness in the on the WA Government working with industry to tourism industry by focusing on six strategic areas: grow business travel, international visitation and 1. Grow demand from Asia; encourage development and diversification in the regions. Two of seven ‘levers’ of the strategy are 2. Build competitive digital capability; particularly relevant to the Mid West. 3. Encourage investment and implement 1. REGIONAL TRAVEL. Outcome: Increase regulatory reform agenda; visitors to regional WA with Tourism WA 4. Ensure tourism transport environment supporting infrastructure in regional WA; supports growth; encouraging Australia’s best regional events 5. Increase supply of labour, skills and Aboriginal calendar; improved caravan, camping and participation; and self-drive experiences; Extraordinary regional experiences, including nature based, culinary 6. Build industry resilience, productivity and quality. and cruise shipping experiences. 2. Aboriginal. Outcome: Provide every visitor with the opportunity to have an Aboriginal tourism experience: facilitate and support opportunities for access to land and tenure for the development of tourism; supporting industry in interfacing with government, maximising involvement in government tourism programs; opportunities and pathways for Aboriginal employment in tourism and hospitality, including through traineeships and cadetships. WA’s Aboriginal Tourism Strategy aims to facilitate a collaborative approach to the ongoing development of a sustainable, credible and visible Aboriginal tourism industry. Initiatives relevant to the Mid West include: 1. Integrating Aboriginal tourism product into mainstream domestic tourism; DRAFT2. Facilitating and supporting opportunities for access to land and tenure for the development of tourism; and 3. Supporting the development of viable and sustainable Aboriginal tourism businesses.

Kalbarri Gorge

Mid West Tourism Development Strategy 011 As at 2014 there are very few Aboriginal tourism The Brighthouse Report2 sets out the basis for a experiences in the Mid West although there are range of recommendations in the WA Caravan and several inspiring concepts awaiting development. Camping Action Plan (2013) whilst also identifying issues specific to the Mid West and Upper Gascoyne The WA Government’s Caravan and Camping Action including: Plan (2013) focuses on infrastructure, land access, industry standards and new facilities to grow • A review of the Land Administration Act visitation and patronage across WA. Key initiatives that may encourage additional caravan and relevant to the Mid West Tourism Strategy include: camping facilities on pastoral lands; • New infrastructure such as caravan / camping • Upgrade facilities in Kalbarri’s existing grounds in protected areas, improving caravan parks and develop an additional overflow parks and amenities and creating caravan park; additional rest areas and dump points along • Improve facilities and infrastructure at major routes; Cobra Station; • Investigation and incentives to offer • Continued planning to improve facilities, ‘investor‑ready’ opportunities for commercial capacity and quality at the Mount Augustus caravan park development in priority areas; Outback Resort; • Implementation of marketing activities, • A direct road link from the Murchison to training programs and accreditation to lift Karijini National Park; and industry standards; • A new additional campground at • investigation and development of camping Kennedy Range National Park. facilities on Aboriginal lands that encourage Aboriginal participation and employment; and • Specific projects within the Mid West include dump points and upgraded rest areas at Middle Branch, Galena Bridge, Nerren Nerren, Barradale, and Kirkalocka Station.

DRAFT

Ellendale Pool 2 Brighthouse & Starfish Business Solutions. A Strategic Approach to Caravan & Camping Tourism in Western Australia. February 2012. Prepared for Tourism WA.

Mid West Tourism Development Strategy 012 Upper Gascoyne

Meekatharra Wiluna

Murchison Batavia Coast subregion Cue

Northampton Murchison

Mount Magnet subregion Sandstone

Yalgoo ChapVmaallne y Greater Geraldton Subregions of the Mid West Irwin Morawa Includes the Shire of Upper Gascoyne Mingenew Perenjori (a local government authority in the Gascoyne region) Three Springs Carnamah Coorow North Midlands subregion

TOURISM PLANNING ON THE BATAVIA COAST The Irwin Tourism Development Plan 2013-18 focuses on amenities, awareness and administration The Mid West Tourism Group identified 52 priority followed by activities. The plan’s highlights include tourism projects for this region comprising 11 an RV and caravan site, a review of coastal camp attractions, five (5) access, 10 accommodation, seven sites, new or improved events and cooperative (7) activities, six (6) administration and 13 amenities. marketing to promote the destination. The priorities include operational improvements such Shire of Chapman Valley Corporate Business Plan as better management of activities for cruise ship 2013-17 aims to develop tourism by supporting passengers, delivering a value of tourism program, cottage industries, events and a caravan park. This more effective wind sports / surfing competitions and includes investigating and promoting overnight a better business model for the Sunshine Festival. caravan stay options in settlements, supporting Capital-intensive projects include enhancements existing and new events that promote visitation to to walking, cycling and self drive trails, new the Shire, investigating short-term and overnight or increased accommodation near key sites, accommodation options, support development of the development of activities at under-utilised sites and Moresby Range Regional Park, a walking-riding trail upgrades on the Abrolhos Islands to grow visitation. along the railway line between Moresby Range and The Geraldton-Greenough Tourism Plan outlines Yuna and development of a recreational node at the seven projects that could potentially change Buller River mouth. the appeal of greater Geraldton. The The Master Plan for the Abrolhos Islands Wallabi capital‑intensive projects focus on the Abrolhos Group highlighted the need to revisit the managing Islands, Moresby Ranges, themed walk trails, structure and authority; to establish a working group Batavia Coast Marina Development and a Marine DRAFTto investigate tourism across the entire Abrolhos; Discovery Centre, Greenough Historic Settlement, and establish Beacon Island as the focus for North Road Stock Route drive trail and new events. Batavia-themed day trip visits (due for completion Geraldton’s accommodation study (2009) concluded in 2015-16). There remains an overarching issue of no increase in room supply was required in the short determining the carrying capacity of the Abrolhos, term, an additional 300 rooms were required in its ability to support increased tourism and the medium term and 386 rooms in the long term. recreation activity and how best to manage such In the medium term, the Batavia Coast Marina is activity within the limits of sustainability. a potential site for a hotel development whilst in the longer-term coastal sites will be investigated through local planning processes.

Mid West Tourism Development Strategy 013 TOURISM PLANNING IN THE MURCHISON^ TOURISM PLANNING IN THE NORTH MIDLANDS The LGA’s within the Murchison identified a range of The North Midlands includes the Shires of tourism-related initiatives within their community Carnamah, Coorow, Perenjori, Morawa, Mingenew and corporate plans, which form part of the and Three Springs. During 2014 to 2023 shires in medium-term planning process. The initiatives are the North Midlands are planning to upgrade tourism earmarked for investigation and / or implementation infrastructure focusing mostly on nature based during 2014 to 2024 (subject to funding and due tourism experiences, making improvements to diligence). A summary of the initiatives follows. accommodation standards and capacity, and improving the range of visitor experiences. • Develop short-term accommodation options (Cue, Wiluna and Yalgoo Shires). For example, Proposed initiatives include new walk trails to caravan park bays and camp sites, 24hr rest popular sites and / or around heritage areas within stops, ex-mining / workers camps, on-site towns, improved self-drive wildflower trails and vans, cabins and informal camp sites (e.g. at upgrades to caravan parks and / or short stay places of interest, popular sites, strategic accommodation are also proposed. A range of locations). new or improved visitor experiences are under investigation such as a water park, art-cultural • Upgrade visitor amenities at the town centre, art and sculpture trail (i.e. Artbelt), a caravan park (Mount Magnet, Murchison and solar‑thermal power project and links to DPaW’s Wiluna Shires). For example, construct new Karara block. Improvements to information for laundry, camp kitchen, dump point, toilets or visitors are proposed such as cross-shire travel power / water points. guides, website and a brochure. Shire planning • Showcase the natural and cultural in the North Midlands aims to continue focusing features / areas across the shire (Cue and on wildflowers as a central theme supported by an Murchison Shires). improved range of eco tourism and nature based • Examine the potential of establishing a experiences. museum, cultural or interpretive centre within the towns (Murchison, Meekatharra and Wiluna Shires). • Investigate and/or develop trails within the towns and/or at prominent sites (Yalgoo and Sandstone Shires). • Facilitate town centre streetscape enhancement plans (Wiluna, Sandstone and Yalgoo Shires). • Upgrade, restore and/or showcase the heritage buildings and their associated history (Murchison, Yalgoo and Wiluna). • Continue to support and/or encourage art and cultural events (Sandstone, Cue, Wiluna and Meekatharra Shires). • Attract and/or encourage new ventures including Aboriginal, food and horticultural (Wiluna and Meekatharra Shires). • Continue to supportDRAFT visitor servicing, visitor centres and tourism promotion (Sandstone, Yalgoo, Mount Magnet and Wiluna Shires).

^ The Shire of Upper Gascoyne is part of the Gascoyne Region, however, due to synergies with Shires in the Murchison it is included in the collective ‘Murchison’ term resulting in 8 LGAs in the Murchison subregion referred to throughout this document. 'Big Ears' sculpture, Mingenew Mid West Tourism Development Strategy 014 LONG TERM TRENDS The Mid West Tourism Development Strategy adopts a ten year time horizon and as such there are long term tourism trends that are expected to influence tourism across Western Australia and the Mid West during 2015 to 2025 as outlined below.

Rising environmental awareness: concern for impacts on the natural world, a growing ‘green shift’ towards environmentally aware practices, products and services, favouring undisturbed nature-based tourism experiences and conservation-driven developments.

Sustainable tourism: travelling responsibly, visiting sustainable environments, having authentic experiences and tourism that delivers beneﬁ ts for locals and the environment; social enterprises come to the fore as more travellers value sustainable/renewable/recyclable approaches to life

Owning a home on wheels: 500,000+ registered RV’s in Australia, 20,000+ new RV’s built in Australia annually, 80,000 RV’s on Australian roads at any one time; the number of overnight sites-bays decreasing nationally; site shortages, overﬂ ow facilities and ‘feral’ camping are on the rise.

Ageing population: Aust. over 65’s pop. will increase to 60% from 3.3 m (2013) to 5.3 m (2028). They will be comparatively healthier, wealthier, more active, and mobile. Theres a need to understand their desires / motivations as they take to the roads in 4WD’s, caravans and RV’s - the ‘silver tsunami’ of nomads.

Changing spending patterns: rising aspirations and expectations; visitors expecting premium quality and service at affordable prices [i.e. the best for less, now]; quality and service are expected as a given; consumers buying in shops and online with social/digital media inﬂ uencing spending patterns.

Experience economy: people valuing experiences over possessions; using experiences to express status; travel value derived from the experience (i.e. the memories, feelings and emotions); social media capturing travel experiences, proﬁ ling destinations and inﬂ uencing travel plans.

Increased urbanisation worldwide: increasing world population, rising middle-class, congested cities and sprawling urbanisation; increased pressure in our daily life motivating travellers to ‘escape’ through holidays; the rise of holidays that immerse visitors in self-discovery, education and culture.

Asia-Paciﬁ c Tourism: steady growth in inbound / outbound travel across Asia-Paciﬁ c over the medium-long term; growth in intra-regional travel bides well for growth in arrivals to Western Australia; culture, food, nature and leisure DRAFTremain the primary motivators for international travellers.

Carbon economy: climate change and global warming becoming all-pervasive; cost of fossil fuels steadily rising; renewable energy on the rise; ‘green’ values becoming entrenched in all aspects of tourism; steadily rising value of biodiversity, ecotourism and ‘experiencing’ untouched nature.

4 mainstays: Families, retirees, internationals and solo’s. Family holidays will remain a prominent driver of domestic tourism, especially in the regions, tied to school holidays; as the world’s population ages, a growing number of pre-retirement and retirees will dominate cruise ship, packaged tours, and RV / self-drive travel; international travellers seeking nature-based experiences, particularly travelling to/from the Asia-Paciﬁ c region, will increase in numbers and reach; solo travellers are growing across all countries and age groups, supported by social / digital media.

Mid West Tourism Development Strategy 015 SECTION 2 - ANALYSIS A 2011 (TRA) study of domestic and international visitor perceptions of regional travel in WA identified a mix of active and passive activities were the key 2.1 SITUATION ANALYSIS factors in motivating people to consider regional TOURISM CONTEXT travel in WA. Travellers would consider driving to a regional destination if the trip included interesting In 2013 Australia was ranked eleventh globally in places to stop along the way along with quality terms of tourism and travel competitiveness.3 Its’ places to stay overnight. Barriers to visiting regional strengths included the highest number of World WA included the perceived high cost for transport Heritage natural sites in the world, diverse fauna, and accommodation and the travel time required to a pristine natural environment and excellent air reach a destination. transport infrastructure. As a destination, many of Australia’s strengths are sustainable such as world THE Mid West class nature, coastal, marine/wildlife experiences, The Mid West is 4 hours drive or 1 hour’s flight north food and wine offerings and safety. Many of these of Perth, extending for 340km along the central elements are entrenched within the Mid West and west coast and extending inland for around 1000km, should be a focal point in promoting and developing with Indian Ocean to the west and the Great Victoria tourism in the medium-long term. and Little Sandy Deserts to the east. The Mid West As at September 2013 Australia’s tourism sector occupies around one-fifth of WA and has hot, dry was characterised as follows: summers (15-40 Deg C.) and cool, wet winters (5‑20 Deg. C). • the Chinese inbound visitor market continues to grow strongly; Wildflowers of the North Midlands and natural attractions of Kalbarri and Dongara-Port Denison • holiday travel expenditure for domestic and are currently the region’s major drawcards international visitors continues to strengthen, attracting an average of 729,000 day trip and with expenditure rising 5.7% (Sept. 2012 to overnight visitors annually to the Mid West, mostly Sept. 2013); during holiday periods and Autumn to Spring. • the high cost of travelling within Australia continued through 2013, with increases in the cost of travel, fuel and accommodation; • In 2013, 50% of Australia’s overnight domestic visitor spend occurred in regional areas and is expected to grow further as urban dwellers ‘escape’ the city; • Growth for most of the world’s major economies remained below trend in 2013 and led to lower growth in Australia’s overseas visitor arrivals; • Australians are travelling overseas in record numbers, but growth is slowing as the Australian dollar depreciates and the cost of overseas travel increases; and • The Australian dollar is weakening against most other currencies, improving the price competitiveness of Australia’s domestic tourism. In Western Australia, overDRAFT the 12 months to September 2013, interstate and intrastate visitor levels were up by 10% to 6.7 million visitors and this generated an additional $195 million into the Western Australian economy. The strongest growth came from a 27% increase in interstate leisure tourists, with 343,000 visiting Western Australia.

3 J. Blanke and T, Chiesa (editors). The Travel & Tourism Competitiveness Report 2013. World Economic Forum. February 2013. Yellow Everlastings, Coalseam Conservation Park (Mingenew)

Mid West Tourism Development Strategy 016 M id West TOURISM LIFECYCLE SEASONALITY The Tourism Area Life Cycle is a concept used to Monthly visits to Kalbarri National Park (shown track the progress of a tourism region as reflected below) provide an indication of trends in Mid West by the number of visitors. The chart below shows tourism seasonality. During 2008-09 and Geraldton and Kalbarri are at later stages in the 2012-13 Kalbarri’s peak visitation occurred in lifecycle compared to Mid West subregions, which are September‑October (e.g. school holidays, spring at early involvement-development stages. However, wildflowers) and near-peak visitation in April why is it that the Mid West has not developed further (e.g. Easter, Anzac, school holidays) and July-August as a popular destination? The answer may be due to (school holidays, wildflowers). several causes. The shoulder periods occurred in January, May, 1. The Ningaloo coast, Shark Bay and Karijini have June, November and December. Off-peak low been drawcards and the Mid West is no match. visitation has occurred in February and March (i.e. end of school holidays, peak summer period). 2. The Mid West hasn’t delivered an iconic This amounts to 5-months peak visitation, 5-months experience-attraction that visitors desire to visit. shoulder period and 2-months off-peak low period. 3. Tourism across much of the Mid West has been The Mid West hinterland is similarly influenced. a second-tier ‘pop-up’ industry. Programs to extend the visitor season could include 4. The high cost of air travel to the Mid West, lack events, incentives, new experiences and unique and of quality accommodation options, LGA‑centric iconic offerings. branding, comparatively poor quality way finding Monthly visits to Kalbarri National Park tools and a lack of collaboration in developing regional tourism infrastructure and product. 40,000

Rejuvination A 30,000 Geraldton B Stagnation 20,000 Consolidation Kalbarri C 10,000 D Development E Jan Feb Mar Mar Mar Jun Jul Aug Sep Oct Nov Dec 2008-09 2009-10 2010-11

2011-12 2012-13 Cervantes - Jurien Bay

PROPORTION OF TOURISTS PROPORTION OF North Midlands Upper Gascoyne - Murchison

Involvement Rest of Geraldton region (relative to potential destination capacity) destination potential to (relative

Abrolhos Islands Exploration TIME DRAFT

Kalbarri Mid West Tourism Development Strategy 017 M id West POPULATION4 AIR SERVICES Population projections for the Mid West indicate The Mid West has four airports offering regular an increase in total population from 56,840 (2011) scheduled air services including Geraldton, to around 70,000 by 2026. Projections indicate Mount Magnet, Meekatharra and Wiluna significant growth in 30-60y.o. age groups, which (Kalbarri and Dongara are mostly charter and are fundamental to the “visiting friends and private‑recreational flights). Geraldton airport relatives” visitor segment. This can be expected to is the Mid West’s largest airport supporting daily drive growth in day trips, short overnight trips and public transport. Some of the larger airports in ‘getaways’ of 3-5 days across the region. Population the region are mostly for charter flights servicing growth is expected to help grow the visiting friends mining or resource projects. and relatives (VFR) segment from around 77,500 During 1998/99 and 2012/13 Geraldton airport’s in 2010-12 to around 100,000 in 2026, or a 30% passenger movements increased by 109% or an increase in the VFR segment. average 6.3% annual growth. Particularly strong If the Mid West’s mining-resource capacity increases growth was recorded in passenger movements significantly during 2015 to 2025 there will be during 2011/12 and 2012/13 (possibly due to the increased competition for labour that may impact mining boom and the FIFO workforce). Geraldton upon the tourism sector, similar to that experienced Airport’s aircraft movements increased by 34% in the Pilbara during 2003 to 2010. Conversely, with during 2000/01 to 2012/13 or an average 3.7% no significant increase in mining-resource activity, annual growth, with the average passenger loading the projected increase in Mid West population per flight increasing by 61% during the same period. may help supply labour to the tourism sector and This is shown graphically below. potentially contribute towards higher levels of In comparison, some of the smaller airports in investment in the tourism sector. the Mid West, are used mostly for charter flights Mid West population projection by age (e.g. mining), private-recreational flights and 20,000 local aerial services (i.e. mustering, spraying and surveillance). Of the smaller airstrips, some shires 15,000 2026 are working towards attracting private-recreational 2021 flights by packaging local accommodation and 2016 10,000 2011 hospitality services for short stay visitors. Geraldton Airport aircraft movements 5,000

2,500 0-4 5-9 85+ 2,000 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 1,500

1,000 Aircraft movements Aircraft 500

Source: Geraldton Airport 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13

Geraldton Airport passenger movements DRAFT140,000 120,000 100,000 80,000 60,000 40,000 Passenger movements Passenger Geraldton Art Gallery 20,000 Source: Geraldton Airport

4 Department of Planning. Western Australia Tomorrow. Population Report No. 7, 2006 to 2026. Forecast Profile for the Mid West Planning Region. Feb 2012. Band C, median values, are used in this instance. 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 Mid West Tourism Development Strategy 018 2.2 VISITOR MARKET and OUTLOOK Mid West overnight & daytrip visits ‘000 Source: TRA & Evolve VISITOR MARKET^ 800 In recent years domestic overnight visitor numbers 700 to the Mid West have been trending up with an 600 annual average of approximately 358,000 visitors 500 with the Batavia Coast accounting for around 70%, 400 the Murchison 20% and the North Midlands 10% of 22% domestic overnight visitors. 300

The number of international visitors has 200 been trending down with an annual average 100 of approximately 47,200 visitors with the Batavia Coast accounting for around 84% of Dec 09 Dec 10 Dec 11 Dec 12 visitation, the Murchison accounting for 10% and International Domestic the North Midlands 6%. Day trips in the Mid West visits Day trips overnight visits have fluctuated but otherwise remain fairly static averaging around 324,000 annually. Combined daytrips and overnight visits have an annual average of approximately 729,000 with 2012 being above average. This is shown in the charts below. The Mid West’s share of WA’s domestic overnight Mid West Domestic Visitation Year ending monthly visitors* has been static whilst its share of WA’s 400 international visitors has been declining and this Source: TRA & Evolve is due mostly to accommodation constraints, an 300 unchanging range of experiences, low appeal 200 relative to its competitors and the popularity of 000’s Trips Australians holidaying abroad. 100 Jul 09 Jul 10 Jul 11 Jul 12 Jan 10 Jan 11 Jan 12 Sep 09 Sep 10 Sep 11 Sep 12 Mar 09 Mar 10 Mar 11 Mar 12 Nov 09 Nov 10 Nov Nov 11 Nov Nov 12 Nov May 09 May 10 May May 11 May May 12 May

Batavia overnight Murchison overnight Day trips North Midlands overnight

Mid West International Visitation Year ending monthly 50,000 Source: TRA & Evolve 40,000

30,000

Visitors 20,000 DRAFT10,000 Jul 09 Jul 10 Jul 11 Jul 12 Jan 10 Jan 11 Jan 12 Sep 09 Sep 10 Sep 11 Sep 12 Mar 09 Mar 10 Mar 11 Mar 12 Nov 09 Nov 10 Nov 11 Nov 12 Nov May 09 May 10 May 11 May 12 May

Batavia overnight Murchison overnight North Midlands overnight

Sealion, Abrolhos Islands ^ Visitor estimates are based on Tourism Research Australia data March 2009 to December 2012 and supplemented with estimates from Evolve Solutions. Averages are based on four years (monthly) rolling annual estimates. * WA’s overnight visitors have increased steadily from 5.8M in 2010 to 7.5M in 2013 whilst visitor nights have increased from 46.1M in 2010 to 57.9M in 2013; The Mid West has not captured its share of WA’s steady growth.

Mid West Tourism Development Strategy 019 Mid West Domestic overnight visitors Mid West International overnight visitors

65+yrs 15-24yrs 15-24yrs (11%) (13%) (18%)

65+yrs 25-44yrs (15%) Age (40%) Age 45-64yrs (31%)

25-44yrs 45-64yrs (40%) (32%)

Other Other Visit (3%) Business (5%) friends / (4%) relatives (10%) Visit Business friends / (28%) relatives65+yrs (15%) 65+yrs (15%) (20%) Purpose Purpose

Holiday / leisure Holiday / leisure (47%) (83%)

Other Other Friends / Families (1%) (12%) (5%) Friends / relatives (17%) relatives (11%)

65+yrs (15%) DRAFT65+yrs (15%) Alone Travelled with Travelled with (23%) Adult Alone Adult couples (47%) couples (27%) (36%)

Families (21%)

Mid West Tourism Development Strategy 020 Mid West Domestic overnight visitors Mid West International overnight visitors

Other forms Friends / (the rest) Other forms relatives (the rest) (1 in 4) Caravan parks (2 in 5)

Accommodation Hostels / Accommodation lodges (almost 1 in 4)

Hotel / motel / Caravan parks resort (1 in 4) (1 in 5) Hotel / motel / resort (1 in 4)

In 2012 the Mid West hosted around 2.1M visitor nights. Intrastate visitors (80% of all visitors) 80 80% generated 68% of the nights; interstate visitors (9% of all visitors) generated 9% of the nights; 70 international visitors (11% of all visitors) generated 68% Visitors 22% of the nights. Average length of stay was 60 4.8 nights for domestic visitors and 10.3 nights for Share of international visitors. ‘nights’ 50 The primary sources of information used in making travel decisions included friends and relatives, past 40 travel experiences and holiday/travel websites and ‘other’ internet (e.g. blogs, forums, social media) 30 with a minority using brochures and guidebooks. 19% of Mid West domestic overnight visitors are 20 22% caravanners compared to the WA State average of 9%; 40% of Mid West international visitors are 10 11% caravanners; and approximately 88,000 caravanners 9% 9% visit the Mid West annually. This group of visitors 0 (approx. 25%) are highly mobile and disperse across Intrastate InternationalDRAFTInterstate the region.

Western Australian Museum, Geraldton Mid West Tourism Development Strategy 021 The following summarises visitation to the Mid West, compared to the other Development Commissions. • The Mid West has among the highest percentage of intrastate visitors (80%) with only the South West (84%) and Wheatbelt (87%) being higher. • The Mid West is among the lowest in interstate visitors (39,000), Gascoyne is the lowest (32,700), compared to the South West (141,000), which is highest. • The Mid West is among the lowest in visitor nights (2.1M), with Gascoyne (1.7M) and Great Southern (1.7M) being the lowest, compared to the South West (6.0M). • The Mid West is among the lowest in average nights stayed (5.1), with the South West (3.9) and Great Southern (3.9) and Wheatbelt (3.1) the lowest, and Pilbara (10.6) the highest (mostly because of the business market and high level of business visitors). • The Mid West has a ‘balanced’ (i.e. sustainable) mix of visitors for business (25%), holiday‑leisure (50%) and visiting friends and relatives (19%), similar to Goldfields-Esperance and the Kimberley. • The highest in holiday-leisure + VFR visitors is the South West (89%) and Gascoyne (82%) compared to the Mid West 69% and the Pilbara (30%). The Mid West has the potential to grow interstate visitation; encourage longer stays, especially among international and interstate visitors; and encourage more VFR and holiday-leisure visitors, as the following table indicates. Point Moore lighthouse, Geraldton

2010/11/12 Goldfields Great visitors Mid West % Gascoyne % Pilbara % Kimberley % Esperance % South West % Southern % Wheatbelt % Intrastate 331,300 80% 138,300 64% 236,000 70% 145,700 50% 249,000 74% 1,299,700 84% 359,300 79% 585,700 87% Interstate 39,000 9% 32,700 15% 60,000 18% 111,300 38% 57,300 17% 141,000 9% 49,700 11% 52,700 8% International 45,200 11% 44,100 20% 43,300 12% 35,600 12% 31,400 9% 105,000 7% 43,500 10%36,8005% TOTAL VISITORS 415,600 100% 215,100 100% 339,300 100% 292,300 100% 337,700 100% 1,545,700 100% 452,500 100% 675,200 100% Visitor Nights Intrastate 1,447,300 68% 1,168,300 66% 1,724,300 48% 826,000 33% 1,039,700 52% 3,921,000 65% 1,275,000 73% 1,430,000 69% Interstate 201,000 9% 191,000 11% 699,000 20% 1,018,000 41% 386,000 19% 769,300 13% 168,700 10% 152,000 7% International 467,800 22% 410,700 23% 1,158,600 32% 625,500 26% 585,600 29% 1,318,300 22% 310,800 18%485,40023% TOTAL NIGHTS 2,116,200 100%DRAFT 1,770,000 100% 3,582,000 100% 2,496,200 100% 2,011,300 100% 6,008,600 100% 1,754,400 100% 2,067,400 100% Avg. length of stay (nights) Intrastate 4.4 8.4 7.3 5.7 4.2 3.0 3.5 2.4 Interstate 5.2 5.8 11.7 9.1 6.7 5.5 3.4 2.9 International 10.3 9.3 26.8 18.3 18.7 12.6 7.1 13.2 TOTAL 5.1 8.2 10.6 8.5 6.0 3.9 3.9 3.1 Purpose of Visit Business 25% 9% 62% 25% 31% 8% 11% 12% Holiday or Leisure 50% 76% 21% 58% 35% 64% 56% 54% Visiting Friends and Relatives (VFR) 19% 6% 9% 11% 23% 25% 27% 28% Other 6% 8% 8% 6% 11% 3% 6% 6% Source: Tourism Research Australia (TRA) Mid West Tourism Development Strategy 022 Consistent with Tourism Australia’s ‘Experience Seekers’ and Tourism WA’s domestic target market audiences, the following table profiles visitors most likely to visit the Mid West.^ Recent research* suggests 5%-10% of intrastate visitors from each of the visitor segments are ‘likely’ to visit the Mid West in the next two years.

VISITOR DEMOGRAPHIC PROFILE MOTIVATIONS SEGMENT Dedicated Equivalent to 1 million consumers across Sydney, A community minded and socially Self development Discoverers Melbourne, Brisbane and Perth. active group looking for something new Adventure 42% have household incomes >$100,000 pa 68% fall and different. Engaged observation into the highest socioeconomic group based on income, The highest socio-economic group education and occupation. with the highest frequency of travel. Motivating destinations: 64% are big discretionary spenders. Big spenders on holidays and will pay a premium for new and authentic. Broome, other Like undiscovered destinations so they North West, Ningaloo, the South West can be first of their peers to visit. Aspirational Equivalent to 1.3 million consumers across Sydney, This group have ‘made it’ in their Indulgence Achievers Melbourne, Brisbane and Perth. chosen field. Relaxation 39% have household incomes >$100,000 pa. Frequent travellers but always look for a Connection 47% fall into the highest socioeconomic group. strong value proposition before making Variety a decision. 56% are big discretionary spenders. Spend big on holidays as a reward. 46% have travelled by air in Australia in the last 12 mths. Motivating Destinations: Enjoy resorts, wine, food and activity 83% like to holiday in Australia, 68% book their own travel. Broome, Margaret River based holidays. and other South West, 41% are heavy internet users and 38% / 46% are heavy Look for a variety of experiences, prefer Ningaloo and Coral Bay newspaper and magazine readers respectively. travelling to aspirational destinations. Grey Equivalent to 1.1 million consumers across Sydney, The oldest group, also known as grey Relaxation Explorers Melbourne, Brisbane and Perth. nomads. Connection 2% have household incomes >$100,000 pa Family is very important but their Engaged observation 94% are retired, 36% fall into the lowest socioeconomic children have left home. Self development group. Focus on relationships and experiencing what they missed out on. 12% are big spenders, 27% medium spenders, 61% Motivating Destinations: budget spenders. Have time to explore the country and Broome and 29% recently travelled by air in Australia, 57% book their reconnecting with loved ones. other North West, own travel. Travel in RV’s and caravans and stay in South West, Kalbarri, Low internet usage (9% heavy) but 44% and 34% are low cost accommodation so they can Monkey Mia and other Coral Coast. heavy newspaper and magazine readers respectively. travel longer. Spend time sightseeing and VFR. F amily Equivalent of 200,000 consumers in Perth. Conventional WA families. Devote a lot Variety Connectors 27% have household incomes >$100,000 pa. of effort into building home / lifestyle Connection for their children. 36% are big discretionary spenders. Relaxation Holidays provide a chance to connect 35% have travelled by air in Australia in the last (WA- with their children-partners and enjoy 12 months. Motivating Destinations: based) all WA has to offer. 76% like to holiday in Australia, 56% book their own Margaret River and Self-drive and rented accommodation travel. other South West and development of themselves and (e.g. Busselton), 48% are heavy internet users and 33% heavy magazine their children are important. Ningaloo readers. 23% are heavy commercial radio listeners. Travel to traditional family destinations. Experience Constitute 26-50% potential outbound travellers from Sociable and enjoy engaging with locals, Grow as an individual Seekers key markets. enjoy a variety of experiences. Being healthy Have higher than average household income, are Active in their pursuits, somewhat Experience freedom tertiary educated. adventurous, value experiences Reconnect with family (International) Experienced international travellers, not characterised different from their day-to-day lives. Self-discovery and by nationality,DRAFT preferred holiday style or age. Open-minded, have an interest in world education Seek out and enjoy authentic personal experiences; affairs, are opinion leaders within their place high importance on value and critically balance peer and social groups. Motivating Destinations: benefits with costs. High users of technology, comfortable National landscapes such accessing information and messages in as Great Barrier Reef, digital environments. Uluru, Sydney, Predisposed toward activities and Margaret River and pursuits that enhance them through Ningaloo. understanding or learning.

^ Tourism WA Revisiting the Domestic Target Segments January 2014; Roy Morgan Travel Segments 2014; Tourism Australia Experience Seekers 2006, Tourism Australia Marketing the Experience Seeker 2007. * Roy Morgan Holiday Tracking Survey April 2012 to March 2013. Refer also to the appendix for further details.

Mid West Tourism Development Strategy 023 VISITOR MARKET OUTLOOK The Mid West offers a range of factors that motivate visitors to visit. The table below provides an indication of the extent to which the Mid West has leveraged these factors and where scope exists to increase the ‘motivation to visit’. The extent to which some or all of these factors are developed will be instrumental in future visitation to the Mid West and the subregions.

CORE APPEAL – MOTIVATION TO VISIT EXTENT LEVERAGED Coastal and marine-aquatic environs Adequate at Kalbarri, Port Denison and Geraldton. Abrolhos and ‘quieter’ coastal nodes largely undeveloped. Outback wilderness and undisturbed nature Many prominent landforms, natural features and bio-intensive sites are undeveloped or inaccessible. Mining and pastoral heritage and local Adequate in regional towns. Several abandoned sites and places of history historical interest are undeveloped. Wide open spaces and uncrowded settings Places of natural beauty, lookouts and locations with panoramic vistas are undeveloped or inaccessible. Flora and fauna and natural bush scenery Many accessible bio-intensive areas (e.g. rivers, creeks and waterholes) are undeveloped or inaccessible. Ancient landforms, geological / mineralised Many lesser known or overlooked sites remain undeveloped or areas inaccessible. Arts and culture Adequate in towns/galleries. Limited range of approved, accessible cultural sites.

Future visitation to the Mid West and the subregions is Visitor projections for the Mid West have been dependent upon a range of factors many of which are prepared based on aspirations within the subject to change at short notice (e.g. A$, interest rates, Regional Blueprint (e.g. the high growth scenario price of fuel, inflation, cost / risk of overseas travel, for this strategy is consistent with 1,000,000 drought / floods, etc). overnight visitors by 2050). A range of scenarios were developed as outlined in the following table with projected visitor levels shown graphically on the following page.

SCENARIO ASSUMPTIONS AND RATIONALE Status Quo Minimal investment in tourism infrastructure; minimal addition to activities / experiences offered; minimal regional collaboration; fragmented promotion / branding prevails; accommodation constraints and seasonal shortages prevail; transit tourism continues, minimal growth in self-drive stopovers; minimal 0.72%p.a. growth in visitation (average). Low Growth Low levels of investment in tourism; minor addition to activities / experiences offered; low levels of regional collaboration; regional promotion / branding emerges; minor increases in high and low priced accommodation capacity; self-drive stopovers increase, higher dispersal across the region; low-moderate 1.48%p.a. growth in visitation (average). High Growth Moderate levels of investment in tourism; noticeable increase in activities / experiences offered; moderate levels of regional collaboration; effective regional branding / promotion; moderate increases in accommodation capacity, across the region; increased visitation and length of stay across the region; moderate-high 2.94%p.a. growth in visitation (average).

Mid West overnight visitors Mid West visitor nights FutureDRAFT scenarios Future scenarios 500,000 3,500,000 Source: TRA & Evolve 600,000 3,000,000 550,000

Visitors Nights 500,000 2,500,000 450,000

2,000,000 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2014 2015 20162017 2018 2019 20202021 2022 2023 2024 2025 2026 Status quo 0.72% pa Low growth 1.48% pa High growth 2.94% pa Status quo 1.05% pa Low growth 1.98% pa High growth 3.99% pa

Mid West Tourism Development Strategy 024 2.3 TOURISM AUDIT Awareness is promoted through websites hosted by the Shires, Visitor Centres and TWA and For each of the subregions a desktop-based tourism supplemented by Holiday Planners of Australia’s audit investigated the number and type of activities, Coral Coast, Geraldton and Kalbarri that are attractions and accommodation. A primary purpose available online as well as in hard copy though the of the audit was to identify gaps in tourism product Visitor Centre network. Walk and drive trail maps and infrastructure. Audit findings are based on highlight some of the historic and natural features information taken from websites, holiday planners, of the subregion, with some walk and drive trails brochures, maps and travel guides. The findings more heavily promoted than others. for each subregion highlight the gaps, challenges and opportunities. Audit data is presented in the Gaps appendix. • Tourism service standards are inconsistent and at BA TAVIA COAST TOURISM AUDIT FINDINGS times below comparable ‘aspiring’ destinations. In the heart of the subregion, 420 km north of • Visitor servicing is mostly confined to visitor Perth is Geraldton, the departure point for air centres and is largely reliant on visitors going to and sea‑trips to the Abrolhos Islands (lying the visitor centres (which are open 9am to 5pm). approximately 60km west of Geraldton). The • Tourism signage is generally adequate around subregion has over 170 accommodation facilities, the larger towns while away from the coast it the vast majority of which are holiday homes can be inconsistent and/or lacking. and units. Coastal caravan parks provide a large proportion of accommodation capacity with a • Accommodation capacity is limited and limited amount of farm stay and hotel-motel mostly services the business sector, while accommodation inland. Higher-end resort style caravanning-camping is mostly confined to accommodation is limited to Kalbarri and Geraldton, caravan parks in urban areas. with some of the smaller towns providing aged • The subregion is a popular transit route hotel-motel accommodation as an alternative to for self-drive travellers and yet overnight limited caravanning-camping capacity. stopover facilities are limited, undeveloped or Access to the region is year round on all-weather discouraged. sealed roads, typically 4.5 hours drive from Perth. • Self-drive tourism is the largest visitor Geraldton is included on the ‘official’ route map of segment yet drive trails, drive-itineraries and the Indian Ocean Drive (IOD), but Port Denison and way finding^ are not yet fully developed. Dongara are not. The subregion has regular (daily) • Mid West has a large Aboriginal population air services through Geraldton regional airport and a yet Aboriginal tourism is almost non-existent limited-service airstrip at Kalbarri. Regional buses and programs to foster new ventures are service most of the towns along the Batavia Coast under‑utilised. on a regular basis with tour coaches confined to the larger towns. • The subregion has over 300km of coastline and limited camping-caravanning facilities on There is a range of visitor activities involving the coast, yet visitors go there daily for aquatic mainly nature based walks, adventure and aquatic activities. activities. Sporting activities are also available with a range of high quality facilities in the larger • The Abrolhos Islands have under-utilised fishing towns. Activities involving the history and industry huts, ‘village’ amenities and eco camping sites yet of the subregion are limited. There are 17 heritage overnight and day visits are limited in number. attractions promoted in the historic towns and • Trail-based tourism is growing steadily across buildings of the subregion, but most involve static WA yet the subregion has a limited range of displays and basic interpretation with limited guided trails, mostly at selected sites and at some and/or interactive tours. DRAFT natural features. Events in the subregion provide ‘temporary’ tourist • The burgeoning RV sector has failed to impact attractions of limited appeal, while the nature, upon the region with a limited range of culture and food of the subregion support a limited amenities-facilities for freedom campers and offering of tourist attractions. There is a mismatch self-contained travellers. between the major attractions, which are mainly historical-heritage, and the major activities which ^ Way finding is how visitors apply information to find and/or arrive at are based mainly on natural attractions and land a place of interest with minimal delay using the most direct or preferred route; it can include the use of maps, GPS, signs, markers, word- features. of-mouth instructions, web / app utilities, visual indicators and past experience; good way finding ensures visitors spend maximum time at a site (activity-experience) thus minimising cost, travel time and risk.

Mid West Tourism Development Strategy 025 Challenges • LGA-centric tourism has fostered ‘town‑destinations’ in visitors minds, resulting • Shires in the subregion have been LGA-centric in fragmented branding across the subregion, in managing tourism and subsequently view to the detriment of having a regional neighbouring shires as competitors, with identity to compete with formidable regions minimal collaboration across boundaries, (e.g. Shark Bay, Ningaloo, Margaret River, rather than utilising each Shire’s capacity to Goldfields, Kimberley). Batavia Coast extend the length of stay, increase expenditure branding could be improved by including or encourage repeat visitation. Jurien, Green Head and northern sections of • The subregion hosts excellent Vocational the Indian Ocean Drive (IOD); making coastal Education and Training (VET) facilities but access, activities and experiences the basis achieves comparatively low levels of tourism for a stronger proposition; and utilising inland training, and with the subregion’s above average linkages to enhance the range of visitor employment participation and below-average experiences on offer. unemployment, tourism operators have difficulty • The subregion hosts two fishing‑tourism recruiting quality staff5 to facilitate the growth of towns (i.e. Kalbarri and Dongara‑Port Denison) tourism. State / Federal government intervention and a port-industry-fishing regional city may be required to incentivise VET enrolment (i.e. Geraldton), which are fundamentally in tourism-hospitality and/or encourage different in their tourism capacity, profile and mature-age (unemployed, casual employee) appeal creating challenges for subregional residents to reconsider upgrading skills in branding. Sub-branding of the towns has tourism‑hospitality. merit provided cross-town collaboration is encouraged in daytrips, drive routes, tour operators, accommodation sharing, governance, planning, etc. • The subregion’s hinterland is host to scenery, niche ventures, quaint communities and natural attractions yet is largely overlooked and under developed as a destination for day trips. The hinterland’s accommodation capacity, hospitality services and RV amenities are limited and restrictive. DRAFT

Dongara sand dunes

5 Western Australian Regional Profile Mid West-Gascoyne, June 2012, The Department of Training and Workforce Development. Mid West Gas- coyne Profile. http://myregion.gov.au/profile/mid-west-gascoyne/data/ employment/unemployment Mid West Tourism Development Strategy 026 • Investment is required to provide greater Opportunities choice for self-drive travellers who are self- • Encourage investment in and development contained; and accommodation options of mixed accommodation; for example, enhanced for those not self-contained (e.g. by serviced apartments, B&B’s, farm stays, encouraging increased supply of farm stays, backpacker / flashpacker (i.e. up market) B&B’s, rental holiday homes, refurbishment lodges, coastal caravan park and a high quality of disused facilities, increased supply of park resort-hotel. homes/cabins, rezoning for mixed use, etc). • Encourage the development of a • Geraldton is the regional city and yet conference‑function facility in Geraldton, has a limited range of high quality ideally colocated with a hotel‑resort facility accommodation; has limited affordable or within a hospitality / service oriented seafront accommodation; has limited budget precinct (e.g. WA Museum Geraldton, Batavia accommodation; has only 2 caravan parks Marina Stage Two). by the beach, and caravan park fees are comparatively expensive; Geraldton is not • Encourage the development of tours, visitor RV friendly; basic camps are limited in number services, guides, hires / rentals and cultural and not widely advertised or sign-posted; activities; increase the range of experiences no 24-hour free parking within 100kms of available to visitors. Geraldton; and the City needs more serviced • Develop a wider range of tour options accommodation, Bed and Breakfasts and and shore-based activities for cruise ship Retreats (e.g. day spa, health-wellness); In passengers; offering cruise ships a wider the event of an upsurge in mining-resource range of options in hospitality, transport, activity (especially construction) the City’s activities-experiences, tour duration and tour accommodation supply would be overwhelmed themes (e.g. food, culture, heritage, industry, to the detriment of tourism and potential nature, astronomy). growth therein. • Develop a mix of accommodation options at • The Mid West and in particular the subregions the Abrolhos, across the broader spectrum have limited tourism data to manage tourism of amenity and price / quality, offering a wide and inform decision making. It is important range of visitors the chance to experience the that the Mid West and the subregions natural wonders of the islands. commence a program of tourism data • Develop additional infrastructure at Kalbarri collection and reporting that over time will National Park including an iconic ‘skywalk’ provide a richer understanding of trends to lookout, nature based eco camp, visitor’s inform future plans and strategies. National or campground, additional walk / hike trails and State tourism data should become secondary the completion of upgrades to roads into day to the primary data gathered within the region. use areas. • The Batavia Coast could potentially extend • Encourage increased access to coastal day use from Jurien Bay to Kalbarri. However, the sites and develop coastal short stay campsites; section from Jurien Bay to Green Head develop linkages between sites where possible. is not within the Batavia Coast boundary. Green Head currently lies within the • Continue to encourage the development of North Midlands whilst Jurien lies within Geraldton’s West End precinct including a the Shire of Dandaragan and the Wheatbelt range of entertainment, hospitality, cultural Development Commission. Coordinated and social activities and services. development of tourism along the IOD from • Develop a coastal link between Kalbarri and Jurien Bay to Port Denison would require the Shark Bay World Heritage Area; encourage a change of Development Commission a 4WD trail incorporating overnight rest areas, boundaries. If opportunityDRAFT to realign lookouts, picnic areas, walk trails and visitor boundaries should arise it would be beneficial amenities. to include Jurien and Green Head in the • Encourage half/full day self-drive routes into Batavia Coast for consistent marketing and the hinterland by providing detailed maps, development. signage/markers, prominent stopovers and interpretive materials; • Encourage the development of Aboriginal guided tours, hospitality / food experiences, cultural displays / talks and art-craft exhibitions / displays.

Mid West Tourism Development Strategy 027 MURCHISON TOURISM AUDIT FINDINGS Gaps In this instance, the ‘Murchison’ subregion • Boutique scale hotel-motels or upmarket includes the Shire of Upper Gascoyne, which is lodges-hostels suited to short stay families, in the neighbouring Gascoyne region. The term couples and small groups. ‘Murchison’ refers to 8 LGA’s working together. • Formal campgrounds on DPAW, Station, Shire The Murchison subregion comprises eight or freehold land to suit self-contained visitors shires, seven towns, 4,500 residents, and covers and self-drive travellers’ enroute and seeking approximately 423,000km2. Towns within the extended stays. Murchison are mostly transit points for travellers’ • Overnight (24 hour) rest areas in-near towns, enroute to farther destinations as the region itself is at roadside parking bays and / or near day largely undeveloped as a tourism destination. use sites to accommodate travellers and self‑contained visitors. The Murchison has over thirty-five accommodation facilities, mostly aged establishments of mixed • A wider variety of nature based activities quality and standard along with a limited range of and attractions (e.g. billabongs, waterholes, low-cost or free camping sites. Access is primarily fossicking / prospecting sites, wildflower sites, by sealed road-highway between the main towns, lookouts, short-loop drive trails, walk‑bike with a network of unsealed roads across the region, trails, geo cache trails, shaded picnic sites, along with three regular-service airports in the cave / breakaway sites, Aboriginal art sites, larger towns, numerous airstrips for small aircraft geological / land feature sites, fauna viewing (e.g. some for RFDS) and regular public bus-coach sites, mine viewing areas / lookouts and services in four towns. river-creek confluences). Many of these opportunities exist on pastoral and DPAW land. The region is host to over twenty-seven visitor activities, mostly heritage, nature and trail based, • Increased access to prominent landmarks, albeit with a high degree of sameness from natural landforms and geological features one town to the next. The region is host to enhanced with walk trails, lookouts, interpretation and shaded rest areas. forty‑one attractions, mostly heritage, nature and culture‑Aboriginal based, and these are generally • Improved range and quality of information within proximity to each town. Using the CMCA’s for visitors including half / full day itinerary RV Friendly Town scheme as a benchmark, the options, store-hospitality operating hours, region’s amenities are generally limited to basic location of / directions to feature sites, facilities with the exception of Meekatharra, which is recommended ‘must see’ attractions, safety a certified RV Friendly Town. information, recommended drive / 4WD trails and the location of RV-camper amenities. Awareness is driven mostly through two mediums including printed holiday planners produced by the • Suggestions for stopovers enroute to the AGO, ACC and RAC and LGA tourism brochures, region, including stopover accommodation and whilst tourism, self-drive and travel websites offer ‘must see’ feature sites / places of interest. limited details on stopover towns and LGA websites • Enhanced range of RV / camper amenities in provide details on local attractions, activities and or near to the towns. accommodation. Four of the towns have visitor • Detailed list of station stays within the centres whilst the remainder have information region including on-site facilities, tours, nodes in Shire offices or CRC’s. accommodation and hospitality; readily available on multiple mediums. • Marked locations of low-cost / free camp sites DRAFTand dog-friendly destinations across the region.

Meekatharra sunset Mid West Tourism Development Strategy 028 Challenges Opportunities • A limited amenity for RV and self-drive travellers • Helping to facilitate fossicking–prospecting presents challenges to those potentially in designated areas using maps, signage, looking to rest-up or stopover between towns, providing information on licenses and permits, discouraging visitors to lengthen a visit. facilitating guides or tours during peak Town amenities could be upgraded to meet periods, and hiring metal detectors. This may CMCA RV Friendly Town standards or improved include establishing ‘prospecting reserves’ to better support RV travellers. operated by the local Shire. • The Outback Pathways (GMOP) is poorly • Encouraging Aboriginal artists to display their maintained and attracting low patronage. wares in town (e.g. windows of vacant shops, Travellers of the GMOP are potentially sending foyer of shire office, visitor centre and CRC) unfavourable messages of the trail, which can with clear instructions on where to enquire lead to lower appeal for the region. Periodic about buying art (e.g. at the Shire, visitor maintenance is required to ensure the GMOP centre or CRC). remains relevant to travellers. • Using blackboards / whiteboards outside the • Built accommodation is generally aged, of a visitor centre to update travellers of recent mixed standard and attuned to servicing miners happenings such as flooded lakes attracting or workers rather than tourists. Station stays, birds, location of lookouts to view a rising B&B’s and boutique-size lodges‑hostels need full moon, types of fauna spotted at certain to be encouraged and actively promoted to places, gems-metals found at certain places, catch a larger share of visitors. waterholes available for swimming, seasonal campsites opened / closed, dates-times • Hospitality such as cafe-restaurant-food of social events/gatherings at local clubs, suppliers are limited in number, have varied places‑venues where locals patronise on operating hours and generally not attuned to certain days, etc to help show the region has servicing tourists. ever-changing features and spontaneous appeal. • The vastness of the region and the distance • 1-in-3 RV-travellers consciously avoid caravan between towns requires a fair amount of parks. Creating places for RV/self-contained driving yet the reliability of printed maps and travellers to stay for 2-4 days at low or no cost; GPS is limited and fail to show the location and providing information encouraging RV’ers of attractions, activities, amenities and to engage with local communities, clubs and accommodation options – leaving travellers regional gatherings and to purchase local food to explore the region unsure if they’re driving and services. past something of importance. • Encouraging hospitality operators to adopt • The towns share a ‘tourism monoculture’ ‘welcome’ programs during peak visitor offering a ‘sameness’ of visitor experiences periods (e.g. for 3-4 months of the year) centred on heritage attractions notably and offer localised information, support- architecture and town heritage walks, historic on-request, visitor-friendly service and mining sites, heritage transport exhibits, recommendations for day trips / site photographic collections and hotels-pubs. Town visits / sightseeing etc. differences need to DRAFTbe highlighted and reinforced.

4WDriving in the Mid West

Mid West Tourism Development Strategy 029 • Enhancing existing walk and drive trails with NORTH MIDLANDS TOURISM AUDIT FINDINGS maps-handouts, trail markers, directional The Northern Midlands comprises six shires, signage, geo caches, shaded picnic sites and seven towns, 4,583 residents, covers approximately bike-loops around nearby places of interest. 23,269km2 and is predominantly a farming • Each town offering visitors a postcard and mining region three hour’s drive north of size handout listing the top five must-see Perth. Towns within the Northern Midlands are attractions-activities with a map showing their comparatively short distances apart along two location on the reverse side (and each town sealed roads that take travellers north into the ensuring their offering is distinct and different Gascoyne or south towards Perth. from neighbouring towns). The region is highly regarded for its wildflower • Preparation of a Murchison holiday planner displays July to September and it is during this that guides visitors across the region, period that peak visitation and accommodation in‑around towns and in-between towns and shortages occur. The Northern Midlands has around provides travellers with a compendium of forty accommodation facilities with over half being itineraries, options and opportunities to caravan parks, cabin facilities and camp sites, and stop, stay and experience the region that are supplemented by a hotel-pub in each of the seven otherwise overlooked (i.e. including places towns. The region has a limited range of camp sites. frequented by locals). Access is primarily by sealed roads that are • Encourage pastoralists with short stay all‑weather and serviceable year-round. The region accommodation (e.g. buildings or campsites) has several landing strips for small, light aircraft to package their station by listing the available but no facility for larger, regular-service aircraft. attractions, activities and experiences with Public bus-coach services pass through most of the local visitor centres and combine all station towns with links to Geraldton and Perth. stays in a regional compendium that enables The region is host to over forty visitor activities, travellers to view alternate places on a map, mostly nature, wildflowers, walks and self-drive comparing experiences on offer, prices, trails, art-culture and marine-aquatic based location, travel distance, facilities, etc. activities that potentially support a day’s stay in each • Refurbish and/or redevelop disused town. The region is host to over 109 attractions Shire‑owned buildings such as schools, mostly heritage, nature, events, art-culture and hospitals and halls as upmarket industrial tourism with each town having a range accommodation for families, solo travellers of attractions within a short drive capable of and small groups. supporting a day’s stay. Using the CMCA’s RV Friendly Town scheme as a benchmark, the region’s amenities are generally limited to basic RV-traveller facilities with the exception of Three Springs, Mingenew and Arrino, which are RV Friendly Towns. Awareness is driven mostly by two mediums including printed holiday planners produced by the AGO, ACC, RAC and Wildflower Country and the LGA tourism brochures. Travel-tourism and self-drive websites offer limited details on the towns whilst the LGA websites provide further details on shire‑specific attractions, activities and accommodation. Four of the towns have visitor DRAFTcentres, opened seasonally, whilst the remainder have information nodes in Shire offices or CRC’s.

North Midlands farmland

Mid West Tourism Development Strategy 030 Gaps Challenges • A limited supply of quality accommodation will • Peak visitation July to September brings high be preventing high yield visitors from staying utilisation of the region’s accommodation overnight, from participating in packaged capacity contributing to shortages in van-camp tours or extending their stay in the region. sites and/or rooms that will be discouraging • During the wildflower season July to first-time and repeat visitors. September there is a high level of repeat • Self-drive routes, attractions and activities visitors, especially over 55 years of age. are potentially bringing people to the region There are significantly fewer young families, however there is a limited range of places to international travellers or short-stay stay and limited places to eat. Alternative holidaymakers, especially outside the peak approaches such as BBQ picnic sites, camp season. kitchens or farm stays specialising in gourmet • If visitation grows there will be a shortage food / cuisine experiences may be required, of accommodation and a lack of choice in ideally encouraging the use of local-regional food-hospitality options. Alternatives need produce (e.g. lamb, lobster, fish, fresh investigating such as lettable homes, disused produce, olive oil, etc). dormitories/hospitals/lodges, increase in park • The Wildflower Country holiday planner cabins/chalets and increased access to BBQ identifies a range of places to visit (and some facilities, camp kitchens and community club of these will be signposted from the towns), facilities-hospitality, farm stays. however, the Planner does not have all the • Inconsistency of town amenities, visitor identified places shown on a map and the services, RV facilities and visitor information Planner provides no directions to some of the across the North Midlands making the towns places mentioned. Travellers with GPS, maps appear incongruous to tourism, which is and guidebooks may discover they are unable potentially a barrier for impromptu stopovers. to find places of interest even though they are identified in the Planner. • There are indications that locals patronise a range of sites/places with friends and • Wildflowers are seasonally dependent on family and many of these places are not rainfall, sunshine and accessibility and this well signposted and/or not included in can give rise to good / bad years for visitor visitor information, making the attraction of experiences. Supplementing the visitor otherwise small towns less appealing as a experience with activities and amenities short stay stopover destination. that enable visitors to enjoy the region with / without wildflowers will be critical in • Windows of disused shops and offices could sustaining tourism. For example the Artbelt potentially be used to display art/craft, project, walk-bike trails, camp grounds, installations, displays-exhibits or curios to mine tours, heritage trails and conservation ‘liven’ up the appeal of the towns. initiatives and improved amenities at known • Limited supply of amenities and facilities to local natural features. attract and engage families (i.e. with children) such as mountain bike trails, hands-on activities, learning – discovery opportunities or creative-inspirationalDRAFT experiences.

Morphett Park boat launching facility, Green Head Mid West Tourism Development Strategy 031 Opportunities • North Midland Shires are working on a range • Encouraging development of high quality of sustainability initiatives that could potentially farmstays, B&B’s, self contained chalets or become a unique difference for the region and boutique-scale hostels / lodges to host high lead to special interest tourism via nature and yielding travellers during the wildflower season environmental sustainability, hosting guest and potentially some of the mining-resource speakers, researchers, research programs visitors during the remainder of the year. for volunteer tourists, small conferences, community pilot programs, field days or an • The Wildflower Way and Midlands Road event linking sites and programs. These need self‑drive routes need promoting as a to be actively pursued, ideally in partnership. daytrip or a two-day overnight ‘loop’ from Perth travelling up the Wildflower Way and • DPaW’s proposed upgrades to the ‘Karara Block’ back via the Midlands Road, with a range will provide a significant addition to the regions of attractions / experiences on a self-guide capacity to attract visitors outside of the map with details provided for each potential wildflower season, for example, for flora-fauna stopover. appreciation, walk and bike trails, camping, bird watching, 4WD’ing and weekend getaways. • Enhance existing walk and bike trails with the addition of activities and amenities • Mine tourism could emerge as a supplementary such as shaded rest stops, geo cache attraction and could possibly include a range sites, lookouts, picnic sites, overnight huts, of tours, lookouts, interpretive experiences and water points, designated pick-up / drop-off displays, ideally bringing a year-round attraction points, flora viewing sites, trail markers and to supplement other non-wildflower themes. interpretive‑directional panels. Potentially • Artbelt; priority could be given to projects making the trails an overnight experience that will impact on the 5-A’s of tourism such for adventure travellers and enthusiasts, as events based art initiatives, interactive especially May to October when southern family activities, sculpture park or playground, areas of the State are cooler. street furniture, land art or recycled art signs • Encourage travellers to stop for a few hours and ideally towns along the Midlands and or stay overnight and increase expenditure in Mullewa‑Wubin Roads having Artbelt initiatives. the region by developing and / or promoting • Moving towards CMCA’s RV Friendly Town picnic sites, geo cache trails, walk-bike trails, status for all towns across the North Midlands 4WD tracks-trails, group camp sites (e.g. like by upgrading amenities and facilities for RV those at Lake Indoon), overnight rest areas or travellers. Overnight areas for RV’ers can designated flora viewing sites. include parking bays at race tracks, ovals, recreation clubs and sporting grounds with a 2-4 day stay limit. DRAFT

Exploring Wildflower Country, Morawa Mid West Tourism Development Strategy 032 SUMMARY. SITUATION ANALYSIS • Similar to the Mid West, competing destinations have seasonal capacity constraints; Ningaloo The situation analysis highlighted a range of factors and the Kimberley are near capacity June influencing tourism in the Mid West. Key points are to August; the mining-centric Pilbara has summarised below. limited tourism infrastructure and visitor • The three subregions have their own capacity, and relies on niche facilities uniqueness and are at different stages in their (e.g. Karijini, Millstream‑Chichester); the tourism lifecycle; historically the subregions Goldfields‑Esperance are developed tourism have competed as destinations with varying destinations with periods of high demand as features and appeal, seasonal differences and well as being susceptible to economic cycles infrastructure constraints; sustained growth in (i.e. impacting on accommodation supply). visitation has been low and patchy. • Australia’s projected increase in the over‑65yo • The region has identifiable markets and age group of 2.0M (i.e. 2013 to 2028) and the niches to capture; collaborative approaches to ‘silver tsunami’; Australia’s 20,000+ new RV’s tourism have potential to significantly improve annually, 500,000 registered RV’s across the region’s competitiveness. Australia and 80,000 RV’s on the road at any • The Mid West can differentiate itself based on one time; this sector is highly organised and geo tourism, unique nature based tourism,^ growing strongly and the Mid West is well self-drive routes, island eco tourism and placed to capture a larger share of this market. Aboriginal tourism. These different ‘appeals’ • Strong growth in self-contained travellers and have potential to deliver an impressive variety RV’s, and many are ‘tech-savvy’ in using social to discerning visitors. media and internet forums to influence their • DPaW’s extensive conservation estate is routes, destinations, stay and spend. being enhanced with tourism infrastructure; • A mixed outlook for tourism during 2014‑24. stations and farms are warming to tourism as Moderately high A$, high‑cost domestic a supplementary activity; regional towns are holidays, slow-steady rise in household becoming RV Friendly; and the Indian Ocean disposable incomes, favouring overseas Drive is becoming a popular scenic route; holidays; In 2013, 50% of Australia’s overnight domestic visitor spend occurred in regional areas and this will continue to increase; Australia’s international visitor numbers are expected to increase 40% from 6.6M in 2013 to 9.3M in 2023 with 60%+ return visitation, including visitors favouring destinations steeped in eco nature and a gourmet food focus. DRAFT

Canoeing, Kalbarri Gorge

^ For example, astronomy and the SKA, rain events and the flooding of vast catchments, conservation of former pastoral-farming lands, rich wildflower belts and science-driven fauna rehabilitation.

Mid West Tourism Development Strategy 033 SECTION 3 – REGIONAL TOURISM 3. Improve the quality and distribution of information for pre-trip planning and DEVELOPMENT way finding 3.1 GOALS Significant development options include an interactive map / App, map-centric tourism The long term goals for the Mid West Tourism brochures and holiday planners, more Development Strategy are to achieve: directional signage to popular sites, promoting GPS coordinates of key sites, listing key sites • 1,000,000 overnight visitors and 616,000 day on Google Maps, establishing information trip visitor’s p.a. by 2050; nodes in shops/outlets across towns, stronger • 5,000,000 visitor nights p.a. by 2050; emphasis in Planners of itinerary / route options for pre-trip planning, stronger • $544,000,000 p.a. overnight visitor expenditure emphasis on day trip options, recommending and $67,000,000 p.a. day trip expenditure by 2050; places to stopover and for accommodation while enroute to the region, wider use of web • 988,000 day-trip and overnight visitors by 2025; links connecting LGA/ Town websites, and and web downloads of information specifically for pre‑trip planning and post-arrival planning. • Sustainable long term growth in visitation of 1.42% p.a. (avg). 4. Attract more high-yield visitors and the growing self-drive and RV market 3.2 STRATEGIC AIMS Significant development options include To grow tourism across the Mid West the strategy a hotel-resort at the Wallabi Islands, aims to addresses five key areas including: eco-camp experience at the Abrolhos, hotel-resort at Batavia Marina, continued 1. Increase accommodation capacity from development of Geraldton’s West End camping through to resorts cultural precinct (i.e. culture, hospitality, art), conference‑event facility in Geraldton, Significant development options include hotel-resort in Port Denison to complement develop coastal nodes – coastal campsites, the conference facility, steady increase in Port Denison Hotel-Resort, Batavia Marina regional foods / cuisines in local venues, Hotel-Resort and conference facility, DPaW packaged tours / holidays incorporating the campgrounds, station/farm stays, overnight Abrolhos, Kalbarri, Geraldton, Dongara and rest areas, refurbished heritage / disused the Wildflower Country, a larger range of buildings, additional cabins within LGA‑owned up‑market station stays, and RV Friendly Towns caravan parks, and encouragement across the entire Mid West. of B&B’s, holiday homes, lodges and backpackers / flashpackers. 5. Increase the range of eco nature based 2. Open up sites and places previously activities, attractions and experiences overlooked or under-developed to Significant development options include enhance the Mid West’s appeal as a ‘open up’ the Abrolhos Islands, finish destination upgrading Kalbarri National Park, establish the Zuytdorp Coast 4WD trail, upgrade DPaW’s Significant development options include Karara and Murchison ‘blocks, establish sites geo park sites, prospecting sites, wildflower to view ‘flash’ events, establish a geo park in rich sites, river-creek confluence sites, natural the Murchison, establish coastal nodes for lookouts, walk-bike-4WD trails, flora‑fauna day use and overnight stay, upgrade walk rich sites, camp sites, unique landform and bike trails at flora / feature rich sites, sites for day use / overnight stay (e.g. Peace encourage pastoralists / farmers to open up Gorge, The Granites, Irwin River crossing), unique sites as day use areas, and encourage heritage sites and (approved) cultural sites. wider promotion of drive routes / drive trails to DRAFTnature based day use sites.

Mid West Tourism Development Strategy 034 The top 21 development priorities are spread across the Mid West as shown below. Some priorities occur at more than one site (e.g. geo parks (no 2) shown nine times across the Murchison). The numbers correspond to those listed in the REMPLAN analysis in Appendix F.

MID WEST REGION TOP 21 TOURISM DEVELOPMENT PRIORITIES

21 black = activity red = attraction blue = accommodation green = amenity & other

1 Prospecting reserves 12 Interactive Artbelt project installations along Mullewa-Wubin and Midlands Road 2 Geo tourism across the region 13 Kalbarri NP - seal roads, iconic skywalk, 3 DPAW’s Karara block tourism facilites naturbank eco camp, campgrounds, facilities

4 Pastoral property tourism infrastructure 14/15 Develop cabins / chalets at Shire owned caravan parks 5 Lookout and safe viewing sites for ﬂ ash events 16 Upgrade amenity of existing walk trails 6 Kalbarri to Shark Bay 4WD trail 17 Coastal campsite and visitor node development 7 Half and full day self drive routes with rest and overnight areas 18 Repair and refurbish selected heritage buildings for tourism use 8 New eco campgrounds 19 Abrolhos Islands eco tourism amenities 9 DPAWs three Murchison blocks tourism facilities 20 Mobile phone network upgrade 10 Upgrade selection of trails to multi use 21 Geraldton conference centre / business event hub 11 Create wildlfower self drive loop along Wildﬂ ower Way and Midlands Road

*Refer to Appendix E for DRAFTfurther information and details on REMPLAN data.

Mid West Tourism Development Strategy 035 3.3 REGIONAL TOURISM The top six regional tourism development priorities DEVELOPMENT PRIORITIES for the Mid West include the following. 1. Develop the Abrolhos Islands maritime history A primary objective of the Mid West Tourism and nature based experiences. Development Strategy was to “identify tourism opportunities, game changers, priorities and gaps 2. Develop Kalbarri national park by adding an for the Mid West to inform future development and iconic ‘skywalk’ lookout, sealed access roads, investment.” a naturebank eco camp, public campground and trail upgrades. An extensive list of potential investment and infrastructure development opportunities informed 3. Develop five coastal campsites and day use the desktop study, consultation and analysis visitor nodes from Green Head to Kalbarri. phases of the project culminating in a short list 4. 4WD trail along the Zuytdorp Coast linking of recommended priorities for each subregion. Kalbarri to the Shark Bay World Heritage Area. The recommended development priorities were identified based on the following steps. 5. Develop tourism-recreation infrastructure across four of the Department of Parks and 1. 50+ development options were identified Wildlife’s conservation blocks (i.e. Karara, by MWTA, MWDC, desktop analysis and Muggon, Doolgunna-Mooloogool and consultations. Dalgaranga). 2. The development options were assessed on 6. Develop geo tourism and a geo park in the social, environmental, financial and economic Murchison. criteria; preliminary assessment against gaps, competition, opportunities and trends; The top six regional development priorities are approximately 10-12 options were identified outlined below including a brief overview of the for each subregion. business case (i.e. underlying rationale). The results of a preliminary economic analysis using 3. Subregional workshops ranked the top 10‑12 REMPLAN are presented in the appendix for each development options for each subregion. development priority. Feedback from the MWTA and the MWDC highlighted regional preferences. 4. Further assessment against gaps, opportunities, trends and competition identified the top five options for each subregion. 5. The Mid West’s top 21 development options were assessed economically using REMPLAN (see Appendix E for details). Preliminary ranking was based on net benefit and benefit‑cost ratio. 6. Final ranking was based on economic ranking (i.e. Benefit-Cost ratio and Net Benefits) and the response to gaps, opportunities, competition and trends. 7. The top six development priorities for the Mid West and the top five priorities for each subregion were identified.DRAFT

Snag Island Pier, Leeman

Mid West Tourism Development Strategy 036 1. ABROLHOS ISLANDS The experience and understanding of existing charter boat operators and the Abrolhos community The Abrolhos Islands are potentially a significant need to be built on and the challenges of developing drawcard for visitors to the Mid West – a potential tourism at the Abrolhos needs to be carefully ‘game changer’ for the region. The Abrolhos can considered (i.e. high end tourism, severe weather, offer a diverse range of iconic experiences including: testing environment, etc). • Snorkelling in coral-lined ‘sinks’ home to The Master Visitor Plan for the Wallabi Group, fish, lobster, reef sharks and shells and Abrolhos Islands (2013) set out approaches to over coral‑covered atolls/anemones viewing develop day trips centred on the Batavia history, schools of prized table fish; Beacon Island and nearby areas. The Master Plan • Beach/rock fishing into deep trenches set out a range of recommendations including: (i.e. drop-offs); • the Department of Fisheries (DoF) remain • Canoeing, kayaking and stand-up-paddle responsible for management of the aquatic boarding over shallow coral coves viewing and terrestrial resources of the day use areas; marine life, coral, shells, etc; • a Management Committee be established, • Swimming in coral-enclosed bays and coves, made up of a senior manager from each of in warm tranquil water; DoF and the WA Museum, with responsibility • Viewing colonies of birds on remote headlands to deliver the new day visit experience; and isolated shores; • Negotiate a memorandum of understanding • Spotting whales, sharks and large marine life with DPaW to define their involvement in land in open waters; management activities (e.g. rangers), and involve local community wherever possible • Diving on wreck sites including the Batavia in a sub-contractor and volunteer capacity and others; and (e.g. caretakers, guides, site protection, • Experiencing the many different types of rehabilitation); fishermen’s huts, jetties and structures that • The preparation of a Master Visitor Plan for help make up the Abrolhos Islands ‘village’. the entire Abrolhos Islands identifying the An immediate challenge is to resolve how tourism complete range of tourism opportunities at the Abrolhos can best be managed, given the across all island groups. location and scale of tourism infrastructure required Consultation highlighted challenges with governance to service day visits and overnight visitation and in enabling tourism at the Abrolhos, due mostly the approaches required to ensure conservation, to limitations within the Fisheries Resource tourism and commercial fishing can co-exist Management Act, which is primarily to manage fish sustainably. resources and extractive marine-activities. The Act does not enable DoF to facilitate the development or administration of non-extractive activities such as tourism. DRAFT

Abrolhos Islands Mid West Tourism Development Strategy 037 In comparison, the Conservation and Land 4. Charter boats. Currently around 200 charter Management Act (administered by the Department boats operate along WA’s western coast, of Parks and Wildlife) enables the development and however, only 5-10 vessels regularly visit the administration of tourism activities for example, Abrolhos. Demand is currently seasonal, in National Parks and World Heritage Areas niche-based and not sufficient to support (e.g. Dirk Hartog Island, Shark Bay; Rottnest; charter vessels year-round (i.e. boats follow Bungle Bungles) using a range of commercial seasonal visitors/attractions up-down the systems, practices and resources. The Fisheries Western Australian coast). legislation may require amending depending on how 5. Guided day trip visits facilitated by air or sea the development of tourism at the Abrolhos is to be travel (i.e. from Geraldton or Kalbarri) themed on facilitated and governed. the Batavia with optional snorkelling / kayaking A key determinant of the governance approach is or whale/dolphin experiences in the surrounding what types of tourism might be established on the area. Potentially a year-round offering, weather Abrolhos Islands, which could potentially include: permitting, subject to boat transfers being available at the Abrolhos. 1. Hotel-resort style facility on Wallabi Island, catering to overnight visitors seeking 4-5 star 6. Privately owned power/sail boats using service, typically 2-5 nights stay. Seasonal designated moorings and anchorages for offering, influenced by weather conditions. short stays. Typically a seasonal program from March to July and October-November. 2. Refurbished ex-fishermen’s Huts on Most boats are self-contained and self-reliant. numerous islands, rustic ‘shanty’ style holiday accommodation, for short stay visitors 7. Orion Class^ cruise ships visiting the islands (e.g. 4-10 nights), typically 3-4 people per seasonally (e.g. April-May, whilst northern hut. Potentially a year-round offering albeit destinations are closed for the cyclone demand will be determined by school holidays season), offering eco nature based activities and climate / weather conditions. and experiences, using their onboard facilities (e.g. tenders, dive gear, helicopter, kayaks, 3. Nature based camping, very low impact etc) and the specialist expertise of onboard ‘hikers huts’ on (5-6) selected islands offering guides (e.g. scientists and conservationists). guided activities-experiences in the immediate surrounds, visitors staying 1-2 nights then The Abrolhos Islands master visitor plan will ferried to the next ‘hut’ and experience, need to identify the staged development of hiking-style accommodation and hospitality tourism infrastructure and how it can be managed (e.g. 3-sided huts, limited water, solar power, sustainably whilst also appealing to a broad porta-loo’s, swags), typically Apr-Jun and cross‑section of visitors to ensure sufficient Oct‑Nov subject to weather conditions. demand to reward investors and operators over the medium‑long term. The Abrolhos could potentially be a ‘green’ eco nature based destination where facilities, visitors and governance subscribe to world-leading sustainable tourism principles. Management and governance of tourism needs to be DRAFTresolved foremost in the master visitor plan.

Big Pigeon Island, Abrolhos ^ Orion Class cruise ships are much smaller than conventional cruise ships; typically 100m LOA, 4m draft, 4000MT displacement, 75‑150 passengers, 30-50 crew, 8,000nm cruising range; regularly cruising in the Kimberley, PNG, Solomon Islands, Great Barrier Reef, Tasmania, NZ and Antarctica; often specialising in eco tourism and adventure / expedition tourism.

Mid West Tourism Development Strategy 038 Potential governance approaches include the following. 5. Status Quo. Working with DoF and potentially enhanced with the establishment of a 1. An island management authority similar in style community enterprise to develop and to the Rottnest Island Management Authority. grow tourism by combining fishing groups 2. A marine reserve administered by the WA (e.g. seafood processors, fishers), carrier Department of Fisheries under a revised boat operators, hut leaseholders, charter legislative framework, if required, enabling boat operators, visitor centres, inbound tour management of extractive and non-extractive wholesalers / specialist tour promoters, air activities including tourism. charter operators and vested-interest groups. 3. A conservation reserve administrated by the The existing FRMA legislation may need WA Department of Parks and Wildlife under the revising to facilitate certain activities. CALM Act, utilising systems and approaches Preliminary economic analysis has not been under the existing legislative framework in developed for the Abrolhos Islands opportunity respect to whale shark licenses, Bungle Bungles due to further community consultation required eco-camps, helicopter flights at Mitchell Falls, to determine the parameters for analysis. A full dolphin tour operators, Dirk Hartog Island feasibility would be recommended. This should accommodation operators, etc. include the phased development of the Abrolhos into 4. Extending the City of Greater Geraldton’s an “eco-green” sustainable-tourism destination, boundaries to include the Abrolhos offering a range of accommodation, transport and (i.e. excising the islands from the Shire of activity-experience options. The Abrolhos could Northampton); with corporate bodies managing potentially rival the Ningaloo Coast and bring iconic private leasehold facilities on the respective appeal to the Mid West. Development of tourism at islands, serviced by local government and / or the Abrolhos Islands would be a medium-long term sub‑contractors, and the Abrolhos Islands initiative extending beyond the planning horizon of Management Advisory Council having a role in this strategy. overseeing development and continuity of the Islands integrity.

DRAFT

Abrolhos Islands Mid West Tourism Development Strategy 039 2. Kalbarri National Park Most of the roads into the park have recently been sealed as well as public amenities and car parking Kalbarri National Park covers an area of areas have been upgraded with the exception of the approximately 183,000 hectares and is located on 21km access road into the Ross Graham lookout the lower reaches of the Murchison River in close and nearby amenities and car park. There are proximity to the coastal town of Kalbarri, around no camping areas in the national park although 6‑7 hours drive north of Perth. sites have been assessed and pre-feasibilities The Park hosts spectacular wildflowers, coastal undertaken for a naturebank eco retreat and DPaW landscapes and the Murchison Gorge, which have commenced planning for a new campground in extends for 80km from the hinterland to the sea. the Park. Accommodation is available in Kalbarri, The gorge is home to popular formations such however, during peak periods the seasonal influx as Nature’s Window, The Loop, Z-Bend and of visitors can result in accommodation shortages Hawks Head and offers majestic views at the Ross giving rise to the need for additional capacity. Graham lookout. Although famous for wildflowers DPaW have also commenced concept designs the Park also offers a variety of bushwalks, picnic and preliminary planning for an iconic ‘Skywalk’ areas, hiking trails as well as canoeing, rafting, lookout that would offer visitors an exhilarating fishing and sightseeing. and magnificent view from a cantilevered platform The Park’s Aboriginal cultural heritage, the history extending out over the cliffs edge near The Loop. of 17th century European exploration and pastoral Collectively, these upgrades have potential to heritage provide visitor’s with a fascinating range further raise the appeal and profile of the Park, of appreciation and experiences. During 2008/09 increasing visitation and stay in the region, and bring to 2012/13 Kalbarri National Park averaged iconic status to the Park and town. approximately 305,000 visits annually and around 334,000 visits in 2012/13 with peak visitation being from June to October.

DRAFT

Kalbarri Gorge skywalk (concept) Mid West Tourism Development Strategy 040 Kalbarri Gorges

Timing Need Risks Benefit - Cost

Develop The gap is not having an iconic attraction in Elements not evaluated that B:C Ratio. an iconic the Mid West that visitors can gravitate to. are potential risks include 1.15 ‘skywalk’ The fundamental problem is Ningaloo / Shark technical – design issues of lookout in Bay have very high appeal that outweighs the the ‘skywalk’, investor interest Kalbarri Mid West. This project helps alleviate the in a Naturebank site, size of National Park, problem by introducing an iconic skywalk, the campground, safety issues seal access a high quality eco-resort and a wilderness associated with trails, and the Net Benefit. roads, campground. Factors contributing to the uncertainty of extra visitation. $17,794,000 facilitate a need include recent low growth in visitation Scenarios that could disrupt this Naturebank to Kalbarri and the National Park and no project that pose a risk include eco resort, a wildernessDRAFT eco-resort in the Mid West. This delays in commencement, new public project will be highly valued by international significant fire or flood damage campground visitors and high yielding ‘aspirational to the Park, and a superior and upgrade achievers’ and ‘dedicated discoverers’ ‘iconic’ feature appearing trails. who account for approximately 20-30% of elsewhere. Broader risks Mid West Visitors. Beneficiaries of this project include cultural heritage issues, include Kalbarri residents, businesses, tourism feral animals, legal liability 2015-2020 operators and the broader visitor market. The and geo-technical engineering main drivers of this project include sustained constraints. growth in eco-tourism, wilderness experiences and packaged tours / holidays.

Mid West Tourism Development Strategy 041 3. COASTAL NODES The identified sites and other potential sites require investigation of tenure, land management The Mid West has around 340km of coast and yet responsibilities, access options, location / size visitors have limited access to the coast, whilst of eco-camps, walkways to the beach, day time elsewhere around Australia the coast has proven activity nodes, fire / risk assessment and a review of to be a major drawcard for visitors. There is subregional policies/by-laws required (e.g. number vast potential to ‘open up’ the Mid West coast by of nights allowed to stay, dogs / pets, beach driving, increasing access (i.e. via tracks / unsealed roads) fires, rubbish, fees, conservation, volunteer and developing shore-side eco-camps and day use caretakers and servicing). sites. Potential sites for coastal eco-camps include Lucky Bay, Bowes River mouth,^ Buller River Preliminary economic assessment of developing mouth, Shoal Point, Freshwater Point, Cliffs Head, coastal eco camps (in a later section) adopted an Gum Tree Bay and Illawong to name a few. estimated $600,000 investment per coastal node, which includes: The coastal nodes are potentially short stay nature based eco campgrounds, similar to those • $150,000 to supply/install a four-unit in National Parks, with minimal infrastructure Clivus Multrum* waterless composting requiring minimal maintenance and servicing pre‑fabricated toilet block (including concrete but may require 4WD to access some camp sites. pad and disabled ramp); Conservation and rehabilitation should be a • $100,000 to develop an unsealed access track high priority facilitated by volunteers, site users, for year-round, all-weather use; seasonal caretakers and Shires. • $50,000 to develop unsealed all weather tracks Seasonal camp caretakers, based on DPaW’s into each respective camp site / overnight bay volunteer program, should be encouraged and and parking for day use visitors; adopted. The coastal nodes should enforce a strict no-tolerance policy in respect to rubbish, damage to • $40,000 to supply / install corten barrier-posts flora / fauna, vehicle areas, pedestrian areas, visitor marking camp sites, pathways, parking areas safety, fires and restricted length of stay (i.e.14 day and conservation-rehabilitation zones; maximum during holiday periods; 21 day maximum • $50,000 to supply/install a dump point and a outside holiday periods). Fees should apply when a rubbish collection area (e.g. to suit an 8-10m3 caretaker is in residence (e.g. $10 / night per site; bulk bin); $70 / week per site; 1-2 nights stay free of charge) and free of charge when no caretaker is in residence. • $75,000 to supply / install communal benches and fire-rings, signage and rehabilitation planting/screening; • $60,000 site planning to facilitate the development of low impact eco-camps; • $50,000 contingency; and • OPTIONAL $75,000 to supply / install public (gas) BBQ, shade shelter and communal seating. DRAFT

Dongara board walk * Delivered to site price A$85,000 for a four cubicle unit plus cost of installation, concrete pad and disabled ramp; Estimated cost to supply ^ Bowes River is mainly privately owned, there is an environmental and install a prefabricated four cubicle unit is approximately $135,000. strategy being developed that includes this area. Clivus Multrum WA. 08 9071 3126.

Mid West Tourism Development Strategy 042 Timing Need Risks Benefit - Cost

Five Coastal The gap is having 340km of coast and very few Elements not evaluated that B:C Ratio. campsites locations to camp near a beach. The problem are potential risks include 0.50 and visitor for the Mid West is visitors naturally gravitate zoning, tenure, access, coastal nodes from to the coast and yet coastal camping and erosion, landscape‑environment Green Head to day use sites are limited. This project helps management and user conflicts. Kalbarri. alleviate the problem. Factors contributing to Scenarios that could disrupt the need include the IOD raising awareness this project that pose as a Net Benefit. of coastal experiences, limited choice of risk include coastal erosion, $1,611,000 2018-2023 camping / RV options in the Mid West and rare‑endangered flora, fire, the popularity of coastal facilities in general. exposure to strong trade winds, This project will be highly valued by ‘dedicated beach-ocean dangers and discoverers’, ‘family connectors’ RV’ers, extended stays. Broader risks and 4WD / fishing enthusiasts, who may include climate change, legal account for approximately 50% of Mid West liability and technical site issues. Visitors. Beneficiaries of this project include towns in proximity, and tourism operators. The main drivers of this project include growth in camping, 4WD’s, RV’s, fishing and aquatic‑marine holidays.

DRAFT Port Denison

Mid West Tourism Development Strategy 043 4. ZUYTDORP COAST 4WD TRAIL Travellers southbound from Shark Bay and Denham via Tamala Station could potentially gain access The Zuytdorp coast extends northwards from the to Kalbarri along a scenic 4WD coastal track (as Murchison River mouth to Steep Point. Southern opposed to a 330km road trip). The trail has access is via a seasonal river crossing near Kalbarri potential to link two highly visited areas, Kalbarri at Murchison House Station ($50 fee payable). and Shark Bay, via a 4WD trail along cliffs, coast, A 4WD track leads from the river to the coast and beaches and a vast wilderness area. The existing northwards for a distance of approximately 160km through‑tracks are located well back from the to Tamala Station and Useless Loop Road (or an coast and are largely overgrown so would require additional 70km along the coast to Steep Point). significant improvement as well as spur roads to the The 4WD trail could be a 3-4 day trip stopping at coast. sites of interest (e.g. Zuytdorp wreck, cliffs, caves, The cost of development may be higher than southern beaches, cultural sites, ocean viewing estimated in the economic assessment. There are sites, fishing locations, picnic sites). also issues relating to the vermin proof fence reserve, The coastline is one of the western most points of control of an invasive weed, impacts on pastoral Australia and the Zuytdorp cliffs are some of the operations, the difficulty of the terrain, access, safety most dramatic. A northbound drive takes travellers and emergencies that need further investigation. to Shark Bay World Heritage Area, Denham Considerable involvement of DPaW and Pastoral and Monkey Mia or potentially (alternatively) to stations is required to deliver on this priority. False Entrance, Crayfish Bay and Steep Point (i.e. renowned fishing destinations). The trail has potential to be enhanced with interpretive panels, trail markers, camp sites, lookouts and picnic areas.

Timing Need Risks Benefit - Cost

Develop a The problem is limited access to the coast Elements not evaluated that B:C Ratio. 4WD trail from Kalbarri to Shark Bay and the lack are potential risks, include 4.00 along the of 4WD trails in the region. A fundamental visitor safety, health‑medical Zuytdorp problem is the existing limited access amenities, feral animal Coast from leads to under-utilisation of a potentially populations, access via Kalbarri to ‘iconic’ route. This project helps alleviate a river crossing, track Shark Bay. these gaps and problems. Factors alignment-route, managing Net Benefit. contributing to the need include growth in visitor activities and pastoral $8, 392, 000 4WD’s and ‘outback’ adventure seekers. lease operations-facilities. 2018-2022 This project will be highly valued by Scenarios that could disrupt visitors seeking wilderness experiences this project, and pose as a as well as fishers, marine enthusiasts risk, include extended stays, and 4WD’ers. Beneficiaries of this project difficulty servicing sites, include Kalbarri and Denham, tourism flood damage to tracks, operators and Batavia Coast tourism. impassable river crossing, The main drivers of this project include cultural site restrictions, and the growth in 4WD’s, camping/RV’s, fire risk to national parks. trails, outback tourism and wilderness experiences.DRAFT

Mid West Tourism Development Strategy 044 5. DPaW CONSERVATION ESTATE An assessment of tourism assets on DPaW rangeland properties (2009) identified ‘spectacular and unique landscapes, cultural heritage artefacts and wilderness style experiences’ at properties adjacent to Mount Augustus and the Kennedy Range and former pastoral stations in the Murchison. In particular the Muggon Block (6 properties), the Doolgunna Mooloogool Block (2 properties), Dalgaranga Block (4 properties) and Karara Block (6 properties), covering an area of 1.95 million hectares (refer to the appendix for details).

The Gascoyne Murchison Outback Pathways The four Mid West DPaW blocks with tourism self-drive trail was viewed as a potentially potential for this strategy are indicated in the map important conduit bringing visitors to tourism and above. Of these, the ‘Karara’ block, is the largest camping facilities at the rangeland properties. and is potentially a significant day trip and overnight A management presence would be required at destination with scope for multi-use trails, lookouts, the properties and this could involve indigenous flora / fauna appreciation, camping, homestead and stakeholders developing tourism products and shearers quarters accommodation, drive trails and experiences to help realise the tourism potential of conservation programs. the former pastoral stations. In the short-medium However, as a result of mining exploration and term, DPaW is planning to develop a selection of former pastoral activity the Karara Block is not in tourism projects in the Mid West including: pristine condition and some of the landscape features • Karara Block: Karara drive trail, and access points have been subject to significant camping opportunities and visitor facility alteration. Remediation and rehabilitation is improvements, extending across five required in some areas. Considerable involvement of ex‑pastoral / farmingDRAFT properties. Parks and Wildlife is required in developing this block for conservation and tourism. • Moresby Range: Proposed Conservation Park. Access road upgrade and visitor facilities. • Coalseam Conservation Park: Miners campground expansion and upgrade.

Mid West Tourism Development Strategy 045 Three other potential ‘blocks’ are located in the Murchison and represent large areas with significant natural features, flora/fauna, river-creek systems and built facilities that are largely under- utilised as eco-tourism assets. The development of these ‘blocks’ could potentially create a wide range of choices for nature based eco tourists, similar to the pastoral-tourism properties spread across the Kimberley and Northern Territory. The ‘blocks’ could be linked via a drive trial and could potentially accommodate over 200 vehicles / 600 visitors-campers daily and employ local Aboriginal people as rangers. Their relative location would support towns as hubs where visitors seek replenishment, accommodation and hospitality. Some of the ‘blocks’ have potential to host geo tourism, the viewing of ‘flash’ rain events, heritage appreciation and conservation programs. The four ‘blocks’ are potential ‘game changers’ and could become major destinations for visitors to the Mid West’s hinterland. Considerable involvement of DPaW is required to deliver on this priority.

Martu Rangers, Wiluna Yellow Everlastings, Coalseam Conservation Park (Mingenew)

Timing Need Risks Benefit - Cost

Karara Block Limited choice of conservation - wilderness Mining in the Karara area. Karara Block tourism properties in the Mid West. 2015-2018 Increase in tourist traffic, and the B:C Ratio 8.38 Limited accommodation capacity in the adequateness of health‑medical Net Benefit Murchison. amenities in the area. Muggon, $46, 102, 000 Growth in camping / RV’s, trails, outback Potential disruptors include Doolgunna tourism, popularity of wilderness tourism a surge in mining activity, Mooloogool DRAFT experiences (i.e. Kimberley and NT), and the diseases / pests / feral animals, & Dalgaranga Muggon, growing awareness of conservation-based and flood and access restrictions, Block Doolgunna geo-tourism. cultural sites voiding areas and Mooloogool 2016 - 2021 24hr noise from mining. Meets the needs of eco nature based visitors, and Dalgaranga adventure-seekers, geo tourists, RV’ers and Extensive remediation and Block day visitors. rehabilitation required in B:C Ratio 3.04 some areas due to mining and Potential market is approx. 20-30% of pastoralism Net Benefit Mid West Visitors (Karara) and 30-40% (Murchison Blocks). $21,282,000

Mid West Tourism Development Strategy 046 6. GEO TOURISM AND A GEO PARK There are reportedly ‘hundreds’ of geo parks around the world (e.g. over 320 in China) and UNESCO’s A geo park is an area or region that has geological geo park ‘brand’ has amassed global awareness heritage of international significance. Some of among travellers and tourists. In the Murchison there the oldest rocks on the planet have been found in is a range of potential geo sites that could support the Murchison and the Mid West. The Murchison a geo park including Mount Augustus, Windimurra, in particular has significant potential to develop a Walga Rock, Dalgaranga meteorite crater, Jack Hills, geo park, which is a means to develop geo sites and Mount Narryer, Peace Gorge, The Granites, geo tourism. Wilgimia ochre, and Poona to name a few. A geo park is where geo heritage is promoted to A regional drive trail linking the sites and supported bring benefit to local communities. Geo tourism by guides, tours, walk trails, geo activities and promotes geo sites focusing on the conservation educational materials would form the basis of the of geo diversity and fosters an understanding of Murchison Geo Park. The Murchison Geo Park earth sciences through appreciation and learning. could also incorporate cultural and industrial This is achieved through interpretation of sites, heritage, mining tourism and a reinforcement of the walk trails, guided tours, geo activities, seminars, earth sciences at a local level. A principal aim of educational materials and geo visitor centres the geo park would be to build visitation, increase (e.g. Mount Magnet). Geo tourism and geo sites expenditure, lengthen stay, promote tourism focus on the geology and landscape of an area and development and raise the global profile of the can include unique landforms, mineralisation and Murchison. evolutionary processes as features promoted to visitors. The Murchison has the option of establishing geo sites gradually over several years, compiling A geo park does not impose restrictions on any educational material, site infrastructure (e.g. signage, economic activity within a geo park provided that panels, trails, picnic areas), a marketing program activity complies with local, regional or national and value‑added services. At a later stage, once legislation (e.g. mining and pastoral can co-exist the region has established geo tourism as a niche in a geo park or at a geo site). The United Nations product, the Murchison can re-evaluate the notion Educational Scientific and Cultural Organization of becoming a UNESCO geo park or stay as an (UNESCO) supports geo tourism and geo parks independent geo region. There is no compulsion to as part of an integrated concept centred on the become a UNESCO certified geo park. During early protection, education and sustainable development 2014 the Australian Government indicated its interest of geo sites and geo parks globally. in reviewing its policy on geo parks and UNESCO geo parks in particular.

Timing Need Risks Benefit - Cost

Develop a The gap is not having any geo tourism Elements not evaluated B:C Ratio. Geo-Park in attraction in the Mid West, which is a that are potential risks 17.18 the Murchison prominent geology-intensive region. The include site access, pastoral (i.e. 10 sites) fundamental problem is the Murchison has lease / operational implications, with unsealed world-class geo tourism sites that are largely safety issues associated with access roads, unknown and unvisited. This project helps self-drive trails and outdoor signage, alleviate the problem by introducing ten activities, and cultural heritage Net Benefit. amenities, geo tourism sites linked by a self-drive route. implications. Scenarios that $11,169,000 educational & Factors contributing to the need include could disrupt this project that promotional recent low visitation to the Murchison and pose a risk include delays in material. geo tourismDRAFT being highly under-developed commencement, significant fire in WA yet growing globally. This project will or flood damage to sites, and a

be highly valued by international visitors, superior alternative geo tourism 2015-2020 ‘dedicated discoverers’, ‘grey explorers’ area appearing elsewhere. and ‘family connectors’ who account for Broader risks include cultural approximately 60-70% of Mid West Visitors. heritage issues, legal liability Beneficiaries of this project include Murchison and environmental / pest businesses, tourism operators and Mid West control issues. tourism. The main drivers of this project include growth in geo tourism, wilderness experiences and nature based tourism.

Mid West Tourism Development Strategy 047 3.4 ADDITIONAL REGIONAL Seasonal trade winds in the Mid West from December to March are among the strongest in the TOURISM DEVELOPMENT OPTIONS world and are well suited to events / competitions In addition to the six regional priorities outlined in in kite-boarding, windsurfing, sailing, kite flying, section 3.3, three other regional opportunities were hang gliding and land sailing. The ocean also lends identified through consultation as having significant itself to competitions/events in fishing, free diving, merit in supporting tourism in the Mid West and game fishing and endurance sports (e.g. triathlons, worth mentioning in this section. REMPLAN analysis ocean kayaking, long distance swimming). has not been conducted on the initiatives due to The region is host to a significant resource of uncertainty around the parameters that would apply. lobster, grains, beef, sheep, and goats and is However due consideration should be given to: supplemented by niche ventures in olives, wine, • Mid West events; grapes, etc that collectively have potential to support a food-based event celebrating the region. • Aboriginal tourism; and An iconic event is required and recommended • Way finding. for each subregion with complementary M id West EVENTS sports / activities, evening entertainment programs, The Mid West events calendar (on the following page) local produce/culinary themes, interactive family provides a snapshot of events across the region, activities, spanning towns / venues and inspiring a however, some smaller events may have been broad cross‑section of visitors, travellers, residents overlooked from the snapshot. The calendar and sponsors. An iconic event(s) has potential highlights the broad range of 43 regional events to significantly enhance the region’s profile as a and their timing. Most of the listed events have tourism destination. prevailed over time at a local or subregional level. It is recommended that: Notably the Mid West does not have any iconic • An Event Alliance or event leader’s network be events that attract large crowds, span subregions or established ideally on a subregional basis as that generate a State or National profile. resources permit; and The larger towns of Dongara and Geraldton have • The group should engage with regional excellent recreation facilities with the capacity to sporting groups, food producer groups, venue host large sporting events such as golf, football, operators and stakeholders to identify a lawn bowls, basketball, netball, martial arts and ‘preferred list’ of themes /activities / venues indoor sports. Both towns (and some smaller in developing an iconic event within the towns) have a horse racing track with potential to short‑medium term. host larger events such as music concerts, rodeos, camp drafts, vehicle-machinery display events and Consultations identified a possible ‘sea-fare’ event large scale outdoor hospitality events. incorporating a seafood festival, marine-leisure sports activities and product launches, ocean-side music, art and cultural venues, evening and daytime programs (e.g. entertainment, hospitality, and learning), industry involvement and regional produce. DRAFT

Goo Fest, Yalgoo Mid West Tourism Development Strategy 048 M id West Events Calendar

EVENT / MONTH JAN FEB MAR APR MAY JUN JUL AUG SEPT OCT NOV DEC

Peak Tourism Season HOLIDAYS HOL’S HOL’S HOL’S

Mullewa Agricultural Show Mid West Golden Bowls Carnival Mullewa Rodeo & Muster Mullewa Polocrosse Carnival Mullewa Arts & Craft Fair Geraldton Cup Valley View Concert & Show Perenjori Agricultural Show Perenjori Bush Festival Morawa Bi-annual Arts Festival Mingenew Races Mingenew-Irwin Polocrosse Mingenew Lions Mid West Expo Three Springs Agric. Show Western Desert Races Geraldton Wind on Water Festival Northampton’s Airing of the Quilts Geraldton Sunshine Festival Big Sky Readers & Writers Mid West Art Prize Nukara Music Festival Dongara-Port Denison Kitestock Nukara Music festival Kalbarri Sports Fishing Classic Kalbarri Zest Festival Kalbarri Fishing Classic Underage Music Festival Morawa Geraldton Boat, Caravan & Camping Show Kalbarri Canoe-Cray Carnival Chapman Valley Ag. Show Northampton Agriculture Show Geraldton Music Festival Geraldton City to Surf Fun Run Australasia Safari Mount Magnet GhymkanaDRAFT Dongara-Denison Lobster Festival Dongara Easter Horse Races G-Fest Yalgoo Emu Cup & Goo Fest Red Hill Concert Mount Magnet Astro Rocks Fest Murchison Polocrosse Tournament

No of events / month 216814097710

Mid West Tourism Development Strategy 049 An indication of the potential visitor expenditure In the short-medium term, the development of an that could be attributed to an ‘iconic’ event in the iconic event in the Mid West will need to address Mid West is shown below. The estimates are based seasonal limitations in accommodation, hospitality on ‘best guess’ patronage levels combined with and amenities for a potentially large influx of visitors TRA’s visitor expenditure for day trip and overnight and the development of an event theme that can be visitors. The estimates include lower, median and sustained and developed over time while support for upper visitor expenditure.6 ^ The anticipated cost of the event grows. the event could be subtracted from the expenditure Consideration needs to be given to the sustainability estimates to provide an indication of the potential of such events and the limited ‘volunteer’ resources net economic benefit from an event. available in the region. This may be somewhat ESTIMATE OF VISITORS TO AN ICONIC EVENT IN THE MID WEST mitigated by a events leaders network to help share resources. Recurrent funding is a common problem Lower estimate Median Estimate Upper Estimate faced by most events and it may be appropriate to of Visitors of Visitors of Visitors consider rationalising the funding of events on an Small Event 5,000 7,500 9,000 annual basis to those that are iconic. Seed funding Medium Event 12,000 16,000 18,000 for new events that can prove sustainability beyond Large Event 20,000 25,000 30,000 the first year is sometimes an option through small grant schemes. Nevertheless events must ESTIMATE OF VISITOR SPEND ATTRIBUTED TO AN ICONIC EVENT IN have sustainable business models to ensure the THE MID WEST continuity and quality of the experience to the visitor. Lower estimate Median Estimate Upper Estimate of Visitor Spend of Visitor Spend of Visitor Spend Small Event $608,100 $912,150 $1,094,580 Medium Event $1,459,440 $1,945,920 $2,189,160 Large Event $2,432,400 $3,040,500 $3,648,600

DRAFT

Dongara Hotel

6 TRA Regional Profiles 2011/12. ^ Average day trip spend $110/visitor; average domestic overnight spend $142/visitor; average international overnight spend $52/visitor; weighted average regional spend $122 per visitor. The origin of visitors at the event is based on averages from TRA Regional Profile for the Mid West 2009‑2012; day trip 44% (i.e. 44% local visitors); domestic overnight visitors 49% (i.e. 49% Perth, regional WA and interstate); 7% international visitors.

Mid West Tourism Development Strategy 050 Aboriginal TOURISM Alternative approaches are also required that provide ‘hands on’ assistance at community and individual Aboriginal tourism is under-developed across the operator levels to build the capacity to establish new Mid West. TWA research has found that 59% of tourism enterprises and new partnerships that can visitors are seeking an Aboriginal tourism experience be sustained over the long term. For example, an in WA yet only 26% are participating, highlighting Aboriginal tourism officer could be resourced to work the market gap (Tourism WA Industry Briefing, with relevant agencies, associations and communities June 2014). Consultations across the Mid West in helping Aboriginal entrepreneurs make the identified a range of opportunities that could transition towards new ventures (e.g. planning, potentially lead to a variety of Aboriginal tourism training, funding, administration, compliance, ventures including: marketing, operations, etc). Alternatively, 1. Abandoned rail dams being used to farm stakeholders could facilitate off-season mentoring yabbies and Aboriginal guides offering ‘tucker’ or training for Aboriginal people wanting to develop and talks at the sites (i.e. Yalgoo Railway Dams). tourism ventures, using recognised tourism 2. Walga rock, Wilgie Mia Mine and other operators (e.g. WAITOC award recipients) possibly in appropriate sites in the Murchison forming partnership with Indigenous Business Australia (IBA) part of a guided tour during the peak visitor and others. season. Such activities would work with There are several campgrounds in National Parks Traditional Owners already delivering across the Northern Territory (e.g. Nitmiluk, Kakadu, informal talks with tourists (i.e. Walga Rock) Litchfield, King River, MacDonnell Ranges) where and would ensure Aboriginal people were local indigenous rangers facilitate evening talks, supportive of development. slideshows and tastings for camp site visitors and 3. Resourcing an under‑utilised many of these events are well organised, well kitchen / commercial space (i.e. Yalgoo Railway patronised and invariably lead to additional stay and Station building) to operate as a bush tucker expenditure in the local area. The existing Aboriginal café / bakery, as a training and tourism facility. ranger program at the Kennedy Range National Park 4. 4-6 day bus tour covering Wiluna, is a good example of engaging the local community Meekatharra, Burringurrah, Mount Augustus, in tourism development and could be extended Gascoyne Junction, Carnarvon, Shark Bay, to selected reserves and properties across the Kalbarri and Geraldton, with local indigenous Murchison and Mid West. tours/talks/tucker at each stop, with an Aboriginal guide accompanying the bus tour. 5. Campgrounds established on Aboriginal-owned lands, mostly for self-contained RV’s and campers, with a range of activities / experiences offered such as talks, walks, art classes, tucker‑meals, performances, star-gazing / night sky interpretation and cultural appreciation; mostly during the peak visitor periods. Ideally development would go hand in hand with capacity building and enterprise development support. 6. Establish a 4WD trail across Aboriginal owned lands with a tour guide offering cultural appreciation at selected sites and evenings. 7. Develop upgraded day use and camping facilities at Peace Gorge, Meekatharra, and introduce a range of guided tours,DRAFT talks, bush tucker catering, star gazing and cultural appreciation within the area facilitated by local Aboriginal groups. This could potentially be extended to small bus tours in the surrounding area. 8. Implement existing plans for the Mount Magnet Granites Walk Trails. Develop capacity so that local people are able to utilise The Granites as a cultural tourism product / experience in partnership with the Badamia Land Aboriginal Ilgarijjiri eggs, Geraldton Foreshore Corporation and Shire of Mount Magnet. ~ Yamatji artist interpretation of the sky Mid West Tourism Development Strategy 051 WAY FINDING Way finding is a key factor limiting growth in tourism visitation and stay across the Mid West. Suggested The Mid West road network extends across 4000km+ approaches to improve way finding across the of sealed and unsealed roads, leading to over Mid West include: 150 sites and places of interest. Most towns have printed maps, presented at a large scale and these • An audit of directional and informational are invariably of limited use when trying to find sites. signs and an upgrade to address major gaps (i.e. signs that are missing, illegible, damaged Signage is not always reliable. GPS in cars and or outdated); smart phones/tablets and handheld GPS are commonplace and widespread, however, the • Inclusion in tourism brochures / planners maps in most GPS do not include tourism places the GPS coordinates for all sites / places of interest and many do not include secondary or (i.e. enabling visitors to input and get unsealed roads. Visitor servicing via visitor centres directions from their GPS systems); can be extremely helpful in getting directions to • Standardised formatting of tourism brochures places of interest, however, not all towns have and planners that include maps, directions, visitor centres open seven days per week. travel times, site descriptions and site Smart phones have advanced significantly, for amenities; example Apps that greatly expand their functionality, • Gradual inclusion of sites and places of interest however large areas of the Mid West are ‘black on Google Maps, powered largely by satellites spots’ without phone coverage and satellite coverage rather than mobile phone networks; and is all that remains to support the use of so-called ‘smart’ devices. With these limitations, visitors to • Gradual inclusion of sites and places of interest the Mid West, who are mostly self-drive travellers, on TWA’s Experience Extraordinary App, are vulnerable to driving around the region not powered largely by mobile phone networks. knowing precisely where places of interest are or Development of an interactive map (or App) of the how long it should take to get there and back. Mid West that lists all sites / places relative to roads and tracks and that ideally shows the vehicle’s location using satellite and GPS systems.^ An example of an interactive map developed for Gwalia town site is shown below. A similar map could be developed for the entire Mid West that utilises the GPS of ‘smart’ devices to show the visitors location relative to sites-places (i.e. without relying on the phone network in remote areas). DRAFT

Interactive Gwalia townsite map ^ Average day trip spend $110/visitor; average domestic overnight spend $142/visitor; average international overnight spend $52/visitor; weighted average regional spend $122 per visitor. The origin of visitors at the event is based on averages from TRA Regional Profile for the Mid West 2009-2012; day trip 44% (i.e. 44% local visitors); domestic overnight visitors 49% (i.e. 49% Perth, regional WA and interstate); 7% international visitors. Mid West Tourism Development Strategy 052 SECTION 4 - SUBREGIONAL CONFERENCE FACILITY HEADWORKS TOURISM DEVELOPMENT Geraldton has a range of essential infrastructure to support growth in fly-drive visitors however it does not have facilities to host larger scale conferences, 4.1 SUBREGIONAL TOURISM seminars and functions that could potentially help DEVELOPMENT PRIORITIES grow the visitor market. The City has recently Highly recommended development options for each undergone significant upgrades that greatly enhance subregion that are not detailed elsewhere in this its appeal to the business market (i.e. conference report are outlined in this section. The results of patrons) including steady improvements to the a subregional preliminary economic analysis are West End precinct, foreshore and town streetscape. included under each subregion. There remains however, challenges concerning BA TAVIA COAST SUBREGION headworks at potential sites in around the City that could host a conference-seminar facility adjacent The recommended priorities for the Batavia Coast to or incorporated in a new hotel-resort. The cost subregion include: of installing or overhauling the required headworks is prohibitive and a disincentive for developers. Appropriate pre-planning and the installation of headworks at a suitable site would be expected to result in new facilities and significant growth in the conference-seminar market in Geraldton.

CONSTRUCTION OPERATING PHASE PHASE NET BENEFIT OUTPUT OUTPUT TIMING BATAVIA COAST DEVELOPMENT PRIORITIES JOBS JOBS BENEFIT COST $M $M $M RATIO Kalbarri to Shark Bay 4WD trail along the Zuytdorp Coast to Tamala / Useless Loop Road (220km 4WD track, 2-3 overnight camps with 2018- eco-amenities, lookouts, trail markers). Investment $1.8M-$2.4M. $2.322 6 $8.170 37 $8.392 4.00 2022 Estimated number of additional visitors p.a.: 800 daytrip, 12,000 overnight domestic, 1,500 overnight international. Average 2 nights stay. Seal roads into Kalbarri NP, install an iconic skywalk lookout, realise a Naturebank eco-camp, develop a new campground & enhanced 2015- trails. Investment $15M-$16M. Estimated number of additional $17.141 41 $16.153 72 $17.794 1.15 2020 visitors p.a.: 14,000 daytrip, 20,000 overnight domestic, 4,000 overnight international. Average 3 nights stay. Develop coastal campsites & visitor nodes from Greenhead to Kalbarri (e.g. five new/upgraded sites with low level eco- 2018- infrastructure). Investment $3.0M-$3.5M. Estimated number of $3.594 9 $1.267 6 $1.611 0.50 2023 additional visitors p.a.: 500 daytrip, 2,700 overnight domestic, 720 overnight international. Average 2 nights stay. Eco accommodation & amenities on Abrolhos Islands (e.g. 6 x low impact eco-camps, amenities, planning, moorings ). Investment 2017- $5.0M to $6.0M. Estimated number of visitors p.a.: 900 daytrip, $6.082 15 $1.222 5 $1.804 0.33 2022 2200 overnight domestic, 800 overnight international. Average 2 nights stay. DRAFT Headworks and pre-approvals for a Geraldton cenference-function 2016- centre co-located with or adjacent to a hotel-resort. Investment $2.258 7 $0.008 0.00 2019 $2.0 - $2.5M

**refer to Appendix E for assumptions behind REMPLAN analysis.

Mid West Tourism Development Strategy 053 MURCHISON Subregion PROSPECTING RESERVES The recommended priorities for the Murchison The Murchison is steeped in history as a gold mining subregion include: area and even today remains a significant producer • Develop tourism infrastructure on DPaW’s of gold. Stories abound of prospectors discovering conservation blocks (e.g. Muggon Block - rich veins of gold, nuggets and panning for gold dust six properties, Doolgunna Mooloogool Block in the dry creek beds. - two properties and Dalgaranga Block - Abandoned mine shafts, including many that were four properties); dug by hand, remain scattered across the landscape. • Develop a geo park across the subregion; There are numerous books that invite and instruct prospectors and fossickers to explore the • Develop prospecting reserves for visitors; countryside in search of gold. Many of the regions • Support pastoral properties to develop tourism caravan parks are occupied by amateur prospectors infrastructure; and during the cooler months whilst many families and travellers undoubtedly have interest in searching for • Develop lookouts and safe viewing sites for gold while in the region. Yet for many visitors this is flash rain events. not easily achieved.

CONSTRUCTION OPERATING PHASE PHASE BENEFIT OUTPUT OUTPUT NET TIMING MURCHISON DEVELOPMENT PRIORITIES JOBS JOBS COST $M $M BENEFIT $M RATIO Develop tourism infrastructure on DPAW's three conservation blocks 2016- including upgrades for station stay accommodation, nature-based campgrounds, walk trails and flora/fauna appreciation. Investment $7.741 19 $20.541 92 $21.282 3.04 2021 $6.0-$8.0M; Estimated number of visitors p.a: 2,000 daytrip, 30,000 overnight domestic, 10,000 internional. Average 3 nights stay. Develop a Geo-Park across the region (i.e. 10 sites) with access, 2015 - signage, amenities, educational & promotional material. Investment $0.498 1 $11.321 51 $11.169 17.18 2022 $0.5M-$0.8M. Estimated number of visitors p.a: 2,000 daytrip, 16,000 overnight domestic, 6,000 international. Average 3 nights stay. Develop prospecting reserves for visitors (e.g. 3-4 reserves, site 2016- infrastructure, promotional material), Investment: $0.3M-$0.4M; $0.387 1 $7.956 36 $7.993 22.84 2020 Estimated number of additional visitors p.a: 1,000 daytrip, 12,000 overnight domestic, 3,000 international. Average 3 nights stay. Support pastoral properties to develop tourism infrastructure including station stay accommodation, campgrounds and day use sites (e.g. 10- 2018- 12 properties). Investment $1.2M-$1.8M. Estimated number of $1.216 3 $10.914 49 $10.630 7.09 2022 visitors p.a: 1,000 daytrip, 8,000 overnight domestic, 1,000 international. Average 2 nights stay. Develop lookouts and safe viewing sites for flash events (e.g. 8-10 sites, designated viewing areas, rest areas / overnight camp areas, signs, 2019- interpretive panels ). Investment $1.0M-$1.2M; Estimated number of $1.216 3 $4.397 20 $4.513 4.10 2023 additional visitors p.a.: 2,000 daytrip, 6,000 overnight domestic, 2,000 international. AverageDRAFT 3 nights stay. The concept of establishing reserves for visitors to **refer to Appendix E for assumptions behind go prospecting in proximity to the towns has recently REMPLAN analysis. been considered by the Murchison LGA’s. Towns such as Mount Magnet have a Registrars Office to issue prospecting licenses and a local business hires metal detectors. Scope may exist for the CRC’s in each town to offer prospecting licenses via online portals to the Mines Department / Registrars Office. The concept of prospecting reserves in proximity to each town would be expected to increase visitation and stay during the cooler months. Mid West Tourism Development Strategy 054 PASTORAL TOURISM FLASH WEATHER EVENTS Pastoral stations extend across the Murchison. Climate change is affecting nature based tourism in A small selection of stations are well advanced in Western Australia as noted by DEC (2012). Visible hosting visitors overnight and for day use activities. signs of climate change in the Mid West include However, there remain many stations that are host to disappearing wetlands, increased coastal erosion, interesting landforms, waterholes, flora, geology and changes in the flowering times of native plants, scenery that are not accessible to visitors and could changes to the arrival-departure times of some potentially introduce tourism to improve their viability. bird species, a movement away from the usual However, given the limited financial sustainability locations by native animals, a decline in trees due to of some stations they will require assistance in water stress (e.g. wandoo and tuart), changing fire developing tourism infrastructure such as signage, regimes and a greater spread of weeds and pests. campsites, accommodation upgrades, public These impacts are expected to continue across amenities, track / trail enhancements, promotional the Mid West over the long term (i.e. beyond 2024). material and possibly mentoring. Financial Conversely, the onset of extreme weather events assistance may also be required to maintain tourism such as ‘flash’ flooding and extreme rain events are infrastructure during the formative years whilst arguably a side-effect of climate change that the stations grow their tourism profile and patronage. Mid West, and in particular the Murchison, could The prospect of establishing a broader network of turn into an opportunity by making the after effects station stays, campgrounds and day use sites across of ‘flash’ rain events an attraction-activity that the Murchison could significantly enhance visitation draws visitors to affected areas. and stay in the region. The Murchison’s vast catchment areas and associated river-creek systems come to life after flash rain events as evidenced by the flowing/ flooding of rivers, creeks, lakes, waterholes and dams and this in turn triggers immediate change in wildlife movements (e.g. birds, kangaroos, reptiles), sprouting of new flora, the ‘greening’ of the countryside and invariably a boost in wildflowers (albeit delayed). The development of ‘safe’ viewing areas, utilising existing roads and tracks largely unaffected by flooding, the creation of maps showing ‘flash’ event viewing sites, and promoted ‘live’ via social media (e.g. Facebook, Twitter, Instagram) has potential to attract and disperse visitors seeking eco nature based experiences across the Murchison. Visitors would be expected to stay in proximity to the ‘safe’ viewing areas for 3-4 days or until the ‘after effects’ begin to subside. There would be opportunity to extend their stay by redirecting visitors elsewhere Station mustering time DRAFTacross the Murchison and Mid West.

Yalgoo race course Mid West Tourism Development Strategy 055 NORTH MIDLANDS SUBREGION WILDFLOWER WAY The recommended priorities for the North Midlands The Wildflower Way currently extends along the subregion include: Mullewa-Wubin Road and is supported by an • Extend and enhance the Wildflower Way; impressive array of signage, interpretive panels, brochure / map and online promotion. However • Develop interactive components of the Artbelt the Wildflower Way is essentially one-way and the Project, creating a drive ‘loop’ with year-round return trip offers travellers no themed experience. appeal; Extending the trail infrastructure along the • Develop half/full day self drive routes with rest Midlands Road and promoting the Wildflower Way and overnight areas; as a ‘loop’ would be expected to disperse travellers more broadly across the North Midlands. Further, • Upgrade a selection of trails to multi use it would increase the scope to promote other (walk, bike, horse, 4WD) and/or create new activities and experiences in each of the towns and trails at popular sites; and at sites / places of interest. • Audit potential campsites and develop 4-5 eco campgrounds.

CONSTRUCTION OPERATING PHASE PHASE NET BENEFIT TIMING NORTH MIDLAND DEVELOPMENT PRIORITIES OUTPUT OUTPUT BENEFIT COST $M JOBS $M JOBS $M RATIO

Develop DPAW's Karara Block into a tourism-conservation-recreation destination (i.e. 5 ex-pastoral properties, farm stay, camping, trails, 2015-2020 $6.082 15 $45.520 204 $46.102 8.38 recreation, etc). Investment $5.0M-$6.0M. Estimated number of additional visitors p.a: 45,000 daytrip, 60,000 overnight domestic, 10,000 overnight international. Average 3 nights stay. Develop half & full day self drive routes with rest and overnight areas (e.g. 3-4 routes with signage/markers, interpretive panels, eco- 2018-2023 amenities, lookouts). Investment $2.0M-$3.0M. Estimated number of $2.765 7 $9.524 43 $9.789 3.92 additional visitors p.a.: 25,000 daytrip, 10,000 overnight domestic, 6,000 international. Average 2 nights stay. Audit potential campsites and develop 4-5 eco-campgrounds (e.g. with eco-amenities, fire rings, benches, designated bays, parking areas). 2015-2018 Investment $2.5M-$3.0M. Estimated number of additional visitors p.a.: $2.488 6 $9.264 42 $9.002 3.27 1600 daytrip, 15,000 overnight domestic, 2,400 international. Average 3 nights stay. Upgrade four trails to multi-use (e.g. walk, bike & horse) or create new trails at popular sites. Investment: $1.2M-$1.4M. Estimated number of 2019-2024 $1.216 3 $2.995 13 $3.011 2.51 additional visitors p.a.: 3,000 daytrip, 6,000 overnight domestic, 800 international. Average 2 nights stay. Extend the wildflower self-drive trail along the Wildflower Way & Midlands rd (i.e. creating a loop with signs, markers, information panels, 2020-2025 rest areas, etc). Investment $0.75M-$1.0M. Estimated number of $0.968 2 $1.472 7 $1.565 1.79 additional visitors p.a.: 2,400 daytrip, 4,400 overnight domestic, 2,000 overnight international. Average 1 nights stay.

*refer to Appendix E for assumptions behind REMPLAN analysis. DRAFT

Mid West Tourism Development Strategy 056 ARTBELT PROJECT ALTERNATIVES TO WILDFLOWERS Artbelt is an art-inspired project of 30+ art‑sculptural Wildflowers as a regional theme is inherently installations and activities-events proposed for the seasonal, supports a short window of visitation North Midlands. The project has been thoroughly and is highly susceptible to the vagaries of researched and reported and provides a unique climate change and ‘poor’ wildflower seasons. opportunity to provide visitors with an alternative The development of alternative activities and experience to wildflowers. The recommendation is to experiences would reduce the risk of over-relying on focus on installing hands-on, interactive sculptures, wildflowers and could potentially extend the visitor installations and displays that invites visitors to season. Alternative experiences and activities can engage with the artworks. Installations located include multi-use trails for mountain bikes, walkers at strategic sites in / near towns, popular day use and horse riding; picnic areas at lookouts or scenic sites, scenic locations, drive route junctions and trail locations; heritage trails with maps and interpretive heads would encourage visitors to disperse across panels; and short or half day self-drive trails with the North Midlands. The Artbelt Project Report was rest areas or picnic sites at scenic locations; and completed in 2012 and provides a detailed guide to road-side promotion in towns of what’s happening in development approaches to help realise the project in the local community on a weekly basis (e.g. at sports the short-medium term. clubs, town halls, events, etc). ECO CAMPGROUNDS Peak visitation July to September can result in accommodation shortages. Additional ‘built’ accommodation is required, especially using disused and under-utilised facilities. However the region a limited range of camping facilities and capacity. There are several areas of high natural attraction and appeal that could potentially host an eco campground and encourage higher levels of visitation and stay. An audit of potential sites is required in identifying locations for eco campgrounds. The campgrounds would contain minimal infrastructure given that an increasing number of visitors are largely self-contained. Toilets and communal fire rings and picnic benches would form the basis for an eco campground of typically 8-10 sites suited to vans, campers and tents. Church, Mullewa DRAFT

Geraldton Art Gallery Mid West Tourism Development Strategy 057 Targeted promotional campaign. promotional Targeted visitation. Increased Website commissioned. Website Number of hits and downloads. More outlets with tourism with tourism outlets More information. visitors. from feedback Positive Visible branding across the region. across branding Visible mediums of promotional Variety used. Entry statement installed. Entry statement visitors. from feedback Positive $100,000 ‑ Total $30,000p.a. Total it with will match ACC $30,000p.a. Total: $25,000 Total: < $1000 per town $5000 graphic design; $5000 graphic $10,000p.a. signage, displays, advertising. promotions, $50,000 RESPONSIBILITY & RESOURCES TASKS MEASURES Shires via MOUShires $10,000 / Shire; Shires via MOUShires $8,500 each shire. Approx: Shires via MOU Shires cost: Estimated Shires via MOUShires cost: Estimated Shires via MOUShires Cost: Estimated Shires via MOUShires $10,000p.a. cost: Estimated &

RAME F Start: 2015 Start: H Finish: ongoing TIME PRIORITY * Start: 2016 M Start: Finish: 2017 Start: 2015 M Start: Finish: 2016 Start: 2015 M Start: Finish: ongoing Start: 2015 M Start: Finish: 2016 Start: 2015 M Start: Finish: ongoing

on DRAFT o better service higher levels of visitation; and of visitation; higher levels service o better AL ACTION PLANS ACTION AL ubregi S T AS O eting, branding and promotion; and promotion; eting, branding oved standards and service delivery. and service standards oved ubregion Mark Capacity building t Impr

A and at forums/events targeting intrastate travellers. Emphasis should be on promoting the Batavia Coast, Kalbarri to Green Head, and the main attractions/experiences. Green Head, Kalbarri to Coast, the Batavia Emphasis should be on promoting travellers. intrastate targeting and at forums/events T 3. 1. 2. ACTION ACTION manage to Coast Coral Australia’s Assign Coast aspects of Batavia selected promotion.° MARKETING, BRANDING & PROMOTION Establish a regional tourism website. website. tourism a regional Establish details. See appendix for Establish multiple outlets in towns to to in towns outlets multiple Establish and brochures tourism display / distribute planners. Develop regional branding: a regional a regional branding: regional Develop on signs, brochures, name and a logo billboards, entry statements, website, etc. advertisements, Establish a Batavia Coast entry statement at entry statement Coast a Batavia Establish northern and southern entry points. Establish pooled funding to support funding to pooled Establish ^ collection. data tourism subregional BA C VIA 4.2 S 4.2 areas: key on three focuses subregion Coast the Batavia The action plan for priority * H – high priority; M medium L low / promoters, with wholesalers promotions at trade events, fairs/consumer trade overseas at selected newspapers, in Statewide and special promotions in liftouts shows, and consumer trade at interstate example, ° For at popular day use sites; surveys intercept adding occasional etc); Hamlet, (e.g. Museum, Greenough places and prominent facilities accommodation centres, in visitor surveys ^ Commencing with self-completion The following actions are prioritised and budgets are indicative ‘best estimates’ that could be jointly funded by Shire operating/capital budgets and operating/capital funded by Shire be jointly that could estimates’ ‘best indicative prioritised and budgets are actions are The following (MOU) to of understanding a memorandum establishing may consider CEO’s and the respective The Shires or in-kind contributions. by grants supplemented the Plan. ‘regionalising’ for a framework provide

Mid West Tourism Development Strategy 058 Sub-committee established. Sub-committee Plan developed. Trail / developed. upgraded slowly Trails Broader membership. Broader industry- input from Stronger operators. New campgrounds introduced. campgrounds New and utilisation. Regular patronage visitors. from feedback Positive New sites opened up. sites New by tourists. Regular visitation Subregional initiatives actioned. initiatives Subregional Increased collaboration. Increased efficient operations. More capacity. Increased visitors. to Higher quality service Wider range of quality day use sites. Wider range / of visitors Higher dispersal impacts. visitors. from feedback Positive Businesses engaged with MWCCI. Businesses introduced. / ventures capacity New Estimated cost: cost: Estimated Plan. $40,000 Trail site audit and development audit and development site plan. RESPONSIBILITY & RESOURCES TASKS MEASURES Shires via MOU Shires Tourism Shire Officers MWTA Shires via MOU Shires $40,000 camp cost: Estimated Shire Tourism Tourism Shire and Staff Officers Shire Tourism Tourism Shire and Staff Officers via MOUShires $100,000p.a. cost: Estimated full time. appointed T.O. Shire Tourism Tourism Shire Officers Managers VC Shires via MOU Shires Tourism Shire and Staff Officers Shires via MOU Shires &

RAME F Start: 2015 Start: Start: 2015 Start: Start: 2015 Start: H Finish: 2019 TIME PRIORITY * H Finish: ongoing H Finish: 2019 Start: 2015 M Start: Finish: 2018 Start: 2015 M Start: Finish: 2018 2016 M Start: Finish: 2019 Start: 2016 M Start: Finish: 2019 Start: 2016 M Start: Finish: 2019 DRAFT 2015 M Start: Finish: 2019 CAPACITY BUILDING CAPACITY ACTION upgrading assist to Appoint a sub-committee in partnership, multi-use, short/long, to trails with/without day use amenities, etc. Invite participation of operators and participation of operators Invite managing in assist to MWTA on stakeholders this strategy. Investigate coastal locations where new new where locations coastal Investigate be can based eco campgrounds nature and travellers campers RV’s, for established 2-10 days stay. for Investigate locations where undeveloped undeveloped where locations Investigate be can day use sites° or overlooked established. Investigate locations for RV / caravan RV / caravan for locations Investigate during peak periods. areas overflow fund and can Coast Batavia how Investigate Development Enterprise a Tourism resource 3-4yrs. ^ for Officer Explore centralised training of Visitor Centre Centre of Visitor training centralised Explore building / sharing a pool of trained staff; (VC) staff. VC collaborate, to VC’s subregion ways for Explore etc. programs, / expertise, resources share Explore upgrades˜ at nature / wildflower / wildflower at nature upgrades˜ Explore on destinations into and develop rich sites trails-routes. day trip drive Explore with MWCCI approaches to help grow help grow to approaches with MWCCI Explore and industry. in business capacity tourism * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low etc. relics, heritage-history sites, cultural hotspots, bush walking-biking, shaded picnic areas, / bird / fauna flora unique land formations, lookouts-vistas, watching), bird (i.e. for with permanent waterholes sites example ° For etc.. quality accreditation, standards, product/service improvement, business training, networking, industry on planning, marketing, start-ups and prospective operators with tourism exclusively ^ Working etc. water, shade facilities, areas, / 24hr rest camping overnight 4WD trail, amenities/toilets, panels, boardwalks, interpretation / BBQ’s, hides, picnic areas bird lookouts, trails, with walk / bike sites enhance example, ˜ For

Mid West Tourism Development Strategy 059 MOU signed by all shires. action plan. on tourism Agreement regional to committing Shires tourism. Signage gaps addressed. visitors. from feedback Positive sites. selected to visitation Increased Training approach identified. approach Training commenced. program Training RV Friendly Town Accreditation. Town RV Friendly and RV visitation Signs installed. stays. Sites displayed on Google Maps. on Google displayed Sites visitors. from feedback Positive Local seafood available in local in local available seafood Local shops. visitors. from feedback Positive $50,000 sign audit. ‑ $40,000 $500,000 signs and panels. Create new or access existing existing or access new Create ^ online or in programs, workshops. dump points; CMCA’s State State dump points; CMCA’s Representative. RESPONSIBILITY & RESOURCES TASKS MEASURES Shire CEO’s Shire via MOUShires cost: Estimated Shires via MOU Shires CEO’s Shire Shire CEO’sShire subsidised and TWA’s CMCA Shires via MOU Shires CEO’s Shire tourism Shire and staff. officers Shires via MOU Shires CEO’s Shire CEO’s Shire &

RAME F Start: 2015 Start: Start: 2015 Start: H Finish: ongoing 2016 M Start: Finish: 2018 TIME PRIORITY * Start: 2016 M Start: Finish: Ongoing H Finish: 2017 Start: 2016 M Start: Finish: Ongoing 2016 M Start: Finish: Ongoing DRAFT 2016 M Start: Finish: 2018 2015 L Start: Finish: 2016 STANDARDS & SERVICE DELIVERY STANDARDS ACTION of a Memorandum enter Shires tourism guide subregional to Understanding development. address the subregion, Audit signage across and informational gaps in directional, signs. interpretative Gain accreditation to CMCA’s RV Friendly RV Friendly CMCA’s to Gain accreditation program.° Town in training region-wide delivering Explore and visitor value quality, tourism service, safety. Develop subregional famils for visitor centre centre visitor for famils subregional Develop the across / sites (i.e. visiting towns staff region. of ALL subregional GPS coordinates Record Maps. Google to and upload sites tourism Investigate re-aligning boundaries to include boundaries to re-aligning Investigate Coast. in the Batavia Jurien-Green Head processors with seafood Investigate ‘seconds’ of lower-priced the supply and shops, cafes local to seafood grade restaurants. * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low the concept. reject to if Kalbarri continues especially RV Friendly, becoming should consider Northampton the process. commenced have and Geraldton ° Dongara ; http://www.ahawa.asn.au/training/wa_ ; http://aussie-host.com.au/en-us/ourproducts/courseprofiles.aspx include http://www.austrade.gov.au/Tourism/Tourism-and-business/T-QUAL/Accreditation ^ Examples TAFE. WA Council WA, Tourism such as CMCA, with groups be in partnership could new ; Creating ; http://www.tourismcouncilwa.com.au/events service_with_a_smile.phtml

Mid West Tourism Development Strategy 060 Initiatives that individual Shires should monitor and / or SHIRE OF IRWIN develop into new infrastructure/ activities / experiences, • Continue to encourage the development independently or in partnership with respective of a 4-5 star hotel-resort at the former authorities or land owners, are listed below (note Kailis plant site near the foreshore; ideally that significant initiatives such as Abrolhos islands 40‑50 rooms to support events / seminars tourism opportunities, coastal node development, using the conference facilities within the proposed Geraldton conference-function centre etc recreation centre. Encourage TWA to are included in the subregional and regional priority co‑promote the site to investors. sections of the document): • Encourage the development of additional CITY OF GREATER GERALDTON farmstays, holiday homes, B&B’s and • Completion of Batavia Coast Marina stage 2. lodges‑hostels; encourage growth in visitation during the peak periods. • Expansion of the WA Museum. • Investigate the development of a fortnightly • Development of leisure, recreation and or monthly farmers market in-near town; conservation amenities on the Moresby encouraging local producers, entrepreneurs Ranges, including DPAW and Private holdings. and businesses to deliver a variety of produce • Formalise and upgrade selected sites and products. currently used for mountain bike riding by • Investigate parking for long vehicles near the implementing MBT standards and facilities; main street, with appropriate signage; promoting as dedicated venues, appealing to enthusiasts and recreational users; and • Continue to explore the sustainability of an supporting events that help grow visitation to ocean pool as an attraction. the region. • Investigate greater use of the river, the • Continue to support development of the riverbanks and surrounding areas, including West End cultural precinct, enhanced with day time activities (e.g. trails, picnic areas, events, performances, installations, light benches, pathways, canoeing, swimming) and shows, displays-exhibitions, social-cultural evening activities (e.g. BBQ’s, rest areas). gatherings, galleries / artisans, etc. Promote • Investigate larger, more prominent signage on to visitors as the cultural epicentre of the Brand Highway / Kailis Drive junction to Geraldton hospitality and entertainment. encourage higher volume of visitors / vehicles • Continue to explore the development of tours, into Port Denison. activities, experiences, hospitality, guides, • Investigate re-branding as Dongara with trails and shopping as packages / itinerary a strong emphasis on ocean/coast, river, options for cruise ship passengers; continue heritage, country town, fishing and marine to promote strongly to cruise ship companies; activities. Phase out Port Denison and encourage (offer) increased capacity in buses, Shire of Irwin from all branding and tourism guides and visitor service delivery. promotion. Introduce a logo and tag line and • Continue to investigate the development of an incorporate into all promotional mediums. additional caravan park within proximity to the • Investigate upgrading directional signage coast, in the township of Geraldton, preferably in-around Geraldton to the visitor centre, with a limited number of permanent residents day use sites, attractions / places of interest, and a mix of cabins, powered sites, unpowered hospitality, parking (for long and short sites and basic amenities for travellers. vehicles), trails and sport-rec facilities. • Investigate the development of 24hr overnight • Continue to progress the Port Denison rest bays within 25-75kmDRAFT of Geraldton. Foreshore master plan. • Investigate the upgrading and / or • Continue to progress the Town centre development of short stay camp sites within revitalisation plan including the RV park, the the regional hinterland; install signage, relocated Visitor Centre and visitor amenities promote in planners / brochures, and include at the Park. on website listings; encourage growth in travellers staying overnight in the region. • Continue to progress the development of tourism nodes along the coast both as day use sites and overnight short stay sites.

Mid West Tourism Development Strategy 061 SHIRE OF NORTHAMPTON SHIRE OF CHAPMAN VALLEY • Investigate the installation of additional water • Continue to investigate and develop sites for fountains, public toilets, shade shelters, overnight caravan / RV stays. BBQ’s, bike racks and benches along the main • Continue to investigate and develop foreshore (Kalbarri). construction of White Peak road linking the • Investigate with DPAW the development of a coast to the Valley. walk / bike trail from town to Meanara Hill • Encourage the refurbishment / redevelopment through the reserve / bush (Kalbarri). of short term accommodation at farms, • Encourage upgrades to fishing amenities homes, lodges and under-utilised buildings. such as boat ramps, jetties, shore-side • Investigate the development of walking, platforms, car‑trailer parking bays and safety riding, cycling trails along the old railway line signs messages. between Yuna and the Moresby Ranges. • Investigate free Wi-Fi at public venues across • Investigate upgrading access, facilities and Kalbarri township. capacity at the Buller river mouth for short • Install visitor information displays stay camping and day use activities. (i.e. brochures and maps) at shops throughout • Investigate a guided route / self-drive trail Northampton, promoting local visitor off NW Coastal Highway through the Valley attractions and activities. highlighting heritage, landforms, river / creek, • Investigate Northampton township becoming views / lookouts, rest / picnic areas, overnight RV Friendly to encourage stopovers and accommodation and local businesses; 2-3 day stays. incorporate trail markers along the route. • Investigate establishing an overnight rest area adjacent / near to Naraling Hall; incorporate a short walk trail to surrounding wildflower ‘hot spots’. • Investigate better utilisation of disused railway reserves as overnight stays, picnic areas, wildflower viewing areas, cycle / walk trails or rest areas. • Investigate the re-activation of disused farmhouses as farmstays, B&B’s or holiday rentals; encourage landlords / owners to utilise houses for short stay.

Oakabella, Northampton DRAFT

Dongara orchard Mid West Tourism Development Strategy 062 Positive feedback from visitors. from feedback Positive commissioned. Website Number of hits and downloads. with tourism outlets More information. visitors. from feedback Positive the UGM. across visible Bungara Billy mediums displaying Promotional Billy Bungarra. stays. of station register Up-to-date stays. at station Visitation-stays number of ‘likes’. Growing Targeted promotional campaign. promotional Targeted visitation. Increased of brochures. Common format-layout visitors. from feedback Positive Total: $30,000 Total: < $500 per town design; $5000 graphic $10,000 signage and displays. pastoralists. stays. of station List-register Total $40,000p.a. it with will match AGO $40,000p.a. designer. Graphic 8000 brochures. $4,000 for RESPONSIBILITY & RESOURCES TASKS MEASURES Shires via MOUShires $4,000 each shire. Approx: CEO’sShire via MOUShires cost: Estimated cost: Estimated via MOUShires Phone enquiries to via MOUShires < $100 cost: Estimated page established. Facebook Shires via MOUShires $5,000 each Shire; CEO’sShire via MOUShires template. Standardised $15,000 cost: Estimated Holiday Planner published. &

RAME F Start: 2015 Start: 2015 Start: 2016 Start: H H H 2016 M Start: Finish: 2017 2015 M Start: Finish: 2016 2015 M Start: Finish: ongoing 2015 L Start: Finish: ongoing 2015 L Start: Finish: Ongoing Finish: ongoing Finish: 2017 Finish: Ongoing TIME DRAFTPRIORITY * o attract and service higher levels of visitation; and of visitation; higher levels and service o attract ubregion eting, branding and promotion; eting, branding oved standards and service delivery. delivery. and service standards oved ISON S ISON H Mark Capacity building t Impr size) Tourism Brochures. Brochures. size) Tourism ‑

3. 1. 2. ACTION ACTION Golden Outback to Australia’s Assign of the Upper Murchison. manage promotion details. See appendix for website. tourism a regional Establish details. See appendix for to in towns outlets multiple Establish and tourism brochures/planners distribute information. name, a regional branding: Adopt regional on signs, brochures, Bungarra Billy etc. websites of UGM a register and maintain Establish stays. station “Everything page titled a Facebook Establish regularly. and update Murchison” Re-design and standardise each Shire’s each Shire’s Re-design and standardise (DL holiday planner a regional Develop and brochures tourism Shire combining maps. See appendix. MARKETING, BRANDING & PROMOTION MURC The action plan for the Murchison subregion focuses on three key areas: areas: key on three focuses subregion the Murchison The action plan for The following actions are prioritised and budgets are indicative ‘best estimates’ that could be jointly funded by Shire operating-capital budgets and supplemented by budgets and supplemented operating-capital funded by Shire be jointly that could estimates’ ‘best indicative prioritised and budgets are actions are The following for a framework provide (MOU) to of understanding a memorandum establishing may consider CEO’s and the respective The Shires or in-kind contributions. grants each LGA. specific actions for document and provide in a separate been presented have each shire the Plan. Action plans for ‘regionalising’ * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low

Mid West Tourism Development Strategy 063 Sites identified, information and identified, information Sites and operational. developed collateral actioned. initiatives Regional tourism introduced. campgrounds New Regular patronage–utilisation. visitors. from feedback Positive opened up. sites New by tourists. Regular visitation Routes linking ‘flash’ event sites. linking ‘flash’ event Routes flash events. promoting Print material sites. flash event attending Visitors and activated. formed Committee assigned. Roles-Responsibilities network. stay in station Increase stations. to in visitation Increase established. reserve Prospecting / visitors from feedback Positive users. $50,000 ‑ per campground. Local knowledge and input. knowledge Local and sites survey visits to Site access. and community. UGM residents Association Tourism Murchison Constitution In-kind support where appropriate. $20,000 cost: Estimated p.a. $10,000 per site RESPONSIBILITY & RESOURCES TASKS MEASURES Shires via MOUShires $250,000 cost: Estimated CEO’sShire established. Sub-committee maps. UGM Topographical via MOU Shires via MOU Shires CEO’s Shire via MOUShires $100,000p.a. cost: Estimated CEO’sShire full or part time. TDO appointed cost: Estimated CEO’s Shire via MOU Shires CEO’s Shire &

RAME F Start: 2015 Start: 2015 Start: 2015 Start: 2015 Start: 2015 Start: 2015 Start: 2015 Start: H Finish: 2019 H Finish: 2019 H Finish: ongoing H Finish: ongoing H Finish: 2018 H Finish: 2019 H Finish: 2018 2015 M Start: Finish: 2016 TIME PRIORITY * DRAFT lookouts to safely view the view safely to lookouts ‑ places ‑ CAPACITY BUILDING CAPACITY ACTION coordinate to Appoint a sub-committee the of a geo park across the establishment details. UGM. See appendix for a series of Identify and establish sites after-effects of significant ‘flash’ rain events events ‘flash’ rain of significant after-effects the UGM. across Investigate locations where new new where locations Investigate RV’s, for be established can campgrounds on 2-10 days stay for and travellers campers or UCL. pastoral Shire, undeveloped where locations Investigate be can day use sites° or overlooked established. prospecting create UGM can how Explore prospecting. enjoy to visitors for reserves Establish UGM Tourism Committee of Committee UGM Tourism Establish assist to and community operators, this strategy. implement allow to stations pastoral Encourage and/or day-use visits, tours access, visitor camping. fund and resource UGM can how Investigate 3-4yrs for officer development a tourism * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low etc. unique flora, sites, cultural walking-biking, shaded picnic areas, – prospecting, hotspots, fossicking flora/fauna/bird unique land formations, lookouts-vistas, with permanent waterholes, sites example ° For

Mid West Tourism Development Strategy 064 MOU signed by all shires. action plan. on tourism Agreement tourism. regional to committing Shires Accreditation. Town RV Friendly RV acknowledgement. Signs installed. Signage gaps addressed. visitors. from feedback Positive sites. selected to visitation Increased identified. approach Training commenced. program Training $40,000-$60,000 sign audit. $100,000 signs and panels. meetings. State dump points; CMCA’s Representative Create new or access existing existing or access new Create programs.° RESPONSIBILITY & RESOURCES TASKS MEASURES Shires via MOUShires cost: Estimated Shire CEO’sShire during MEG Undertaken CEO’sShire subsidised and TWA’s CMCA Shires via MOU Shires CEO’s Shire RAME F Start: 2014 Start: 2015 Start: H H 2016 M Start: Finish: 2017 Finish: 2015 Finish: 2017 Start: 2016 M Start: Finish: Ongoing PRIORITY * & TIME DRAFT STANDARDS & SERVICE DELIVERY STANDARDS ACTION of a Memorandum enter UGM Shires tourism. guide regional to Understanding details. See appendix for the UGM, address Audit signage across and informational gaps in directional, of signs. No replacing interpretative functional signs. existing, Gain accreditation to CMCA’s RV Friendly RV Friendly CMCA’s to Gain accreditation program. Town in training region-wide delivering Explore and visitor value quality, tourism service, safety. * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low ; ; http://aussie-host.com.au/en-us/ourproducts/courseprofiles.aspx include http://www.austrade.gov.au/Tourism/Tourism-and-business/T-QUAL/Accreditation ° Examples TAFE. WA Council WA, Tourism such as CMCA, with groups be in partnership could new ; Creating ; http://www.tourismcouncilwa.com.au/events http://www.ahawa.asn.au/training/wa_service_with_a_smile.phtml Austin Street Post Office, Cue Office, Post Street Austin

Mid West Tourism Development Strategy 065 Initiatives that individual Shires should monitor and / or SHIRE OF MURCHISON develop into new infrastructure / activities / experiences, • Create geo cache trails in around town and / or independently or in partnership with respective at popular day use sites (e.g. Errabiddy Bluff). authorities or land owners, are listed below (note that significant initiatives such as upgrades to DPaW's • Investigate with CMCA the gaps to address for conservation estate, developing prospecting reserves, Murchison to be an ‘RV Friendly Destination’. geo park etc are included in the subregional and • Investigate establishing a half-day 4WD trail to regional priority sections of the document). feature sites / places in proximity to the town. SHIRE OF CUE • Investigate day use amenities at Errabiddy Bluff • Investigate with CMCA the gaps to address for and a mountain bike trail from town to the Bluff. Cue to become an ‘RV Friendly Town’. • Establish an astronomy ‘kit’ for visitors • Investigate increasing short stay options using the telescope e.g. Star Chart , e.g. camping, Station stay, Pensioner Huts, etc. App‑GoSkyWatch, etc. • Investigate sites for potential use as a caravan / RV overflow area during peak periods. • Continue exploring funding AND concepts for the SKA-Astronomy Interpretive Centre. • Create a geo cache trail in around town. • Investigate ways to build visitation to the • Investigate sites to promote as ‘bird viewing’ Museum (e.g. flexi-opening hours; events, talks) sites (e.g. 2-10km from town). • Investigate developing a half-day 4WD trail to • Investigate free Wi-Fi at the Caravan Park key sites in close proximity to town. store and in the adjacent parking area. • Investigate free Wi-Fi in town. SHIRE OF MEEKATHARRA • Investigate development of a mountain bike trail from town to Peace Gorge, via ‘back tracks’. • Create a geo cache trail in around town. • Investigate sites to promote as ‘bird viewing’ sites (e.g. 2-10km from town). • Investigate with land owners the establishment of short stay (2-4 day) camping at Peace Gorge. • Investigate free Wi-Fi in the town. • Investigate funding for a native food forest as a community project and tourism feature. • Investigate developing a half-day 4WD trail to key sites in close proximity to town. • Investigate using a Shire bus to run a guided tour to ex-mine pits / sites / relics. SHIRE OF MOUNT MAGNET • Investigate with CMCA the gaps to address for Mount Magnet to achieve ‘RV Friendly Town’ status. • Investigate re-development of the Old Hospital into a ‘flashpackers’ for families and backpackers • Investigate The Granites for camping, trails, guided tours and interpretationDRAFT (e.g. geo park). • Investigate ridges, breakaways and prominent landforms as day use, camping and lookout sites. • Enhance existing day use sites by adding short bike / walk trails, picnic areas and BBQ’s where appropriate. • Explore the use of a Shire bus to trial guided art‑culture tours in collaboration with Wirnda Barna.

• Investigate free Wi-Fi at selected sites within the Bungarra at Murchison Settlement Town and / or at popular day sites e.g. Granites. Mid West Tourism Development Strategy 066 SHIRE OF SANDSTONE SHIRE OF YALGOO • Investigate the development of a botanical • Investigate with CMCA the gaps to address for walk trail in-around Sandstone. Yalgoo to achieve ‘RV Friendly Town’ status. • Investigate with CMCA the gaps to address for • Investigate potential new day-use sites Sandstone to achieve ‘RV Friendly Town’ status. that have been overlooked, inaccessible or undeveloped. • Investigate re-developing the school into a camp school and/or ‘flashpackers’ • Investigate a new food themed event - accommodation for families. “Goat and Roo Festival”. • Investigate ridges, breakaways, waterholes • Investigate ridges, breakaways and prominent and prominent landforms as day use and landforms as potential camp sites. camping sites • Create a geo cache trail in around town • Investigate the addition of Chalets / Park Homes and / or at popular visitor sites. at the Caravan park. • Upgrade the Rotunda area next to the Shire • Investigate free Wi-Fi at selected sites within offices into a day use visitor-picnic area. the Town. • Investigate installation of a second dump point in town (i.e. outside the caravan park). • Investigate a half-day 4WD trail in-around Sandstone to key sites. SHIRE OF WILUNA • Investigate with CMCA the gaps to address for Wiluna to become an ‘RV Friendly Town’. • Investigate potential new day-use sites that have been overlooked, undeveloped or inaccessible . • Investigate potential camping sites on Pastoral, Reserve and Shire land (e.g. Lake Violet and Lake Way) • Investigate using under-utilised areas of the Old Hospital as short stay accommodation, hospitality, etc. • Create geo cache trails in around town and/or at popular visitor sites. • Finalise plans for the Heritage-Interpretive Centre and proceed to develop and commission a new facility. • Investigate the development of North Pool and ‘The Crossing’ as day use sites. • Develop a 4-day 4WD Loop along CSR, Access Track #2 and Wiluna-Granite Peak Road via Lorna Glen. DRAFT • Investigate free Wi-Fi within Town.

Warri and Yatungka - "last of the nomads", Wiluna

Mid West Tourism Development Strategy 067 SHIRE OF UPPER-GASCOYNE • Investigate with CMCA the gaps to address for Gascoyne Junction to be an ‘RV Friendly Destination’. • Investigate potential day-use sites that have been overlooked, undeveloped or inaccessible. • Investigate establishing an eco nature walk trail in proximity to town (e.g. along the river to the river junction, back to town, 6-8km, 2-3hr walk). • Investigate potential sites across the Shire for short stay camping including on Pastoral, Reserve and Shire land. • Investigate free Wi-Fi near the Precinct store and in the adjacent parking area. • Investigate sites for a visitor day use area near town with shade, BBQ, seating and eco toilet. • Create a geo cache trail in around town. • Investigate sites in proximity to town to promote as ‘bird viewing’ sites (e.g. 2-10km from town). Eremophila, Kennedy Ranges

DRAFT

River in the Gascoyne

Mid West Tourism Development Strategy 068 Targeted promotional campaign. promotional Targeted visitation. Increased of brochures. Common format-layout visitors. from feedback Positive with tourism outlets More information. visitors. from feedback Positive visitors. from feedback Positive and stays. in visitation Increase visitors. from feedback Positive Total $30,000p.a. it with will match AGO $30,000p.a. $4,000 for designer. Graphic 8000 brochures. RESPONSIBILITY & RESOURCES TASKS MEASURES Shire CEO’sShire < $500 per town cost: Estimated CEO’sShire CEO’s Shire < $500 Cost: Estimated CEO’sShire / Comments. Number of Likes < $500 cost: Estimated Shires via MOUShires $5,000 each Shire; CEO’sShire template. Standardised &

RAME F Start: 2015 Start: 2015 Start: Start: 2015 M Start: Finish: 2016 2015 M Start: Finish: 2016 2015 M Start: Finish: 2016 2015 M Start: Finish: 2017 H Finish: ongoing H Finish: 2017 TIME DRAFTPRIORITY * o attract and service higher levels of visitation; and of visitation; higher levels and service o attract ubregion S eting, branding and promotion; and promotion; eting, branding oved standards and service delivery. delivery. and service standards oved MIDLANDS manage promotion° of the manage promotion° H Mark Capacity building t Impr ‑ size) Tourism Brochures. Brochures. size) Tourism ‑

3. 1. 2. and at forums/events targeting intrastate travellers. Emphasis should be on promoting Wildflower Country and the North Midlands. Wildflower Emphasis should be on promoting travellers. intrastate targeting and at forums/events Re-design and standardise each Shire’s each Shire’s Re-design and standardise (DL to in towns outlets multiple Establish and tourism / planners brochures distribute information. page “Everything a Facebook Establish regularly. and update Way” Wildflower Planner ^ with Way Redesign Wildflower locations, emphasis on maps, site stronger options, suggested way finding, itinerary etc. routes, each LGA’s / from links to Establish website, Way the Wildflower website, page, etc. Facebook North Midlands and Wildflower Country. North Midlands and Wildflower ACTION ACTION Golden Outback Australia’s Assign co to MARKETING, BRANDING & PROMOTION NORT The action plan for the North Midlands subregion focuses on three key areas: areas: key on three focuses the North Midlands subregion The action plan for budgets and operating/capital funded by Shire be jointly that could estimates’ ‘best indicative prioritised and budgets are actions are The following (MOU) to of understanding a memorandum establishing may consider CEO’s and the respective The Shires or in-kind contributions. by grants supplemented page. on the following been listed have shire each respective the Plan. Actions for ‘regionalising’ for a framework provide priority * H – high priority; M medium L low / promoters, with wholesalers promotions at trade events, fairs/consumer trade overseas at selected newspapers, in Statewide in lift-outs and special promotions shows, and consumer trade at interstate example, ° For ^ For example, assign each town a two-page spread / map showing major-minor routes, key sites / places of interest, half-full-2 day itinerary options, accommodation-RV-camping sites, hospitality sites, walk trails, etc etc walk trails, sites, hospitality sites, options, accommodation-RV-camping half-full-2 day itinerary of interest, / places sites key major-minor routes, / map showing spread a two-page each town assign example, ^ For

Mid West Tourism Development Strategy 069 Increase in accommodation capacity. in accommodation Increase visitors. from feedback Positive / capacity. sites in camp Increase visitors. from feedback Positive enacted. & structure members New Actions implemented. / capacity. sites in camp Increase visitors. from feedback Positive visit / to in places Increase attractions. and stays. in visitation Increase actioned. initiatives Regional tourism accredited. RV Friendly by RV’s. / stay visitation Increased visitors. from feedback Positive opened up. sites New by tourists. Regular visitation shops participating. Local / visits by tourists. in sales Increase / activities introduced. events New by tourists. Patronised visitors. from feedback Positive and development plan and development $5,000-$10,000. Dump points / CMCA. TWA from available RESPONSIBILITY & RESOURCES TASKS MEASURES Shire CEO’s Shire CEO’sShire CEO’s Shire $20,000 audit cost: Estimated Community CEO’s Shire CEO’s Shire via MOUShires $100,000p.a. cost: Estimated CEO’sShire full or part time. TDO appointed cost: Estimated CEO’s Shire CEO’s Shire CEO’s Shire &

RAME F Start: 2015 Start: 2015 Start: 2015 Start: H Finish: 2019 H Finish: 2019 H Finish: 2016 2015 M Start: Finish: 2019 2015 M Start: Finish: ongoing 2015 M Start: Finish: 2018 2015 M Start: Finish: 2017 2015 M Start: Finish: 2018 2015 M Start: Finish: 2018 2016 L Start: Finish: 2019 TIME PRIORITY * DRAFT Tues, bi-monthly), standardise agenda, establish a secretariat, 1 x LGA CEO attendance at each meeting, encourage proxies (stand-ins), invite members from other from members invite (stand-ins), proxies at each meeting, encourage CEO attendance 1 x LGA a secretariat, agenda, establish standardise bi-monthly), Tues, nd collaborative tourism projects (e.g. grants, planning, project management, reporting); participating in the Wildflower Country Group and MWTA; and MWTA; Country Group participating in the Wildflower management, reporting); planning, project (e.g. grants, projects tourism collaborative ‑ economic / business roups, adopt 12-18 month action plan and focus on achievable outcomes, aim to deliver sub-regional benefits sub-regional deliver aim to outcomes, on achievable adopt 12-18 month action plan and focus roups, economic / business regional CAPACITY BUILDING CAPACITY ACTION Investigate and encourage refurbishment refurbishment and encourage Investigate buildings for of under-utilised Shire-owned accommodation. short stay Conduct an audit of potential and existing and existing Conduct an audit of potential suitable and develop/upgrade sites camp sites. Country Group° the Wildflower Re-invigorate or developing existing upgrading Investigate in the region. stay that help lengthen trails new visitor allow to / landowners farms Encourage of interest. day-use visits / places to access fund & can the region how Investigate ^ 3-4yrs. an EDO / CDO TDO for resource Towns RV Friendly becoming Investigate RV Friendly). (i.e. those not already undeveloped where locations Investigate be made can day use sites˜ or overlooked and amenity improved. accessible visitors for Wi-Fi in towns free Investigate stores local who patronise password) shows (i.e. receipt sustainability local how Investigate via seminars, be leveraged can initiatives etc. events, research voluntourism, ˜ For example sites with permanent waterholes, lookouts-vistas, unique land formations, flora / fauna / bird hotspots, fossicking – prospecting, walking-biking, shaded picnic areas, cultural sites, unique flora, etc. unique flora, sites, cultural walking-biking, shaded picnic areas, – prospecting, hotspots, fossicking / bird / fauna flora unique land formations, lookouts-vistas, with permanent waterholes, sites example ˜ For ^ For example, a recent graduate or ‘junior officer’ shared across Shires; co-funded by in-kind, cash and community support; mentored by local leaders / champions and Shire executives; working on working executives; / champions and Shire leaders by local support; mentored and community by in-kind, cash co-funded Shires; across shared or ‘junior officer’ graduate a recent example, ^ For * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low (2 meeting dates ° Standardise

Mid West Tourism Development Strategy 070 T-Qual Accreditations. visitors. from feedback Positive identified. approach Training commenced. program Training Create new or access existing existing or access new Create programs.° RESPONSIBILITY & RESOURCES TASKS MEASURES Shire CEO’s Shire Shires via MOU Shires CEO’s Shire &

RAME F Start: 2015 Start: H Finish: 2017 Start: 2016 M Start: Finish: Ongoing TIME PRIORITY * DRAFT otel H STANDARDS & SERVICE DELIVERY STANDARDS ACTION in businesses – support local Encourage T-QUAL accreditation. achieving Explore delivering region-wide training in training region-wide delivering Explore and visitor value quality, tourism service, safety. Coorow Coorow * H – high priority; M – medium priority; L – low priority * H – high priority; M medium L low ; http://www.ahawa.asn.au/training/wa_ ; http://aussie-host.com.au/en-us/ourproducts/courseprofiles.aspx include http://www.austrade.gov.au/Tourism/Tourism-and-business/T-QUAL/Accreditation ° Examples TAFE. WA Council WA, Tourism such as CMCA, with groups be in partnership could new ; Creating ; http://www.tourismcouncilwa.com.au/events service_with_a_smile.phtml

Mid West Tourism Development Strategy 071 Initiatives that individual Shires should monitor and / or SHIRE OF PERENJORI develop into new infrastructure / activities / experiences, • Continue supporting and growing the independently or in partnership with respective ‘Blues for The Bush’ event; explore additional authorities or land owners, are listed below. partnerships and event features that build SHIRE OF MORAWA awareness and patronage. • Continue to work towards gaining • Investigate trialling movie nights with accreditation as an RV Friendly Town. hired / loaned equipment, either during peak visitor periods or to coincide with local events. • Continue to explore upgrading and promoting the airstrip / airport as a destination • Investigate the development of local tours, on for recreational flyers; and packaged foot or guided self-drive, visiting places steeped meals / accommodation in town. in local history, folklore and nature, and / or including farms to view relics / machinery / • Continue to support MEEDAC and the possible landforms / local produce / cuisines. development of food tourism and / or visitor engagement. • Commence working towards gaining accreditation as an RV Friendly Town; identify • Continue to pursue development of the potential overnight stay and overflow areas Morawa-Perenjori Trail project. and long vehicle parking. • Continue to explore the development of • Encourage shops, stores and outlets in town activities-experiences for kids as an avenue to become as information nodes, displaying to attract families; promote the youth centre, tourism brochures, planners and maps and pool and skate park in day trips / itineraries; offering assistance to visitors. explore movie nights for kids during school holidays. • Audit potential and existing campsites and identify the priorities to upgrade / formalise / promote • Continue to explore initiatives that for short stay visitors; subject to funding install support / grow local businesses and / or directional signage, communal fire rings, benches encourage start-ups including training, and amenities. workshops, mentors and networking. • Audit potential and existing day use sites and SHIRE OF COOROW attractions and identify priorities to upgrade • Continue to explore the development of road with directional signage, amenities, walk / bike side rest areas with amenities and day use trail, picnic area, amenities, lookouts, facilities. bird hides where appropriate. • Continue to upgrade coastal campsites; e.g. Little Anchorage and Billy Goat Bay; install signage and promote; appoint a seasonal caretaker during peak periods. • Continue to work towards Coorow gaining accreditation as an RV Friendly Town. • Encourage shops, stores and outlets in town to become as information nodes, displaying tourism brochures, planners and maps and offering assistance to visitors. • Develop a collection of self drive routes to caves, windfarm, wildflowers, coast, nature reserves, heritage DRAFTsites, etc with overnight accommodation options at campgrounds, caravan park, hotel, farm stays, etc and promote in the brochure and Planner. • Investigate potential sites / places of interest within the Shire that could be added to self‑drive routes or itinerary options; explore sites / places on private land.

North Midlands Mid West Tourism Development Strategy 072 SHIRE OF MINGENEW SHIRE OF THREE SPRINGS • Continue to upgrade tourist facilities / amenities • Continue to develop mine tourism at the Depot Hill / Irwin River crossing; opportunities such as the Talc Mine Lookout consider installing picnic area, short walk and promote widely in the Planner, brochure, trail, BBQ, toilets, 24hr rest area, long vehicle maps and website. parking bay, shade shelter, etc. • Continue to run competitive events such as the • Continue working with Aboriginal groups Western Desert Races Qualifier. upgrading Little Well site and include in • Investigate screening Silo movies during promotional materials; investigate guided school holidays and promote widely across the tours during peak periods (i.e. school holidays) subregion. facilitated by local Aboriginals; investigate linking similar Aboriginal heritage sites into a • Continue to develop and implement the self-drive trail across the North Midlands. Heritage Trail; promote widely in the Planner, brochure, maps and website; and explore the • Encourage shops, stores and outlets in town use of (volunteer) trail guides during peak to become as information nodes, displaying visitor periods. tourism brochures, planners and maps and offering assistance to visitors. • Continue to support development of the Mullewa-Wubin Road and Midlands Road as a • Continue to promote-advertise Wildflower Way ‘loop’. accommodation options across the shire including caravan parks, farm stays, • Encourage shops, stores and outlets in town hotel‑motel, B&B’s, campgrounds, overnight to become as information nodes, displaying rest bays and RV friendly sites. tourism brochures, planners and maps and offering assistance to visitors. • Investigate upgrading the Shire website with more detailed information for visitors; map • Continue to enhance amenities at the downloads, accommodation lists / contacts, eco caravan park and continue to promote the half-full-two day itinerary options, self-drive RV Friendly Town accreditation. route options, picnic rest areas / bush walk • Investigate co-funding 24hr ‘swipe card’ sites, RV Friendly sites and amenities / dump amenity at a local service station to ensure point sites and walk/bike trails. 24hr fuel supplies (i.e. when the service SHIRE OF CARNAMAH stations are otherwise closed). • Continue to promote accommodation options across the shire including caravan parks, farm stays, hotel-motel, B&B’s, campgrounds, overnight rest bays and RV friendly sites. • Continue to develop overnight rest bays, RV stopover sites and free camp sites within proximity to major attractions and places of interest. • Encourage shops, stores and outlets in town to become as information nodes, displaying tourism brochures, planners and maps and offering assistance to visitors. • Continue to investigate access to sections of coastline currently inaccessible by vehicle; explore the development of picnic areas / day use sites, short stay camp sites, small boat / dinghy launchDRAFT sites, shaded rest areas, BBQ sites, etc. • Continue to develop / upgrade walk trails in Carnamah, including the creation of multi-use trails where appropriate. • Investigate upgrading the Shire website with more detailed information for visitors; map downloads, accommodation lists / contacts, half-full-two day itinerary options, self-drive route options, picnic rest areas / bush walk sites, RV Friendly sites and amenities / dump point sites and walk/bike trails. Artbelt sculpture, North Midlands Mid West Tourism Development Strategy 073 SECTION 5 - GOVERNANCE 3. Local government. Councillors endorsing the subregional and LGA action plans and assigning resources to initiatives falling within 5.1 MANAGEMENT FRAMEWORK their shire and contributing towards the Tourism in the Mid West has historically been resourcing of subregional initiatives. CEO’s administered by Shires working independently with and staff being responsible to implement the minimal collaboration at the subregion or regional recommendations and initiatives in the plan, level. This has contributed to the Mid West’s including initiatives that extend across shire LGA‑centric tourism approaches, disparate tourism boundaries (i.e. subregional outcomes). aims, varied tourism resources and a comparatively 4. Subregional tourism ‘groups’. Mostly informal low priority afforded to tourism. groups comprising shire staff, tourism operators Historically, the development of Mid West tourism and community stakeholders with responsibility has largely been the domain of seventeen LGA’s, and/or a commitment to action initiatives Visitor Centres, the Midlands Wildflower group, within their respective Shire and/or collaborate the GMOP group and Gascoyne Murchison Tourism with neighbouring Shires and subregional Incorporated, the Kalbarri Tourism Association stakeholders in sharing expertise, resources and and the Department of Parks and Wildlife.^ More capacity to implement subregional initiatives that recently the MWDC and the MWTA have taken a extend across shire boundaries. Subregional more proactive role in facilitating a collaborative tourism groups include the Wildflower Country, approach to regional tourism development. Gascoyne Murchison Tourism Inc. and the Consultation with stakeholders across the Mid West Upper Gascoyne Murchison Tourism Consortium. investigated alternate management frameworks and 5. OPTIONAL: Regional Tourism Officer. A full or the following is recommended as a way forward. part time position dedicated to implementing 1. The Mid West Tourism Alliance (MWTA), initiatives in this plan and resourced by comprising representatives from government collaborative Shires within a subregion. Primary agencies, local government, non-government role is to assist with grant funding, project organisations (e.g. CCI, ACC, AGO, AIMAC, administration and delivery and evaluation and MWAOA, Yamatji Regional Council), tourism monitoring of subregional tourism initiatives at industry representatives (i.e. operators), small the Shire and subregional level. Primary purpose business owners and regional stakeholders is to boost capacity at the LGA / subregional level (e.g. industry, community, volunteers, NFP’s, to help realise the desired outcomes of this plan. etc); collectively becoming a driving force in The officer position may be resourced by cash and facilitating collaboration-cooperation among in-kind contributions of several shires. tourism stakeholders. The MWTA has a term 6. OPTIONAL: Regional Aboriginal Tourism of reference, charter, executive officer support, Officer. A full or part time position dedicated stakeholder representation and potential to to implementing ‘Aboriginal tourism’ initiatives solicit ‘champions / community leaders’ to be in this plan and resourced by collaborative members. The MWTA will be instrumental in Shires within a subregion. Primary role is helping to facilitate support for the adoption to work with Aboriginal Bodies / Entities, of this tourism development strategy and in Communities and Aboriginal entrepreneurs monitoring progress-performance during building capacity to establish new Aboriginal implementation of the strategy. tourism ventures, services and products across 2. State government agencies such as DPAW, the region. Primary purpose is to help facilitate DoF, DCA and DOT have potential capacity training‑mentoring, external advice-support, to implement initiatives such as those grant funding and business development. recommended within this strategy and 7. OPTIONAL: Subregional Tourism Enterprise through governmentDRAFT processes may receive Development Officer. A full or part time funding to implement initiatives in the plan. position within the Batavia Coast dedicated to Their participation and/or involvement during helping facilitate the growth and development implementation will be critical. of tourism enterprises, start-ups and community projects. Primary role is to work with existing SME’s, entrepreneurs, business networks and community leaders / champions to help with planning, start-up, marketing, quality, operations, etc. Primary purpose is to encourage the growth of new tourism ^ Across the Mid West and the Gascoyne DPAW manages 5.7M hectares of land and water with $54M of recreational assets and 7,800km of roads also products, services and capacity by helping valued at $54M. DPAW recorded 1,589,120 visits in 2012/13. foster enterprise growth and development. Mid West Tourism Development Strategy 074 Some LGA’s may choose not to support the An MOU may eventuate within the Batavia Coast appointment of ‘shared’ regional tourism officers and North Midlands and may include for example, and may instead opt to enhance the tourism roles endorsing a tourism enterprise development of existing staff-personnel by adding tasks relating officer or the basis (i.e. funding) to utilise a third to initiatives in this plan. Other LGA’s have capacity party such as the MWCCI, Enterprise Connect or to partly fund a ‘tourism officer position’ either in local specialists to act as facilitators of tourism cash or kind and may collaborate with neighbouring enterprise, tourism infrastructure / product shires by contributing staff resources, vehicles, development and economic development initiatives office facilities and staff housing to collectively outlined in this plan. resource a tourism officer position. A suggested management framework to facilitate LGA’s in the Murchison subregion are working Mid West tourism development, based on the towards developing a memorandum of suggested approach, is shown below. understanding (MOU) outlining the aims and principles of working collaboratively in developing tourism infrastructure, product and capacity across the region.

DRAFT

Mid West Tourism Development Strategy 075 5.2 KEY SUCCESS FACTORS • Region-wide promotion of visitor safety, ‘Leave no Trace’, conservation and engaging The success of this strategy is contingent upon a number with local communities at clubs, venues, of key success factors listed and outlined below: facilities, markets and events. • Collaboration; • Establish a website to facilitate online training • Regional linkages; in customer service, quality practices, tourism friendly, visitor safety, conservation and • Market research; community; accessible to the broader Mid West • Marketing; tourism community and with capacity to • Visitor Centres; support beginner to advanced levels. • Memorandum of Understanding; • Establishing free Wi-Fi within regional towns to foster visitor’s communication and promotion • Key Performance Indicators, and and to help overcome ‘blackspots’ in mobile • Funding priority projects. coverage; enabling region-wide communication via towns as hubs; encouraging the use of COLLABORATION social media and apps to aid travel planning; A regional approach to tourism will be important, if digitising the region’s ‘bush telegraph’. This not critical, in bringing change across the Mid West. may require a regional partnership with Telstra A program of gradually introducing a collaborative or iinet to host the Wi-Fi service. regional approach should be possible given the recent enthusiasm to establish the Mid West Tourism Alliance, the Murchison Upper Gascoyne Tourism Consortium and the continuity of the Wildflower Country Group. Potential approaches that could foster regional collaboration include: • Adopting a standardised format holiday planner and brochure (i.e. across the Mid West) focusing on pre-trip planning, itinerary options (half / full day and 2-4 days), way finding information, conservation, visitor safety and engaging with the local community. • Better utilise ACC and AGO to promote the Mid West with Shires contributing to an annual marketing fund for targeted promotion using newspaper / magazine advertisements, printed lift-outs, billboards, online banners, magazines, trade / consumer shows and collaborative marketing campaigns. • Encourage broader distribution of information for visitors via visitor centres, CRC’s, Shire Offices, libraries and local shops (e.g. service stations, newsagents, supermarkets, hospitality outlets). Creating ‘information nodes’ wherever visitors replenish after • Become an RV FriendlyDRAFT region and encourage the dispersal of RV’ers to neighbouring towns and shires and promote travel across the region via the CMCA, clubs, forums, press and regional initiatives. • Develop a range of east-west and north-south drive trails that extend across shires and subregions linking experiences, activities and accommodation and that reinforce a stronger focus on travel route options for RV’s, 4WD’s and cars. Point Moore, Geraldton

Mid West Tourism Development Strategy 076 REGIONAL LINKAGES MARKET RESEARCH The vastness of the Mid West means regional The existing Mid West visitor data is based on linkages are potentially critical in growing Tourism Research Australia’s (TRA) visitor survey tourism. Opportunities to facilitate linkages with program (i.e. IVS and NVS), which has recently neighbouring regions include: changed by adopting ABS geography-population • A self-drive route via Perth-Kalgoorlie- boundaries to collect and report regional tourism Leinster-Geraldton-Perth, with diversion (i.e. geographic rather than LGA boundaries). linkages to key sites across the Mid West; Further, it is no longer able to provide reliable, consistent data on specific towns or subregions • Promoting 4WD trails to / from northern of the Mid West (i.e. that are based on LGA and central Australia that start / end in or boundaries). Alternative ‘local’ approaches to near the Murchison (e.g. CSR, Gunbarrel tourism data should be adopted including: Highway, Talawana, Great Central Road) and linking them to quality stopovers where 4WD 1. Introduce a multi-faceted data gathering travellers can convene, replenish and/or make approach to provide localised data on repairs; Mid West visitors (e.g. an ongoing survey at selected popular sites, traffic counters at • Geo park extending from the Murchison into popular sites, feedback forms at popular the Gascoyne (e.g. Mount Augustus); venues / establishments, intercept surveys at • Promoting the wildflower way from Moora popular events). to Mullewa via the Midlands Road and a 2. Utilise the VIC’s and selected operators across return loop via the Mullewa-Wubin Road and the region to continuously gather data from New Norcia etc; visitors using a standardised questionnaire. • Kalbarri 4WD trail along the Zuytdorp coast 3. Collate VIC Bookeasy data, door-count data linking with Shark Bay and the Ningaloo and in-store data from the larger VIC’s and coast (i.e. and promoting it to southbound supplement it with data from the smaller travellers); VIC’s (e.g. door counts and number of desk / email / phone inquiries). • Mid West travel planners utilising feeder routes into the region to accommodate visitors enroute 4. A continuous survey of visitors using a pre paid to the Mid West (e.g. recommending places to mail questionnaire distributed from VIC’s and stop overnight while enroute to the region); selected outlets across the Mid West. • WAITOC and successful Aboriginal tourism The collection of 1,500-2,000 valid survey responses operators (from other regions) helping develop annually would provide reliable, high quality data new Aboriginal tourism ventures / products in from across the region. The Mid West is encouraged the Mid West; to adopt a data gathering approach that over time highlights trends in visitor movements, routes, • Promotion of the Indian Ocean Drive as a feeder activities, profiles, preferences, expenditure, length route to the Mid West and linking in with coastal of stay and visitor servicing. towns, sites and scenery while enroute. • Promotion of self drive routes from the Gascoyne into the Murchison via Gascoyne Junction, Mount Augustus and Kennedy Ranges. • Development of a geo trail Port Hedland to Mount Magnet via Marble Bar (and Rippon Hills / SkullsDRAFT Spring Rd, aided by a detailed geology guide) and Newman. • Promotion of regional airstrips suited to recreational light aircraft where accommodation is within close proximity; this could be developed into an aerial ‘trail’ stopping over at pastoral stations, regional towns and remote sites; utilising the collection of airstrips within the Mid West.

Lattitude Gallery, Geraldton Mid West Tourism Development Strategy 077 MARKETING VISITOR CENTRES Tourism marketing and promotion across the Visitor centres (VC) across the Mid West are either Mid West is mostly LGA-centric with the exception partly or fully funded by local government. The of the Wildflower Country where a subregional primary purpose of a VC is distributing information, marketing approach is used and recommended. facilitating bookings, helping visitors enjoy a town The Upper Murchison is moving towards a or region, and to promote a town or region. The subregional marketing approach for 2015 onwards. net benefit VCs deliver to a town or region is generally not measured but indications are their Scope exists for the Batavia Coast to introduce a economic value can be significant and is often holiday planner that combines Dongara, Geraldton undervalued. However, financial sustainability is an and Kalbarri with a stronger emphasis on pre-trip elusive goal for VCs and rationalising-downsizing is planning (e.g. itinerary, accommodation, route, commonplace. Technology has reconfigured the way activity-experience options, budget options) and information is distributed to visitors. way finding (e.g. locations / directions / travelling to day trip sites, hospitality, tours, activity-experience The ‘next wave’ of re-inventing the business model site, trails). The Batavia Coast Planner could be of VCs is by reconfiguring the way VCs interact with produced twice yearly to suit peak and off-peak local tourism operators. Across the Mid West, the visitor periods, combining advertising support from larger VCs should invest in delivering services that across the Batavia Coast to offset production costs. foster growth for existing and potential operators in Collaborative marketing with Australia’s Coral Coast a way that helps create and grow tourism ventures. and Australia’s Golden Outback would broaden the The change is akin to VCs becoming a co-operative^ communication reach, help target specific visitors delivering a range of services to members who are and strengthen subregional branding-identity. left to specialise in what they do best (i.e. run tours, accommodation, hire services, hospitality, etc). Additional marketing approaches (options) include Creating a range of ‘information nodes’ across the adding a minimum 4-5 sites / places from each Mid West will be pivotal in delivering visitor services shire to TWA’s Experience Extraordinary App; (i.e. visitor information) and this will benefit from installing large roadside billboards showing towns having free Wi-Fi that will enable visitors to visitors experiencing idyllic Mid West locations; access websites, social media, downloads and to establishing social media programs for each communicate with peers. subregion (e.g. Facebook page, Instagram, Twitter, You Tube channel); establishing subregional websites focusing on pre-trip planning and in‑region way finding and holidaying (e.g. including information on weather, local news, transport / road condition, banking / ATM’s, accommodation, health‑medical and social / hospitality). DRAFT

Season Tree Cafe, Dongara ^ For example, Broome VC offers a range of services to members including phone/email answering, bookings, managing daily tour schedules / accommodation loadings, collecting / remitting payments and co-designing marketing. Broome VC is aiming to further develop the way it collaborates with members in becoming more proficient in delivering services that members can safely outsource and yet continue to grow their business.

Mid West Tourism Development Strategy 078 MEMORANDUM OF UNDERSTANDING KEY PERFORMANCE INDICATORS To assist in making the transition to a more Monitoring implementation and progress of the collaborative approach to regional tourism strategy will require a range of key performance development it is recommended that an agreement indicators. The action plans include measures is established between LGA’s in each subregion. for each initiative. In addition, there is often The agreement or ‘Memorandum of Understanding’ data that exists within a region and if captured (MOU) is expected to identify the primary areas for in a subregional or regional reporting format the LGA’s to share resources, capacity and expertise (i.e. annually) could provide effective indicators of in implementing initiatives that bring subregional progress towards achieving the goals and objectives benefits. of the strategy. The recommended key performance indicators include: The MOU would include as a minimum: • Shire-owned caravan park occupancy rates • care-maintenance roles and resourcing for (supplemented with ABS accommodation data). trails and sites crossing LGA boundaries; • Number of nights the overflow facilities are • shire tourism staff undertaking familiarisation used and the number of campers-vehicles visits during low periods (i.e. to familiarise accommodated annually; with the tourism offering of neighbouring • Number of tourism brochures and holiday shires); planners distributed annually via visitor • appointing Australia’s Coral Coast and /or centres and ‘information nodes’ within the Australia’s Golden Outback as the tourism towns (i.e. during peak and off-peak periods); marketing facilitator to implement an agreed • Shire operated road traffic (vehicle) counters promotion program with KPI’s; at popular day use sites, information bays and • shared cost and input to a subregional tourism rest areas in towns; website and holiday planner; • Number of visitor enquiries received by phone and/or email at the visitor centres, Shire • achieving and maintaining RV Friendly Town offices and CRCs, annually; accreditation across the subregion; • Tourism-related merchandise sales ($) at the • jointly developing and adopting regional visitor centres and/or CRCs annually; branding across multiple formats; • Number of visitors accessing / entering the local • endorsing regional support and steps to museums and/or heritage displays annually establish overnight accommodation at the (i.e. especially those operated by the LGA’s); and Abrolhos Islands; • Anecdotal measures from local business • establishing multiple outlets in each town owners-operators e.g. sales, opening hours, distributing visitor information; stock levels, profitability, staffing levels, expansion plans, etc. • endorsement of LGA participation in the Mid West Tourism Alliance and where FUNDING PRIORITY PROJECTS necessary the establishment of LGA Alternative funding mechanisms are important and tourism sub-committees^ in respect to the are encouraged in realising the development of implementation of subregional tourism tourism priorities and include: initiatives; • local government budget processes; • encouragement for operators and business • private investment; owners to work towards accreditation as a • public private partnerships; quality tourism venture (e.g. T-QUAL); and • federal grants (e.g. Tourism Demand Driver • outline the basis for the appointment Infrastructure funds); of a shared tourismDRAFT development • Royalties for Regions (Mid West Investment Plan, officer / enterprise development officer and Regional Grant Scheme, WAITOC and TWAs endorsement of the strategies within the proposed Aboriginal product development respective subregional tourism action plans. program); The MOU should have a minimum five year term • TWA’s regional events funding scheme; with an agreed minimum level of financial support • Lotterywest; from each shire annually. • Partnering with community / social enterprises; and ^ This may include re-activation of Murchison Tourism Inc. as the principal mechanism for operators, residents and stakeholders wanting • Miscellaneous State Government grants to grow tourism across the region. (http://grantsdirectory.dlg.wa.gov.au/GrantsSearch.aspx).

Mid West Tourism Development Strategy 079 SECTION 6

APPENDICES A. TOURISM AUDIT DATA B. SWOT ANALYSIS C. PREFERRED WA DESTINATIONS D. COMPETITIVE ADVANTAGES E. REMPLAN F. top 21 tourism development opportunities G. DPAW CONSERVATION ESTATE DRAFT

Mid West Tourism Development Strategy 080 A. TOURISM AUDIT DATA The tourism audit investigated the number and type of activities, attractions and accommodation in the subregions, which are shown in the following tables. BA TAVIA COAST

ACTIVITY ATTRACTION ACCOMMODATION 46 46 176

ACTIVITIES HERITAGE NATURE INDUSTRY ADVENTURE MARINE WALK TRAIL SPORT 4 10 1 8 10 4 9

ATTRACTIONS HERITAGE NATURE ART- ADVENTURE Aboriginal EVENT FOOD CULTURE 19 8 2 4 1 8 2

ACCOMMODATION HOTEL MOTEL CARAVAN PARK HOLIDAY CABINS / B&B AND HOMES/UNITS CAMPSITES BACKPACKERS AND FARMSTAY 14 9 17 96 16 24 MURCHISON

ACTIVITY ATTRACTION ACCOMMODATION 14 41 35

ACTIVITIES HERITAGE NATURE ART- ADVENTURE SELF-DRIVE WALK TRAIL Aboriginal CULTURE TRAIL 6 7 1 4 4 4 2

ATTRACTIONS HERITAGE NATURE ART- ADVENTURE Aboriginal EVENT RECREATION CULTURE 25 12 4 2 3 4 ACCOMMODATION DRAFT HOTEL - PUB MOTEL CARAVAN STATION CABINS / B&B AND PARK STAY CAMPSITES OTHER 9 2 7 8 3 2

Mid West Tourism Development Strategy 081 NORTH MIDLANDS

ACTIVITY ATTRACTION ACCOMMODATION 40 109 40

ACTIVITIES HERITAGE NATURE ART- ADVENTURE SELF- WALK Aboriginal MARINE / SUSTAINABILITY CULTURE DRIVE TRAIL AQUATIC TRAIL 2 7 3 0 7 15 2 3 1

ATTRACTIONS HERITAGE NATURE ART-CULTURE Aboriginal EVENT RECREATION 30 25 7 3 28 2

ATTRACTIONS CONTINUED SUSTAINABILITY MARINE/AQUATIC INDUSTRIAL TOURISM 5 3 6

ACCOMMODATION HOTEL -PUB MOTEL CARAVAN PARK STATION STAY CABINS/ B&B AND CAMPSITES OTHER 7 1 11 1 15 5

DRAFT

Geraldton Foreshore

Mid West Tourism Development Strategy 082 B. SWOT ANALYSIS West is expensive and uncompetitive. is expensive West West LGA’s slowing the development of tourism. the development slowing LGA’s West

West has lacked a compelling reason to attract visitors vis-a-vis its competitors. its vis-a-vis visitors attract to reason a compelling has lacked West prominence in the minds of visitors. lacks branding / identity; has no definitive West tourism. regional in building not collaborating-cooperating LGA’s West

REATS Kalbarri and the Murchison, 600+km from Perth, have reduced appeal for weekend trips. weekend appeal for reduced have Perth, 600+km from and the Murchison, Kalbarri Mid destinations. be stand-alone to with each other in striving competed have Towns reducing the supply of sites/places. ‘lock up’ land thus operations Mining and pastoral options. accommodation-camping limited and yet the northern hinterland to Long drive Mid visitors. for time-conscious making it trying patchy finding, are and signage maps Way economies. tourism in local value of the under-estimate & stakeholders Operators by visitors. limiting use town-based, are mobile phone networks In the hinterland, & capacity infrastructure with limited lifecycle, of tourism in early stage Small towns the Mid to/from of air travel Cost the region. bypassing visitors and self-drive being discouraged camping Free/short-stay apathy. and visitor saturation leading to Statewide of events development Increased of smaller Mid resources Limited costs. and shortages staff to liability risks, tourism due from away farms shying / Stations uptake. limiting sites caravan-camp based for nature of licensing / regulations Impost finding’ in visitors. growth low / no resulting in ‘way to improvements or inadequate Slow tourism. of than development rather growth emphasis on mining-resource Continued governance. in community involvement limiting in hinterland Small pool of volunteers abroad. holiday to Australians dollar making it cheaper for high Australian Sustained competitiveness. regional reducing facilities on old accommodation reliance Sustained ecosystems. and local flora impacting on biodiversity, camping Increased quo. status to low-growth defaulting enterprises, tourism new foster Inability to hinterland. growth in the stimulating than rather in urbanised areas Over-investing Mid H • • • • • • • • • • • • • • • • • • • • • • • • • WEAKNESSES T West.

West.

West coastal or inland-outback areas. coastal West West is close enough for weekend escapes. weekend is close enough for West

Head to Kalbarri, capturing the appeal of coast. capturing Kalbarri, Head to

DRAFT S , from urban to rural to remote, city to towns to stations. Diversity. stations. to towns city to remote, to rural urban to , from H 2 Climatic differences give year-round options at inland and coastal destinations. coastal at inland and options year-round give differences Climatic of towns. skies and network clear night nature, open spaces, abundant Hinterland’s to improve. continues and epicentre a leisure-recreation drawcard, is an iconic Kalbarri 478,000km Mid entire expanding across and eco-experiences sites conservation DPaW’s tourism. with eco-geo-adventure stays of station network Growing experiences. of ‘iconic’ enabling a range on Abrolhos impact eco-camps low Very nodes Green coastal Leveraging 4-5 hours drive from Perth, southern Mid Perth, from drive 4-5 hours of activities-experiences-amenities range broader of a communication effective More the Mid across options camping and increased Friendly status RV Events that extend across subregions and leverage key advantages of towns/areas. advantages key and leverage subregions across extend that Events & conservation. servicing, visitor safety service, quality, to improvements Steady annually. to Geraldton resulting in 20+ visits to cruise ships offerings diverse More experiences outback seeking eco Chinese visitors / adventurous innovative Capturing & experiences. ‘city’offerings with diverse a leading destination becoming Geraldton repute. of international Park’ a leading ‘geo becoming Upper Murchison sites. of a range across tours-offerings of network a creating Aboriginal communities (e.g. SKA). destination a leading astronomy becoming Upper Murchison either in Mid year-round visitation Strong Coastal towns are mature destinations with developed tourism infrastructure. tourism developed with destinations mature are towns Coastal the Mid passing north-south through of travellers seasonal migration Growing Impressive range of marine and terrestrial features to support year-round appeal. support year-round to features of marine and terrestrial range Impressive places of interest. near to visitors of delivering capable network Airport-airstrip / 4WD routes. of car support a diversity to of sealed / unsealed roads network Large Highway. and Gunbarrel Route the Canning Stock to linked Inextricably further south during seasons otherwise unattractive weather Favourable • • • • • • • • STRENGT • OPPORTUNITIES • • • • • • • • • • • • • • • • • •

Mid West Tourism Development Strategy 083 C. PREFERRED WA DESTINATIONS Preferred WA destinations of selected visitor segments based on findings from the Roy Morgan Holiday Tracking Survey April 2012 to March 2013.

Preferred destinations in WA of selected visitor segments based on findings from the Roy Morgan Holiday Tracking Survey April 2012 to March 2013. Continued. DRAFT

Mid West Tourism Development Strategy 084 D. COMPETITIVE ADVANTAGES Competitive advantages are the unique factors (i.e. resources, attributes or features) that a destination has vis-à-vis its competitors; they are important in how they are used to drive progress or performance at a consistently high level. The competitive advantages of the Mid West include: 1. 340km of coastline including protected beaches, dramatic cliffs, surf-coast, reef-lined shores, a port, safe anchorages, untouched coastal scrub, dunes and stretches of isolated beaches and shoreline. 2. The Abrolhos Islands complete with world‑scale fishery resources, protected islands and coral atolls, significant heritage and under‑utilised infrastructure. 3. Geological diversity including world scale mineralisation (e.g. mining, prospecting, fossicking), unique landforms, significant gorges and ranges, and the oldest rocks on earth. 4. Extensive land area including large swathes rich in wildflowers, native flora and fauna, extensive river and creek systems and a large conservation estate; linked by a vast road network and a variety of airports. 5. Fifteen-plus towns, large and small, hosting a population of over 56,000 residents, spread across 478,000km2, enabling ‘hub and spoke’ travelling across the region year-round, accessible from practically all points on the compass. 6. Established tourism destinations of Kalbarri, Dongara-Port Denison and Geraldton, with capacity to host significant visitation year‑round. 7. A Mediterranean climate of cool wet winters and dry hot summers; strong coastal sea breezes in summer; and around 260 sunny days annually. DRAFT

Nabawa, Chapman Valley

Mid West Tourism Development Strategy 085 E. REMPLAN • Modelling assumptions include: 50% of the capital expenditure and 100% of the Economic assessment of the investment priorities recurrent costs (10%p.a.) are retained in the employed REMPLAN,^ Regional Economic Modelling Mid West. All investment is fulfilled within and Planning System. The investment priorities for one year’s development program (i.e. the each subregion were scoped in terms of estimated proposed developments are constructed and incremental (i.e. additional) visitor numbers, visitor commissioned within a 12 month period). nights stayed and estimated investment cost. The results from the REMPLAN analysis for the Based on a comprehensive economic and industry top 5-6 development priorities of each subregion are database, REMPLAN uses economic modelling shown on a following page. to estimate the economic outputs of investment options. In this instance the priorities were analysed and ranked based on the benefit-cost ratio, net benefit, sum of economic outcomes and the number of jobs created and later re-ranked against each priorities response to gaps, competition, trends and opportunities. A brief overview of the REMPLAN outputs follows. • The economic outputs (e.g. benefits, jobs, value added) of each priority include the ‘construction phase’ (assumed to be one year’s duration) and the ‘tourism operating’ phase, which typically extends for 20 years. • Output is the quantity of goods or services produced in a given time period by a firm, industry or region. • The number of jobs created includes the direct (e.g. sub-contractors, professionals, service providers, tour operators, etc) and indirect jobs (e.g. retail employees, cleaners, tradesmen, pilots, truck drivers, medical / health staff, etc) from the construction phase and from the operating phase arising from the flow-on effect of the investment and the operations. The number of estimated jobs reflects the broader range of employment generated during the construction and operating phases and includes much more than the personnel employed ‘constructing’ the proposed facility. • The summation of economic benefits minus the estimated investment provides the net benefit. Benefit minus cost equals net benefit. • The ratio of net benefit to investment provides the benefit-cost ratio.* In economic terms, a project with a net benefit and/or benefit-cost ratio greater than oneDRAFT is deemed a favourable use of scarce resources with net benefits exceeding the net costs.

^ REMPLAN uses data from the Australia Bureau of Statistics and other government agencies in modelling a wide range of industry sectors within a regional economy. https://www.remplan.com.au/ * The benefit-cost ratio is the value of benefits generated for every one dollar invested in developing the tourism priority. A positive benefit-cost ratio (i.e. greater than one) indicates a potentially beneficial investment. The net benefit is the dollar value of outcomes from investing in the tourism priority less the cost of the investment. The higher the net benefits the more beneficial is the investment. Abrolhos Islands

Mid West Tourism Development Strategy 086 F. top 21 tourism development opportunities

NET BENEFIT REMPLAN MID WEST DEVELOPMENT PRIORITIES BENEFIT COST RANKING $M RATIO

1 Develop prospecting reserves in the Murchison $7.993 22.84

2 Develop geo tourism across the Murchison $11.169 17.18

3 Develop DPAW's Karara Block into a tourism conservation destination $46.102 8.38

4 Support Murchison pastoral properties to develop tourism infrastructure $10.630 7.09 (e.g. 10-12 properties)

5 Develop 8-10 lookouts and safe viewing sites across the Murchison for flash events $4.513 4.10

6 Kalbarri to Shark Bay 4WD trail along the Zuytdorp Coast to Tamala / Useless Loop Road $8.392 4.00

7 Develop 3-4 half and full day self drive routes in the North Midlands with rest and $9.789 3.92 overnight areas

8 Develop 4-5 eco campgrounds in the North Midlands $9.002 3.27

9 Develop tourism infrastructure on DPAW's three Murchison conservation blocks $21.282 3.04

10 Upgrade 3-4 North Midlands trails to multi-use (e.g. walk, bike and horse) to create $3.011 2.51 new trails at popular sites

11 Extend the wildflower self drive trail along the Wildflower Way and Midlands Road $1.565 1.79 creating a loop

12 Develop the Artbelt Project with hands on / interactive installations along the $2.174 1.74 Mullewa-Wubin and Midlands Roads

13 Install an iconic skywalk lookout in Kalbarri National Park, finish sealing access roads, $17.794 1.15 facilitate a naturebank eco camp, a new campground and enhanced trails

14 Develop cabins / chalets in North Midlands Shire owned caravan parks $4.123 0.87 (e.g. install five ensuite cabines in each of five parks)

15 Develop cabins / chalets in Murchison Shire owned caravan parks $4.123 0.87 (e.g. install five ensuite cabines in five parks - total 25 cabins)

16 Upgrade and enhance the amenity of 8-10 existing walk trails across the Murchison $2.251 0.64

17 Develop five coastal campsites and visitor nodes from Green Head to Kalbarri $1.611 0.50

18 Repair and refurbish 5-6 heritage buildings in Murchison towns for tourism use $4.551 0.43

19 Develop eco accommodation facilities on Abrolhos Islands (e.g. six 'micro' eco camps) $1.804 0.33 20 Upgrade the mobileDRAFT phone network across the North Midlands $1.281 0.28 21 Headworks and pre-approvals for a Geraldton conference centre / business event hub $0.008 0.00

Mid West Tourism Development Strategy 087 G. DPAW CONSERVATION ESTATE The four ‘Blocks’ managed by DPaW in the Mid West that have potential to help grow tourism in the subregions are as outlined in the following table.

Area Property Status Shire (ha) MID WEST REGION

Muggon Block Muggon 182,743 UCL Murchison Narloo 14,998 UCL Yalgoo Twin Peaks (Part) 27,300 UCL Murchison Wooleen (Part) 8,785 UCL Murchison Woolgorong 115,974 UCL Murchison Yuin (“Tardie”) (Part) 59,977 UCL Yalgoo Total 6 properties 409,777

Doolgunna Mooloogool Block Doolgunna 189,342 UCL Meekatharra Mooloogool 402,467 UCL Meekatharra Total 2 properties 591,809

Dalgaranga Block Barnong 168,146 UCL City of Greater Geraldton, Yalgoo Dalgaranga 102,549 UCL Yalgoo Lakeside 51,528 UCL Cue Noongal 71,069 UCL Yalgoo Total 4 properties 393,292

Karara Block Burnerbinmah 59,908 UCL Yalgoo Kadji Kadji 46,915 UCL Morawa Karara 109,291 UCL Perenjori Lochada 114,581 UCL Perenjori Thundelarra 156,128 UCL Yalgoo Warriedar 72,219 UCL Yalgoo Total 6 properties 559,042 TOTAL DRAFT1,953,520

Mid West Tourism Development Strategy 088 REFERENCES 1. Edquist, C. ‘The Systems of Innovation Approach and Innovation Policy: an account of the state of the art’, Proceedings of DRUID Conference Aalborg. June 12-15, 2001. 2. Brighthouse & Starfish Business Solutions. A Strategic Approach to Caravan & Camping Tourism in Western Australia. February 2012. Prepared for Tourism WA. 3. J. Blanke and T, Chiesa (editors). The Travel & Tourism Competitiveness Report 2013. World Economic Forum. February 2013. 4. Department of Planning. Western Australia Tomorrow. Population Report No. 7, 2006 to 2026. Forecast Profile for the Mid West Planning Region. Feb 2012. Band C, median values, are used in this instance. 5. Western Australian Regional Profile Mid West-Gascoyne, June 2012, The Department of Training and Workforce Development. Mid West Gascoyne Profile. http://myregion.gov.au/profile/mid-west-gascoyne/data/employment/unemployment 6. Source: TRA Regional Profiles 2011/12. bibliography • 2029 and Beyond (n.d.) World Café Combined Results September 2010 • Greater Geraldton Economic Development Strategy 2013 - 2023 (n.d.) City of Greater Geraldton: Geraldton. • Jones Lang Lasalle Hotels (2008) Accommodation Study Geraldton. • Planning for People (2009) GERALDTON-GREENOUGH TOURISM STRATEGY: A 10 year vision for tourism development in Geraldton-Greenough and surrounds. Mid West Development Commission: Geraldton. • Tourism Key (2012) Summary Report to the Mid West Tourism Group • TRC (2014) Master Visitor Plan for the Wallabi Group, Abrolhos Islands. The West Australian Museum: Geraldton. • Trish Palmonari & Emily Sutherland (2007) Revitalising the Geraldton Greenough Sunshine Festival. A Five Year Strategic Plan 2008-2012. Left of Centre: Concepts and Events. • Shire of Irwin (2013) Draft Tourism Development Plan 2013-2018. • Shire of Chapman Valley (2013) Corporate Business Plan 2013-2017. • Shire of Northampton Community Strategic Plan (2009) revised 2013. • Department of Resources, Energy and Tourism. The Guide to Best Practice Destination Management. September 2012. Authored by Knowledge Transfer Services Pty Ltd for the Australian Regional Tourism Network. • Western Australian Planning Commission. Population Report No. 7. Western Australia Tomorrow. Forecast Profile for the Mid-West Planning. February 2012. • Department of Environment and Conservation. Mid West Region Business Plan. Parks and Visitor Services. April 2012. • Australian Government Department of Industry. The National Long Term Tourism Strategy. Tourism 2020. December 2011 • Tourism WA. State Government Strategy For Tourism In Western Australia 2020. November 2012. • WAITOC and Tourism WA. Making a Difference. Aboriginal Tourism Strategy for Western Australia 2011- 2015. April 2011. • Government of Western Australia. Western Australian Caravan and Camping Action Plan. 2013-2018. October 2013. DRAFT • A Smith, M Hughes, D Wood and J Glasson. Inventory of Tourism Assets on Department of Environment and Conservation Rangelands Properties, Gascoyne and Murchison Regions, Western Australia. STCRC, September 2009. • WA Department of Parks and Wildlife. Parks for People and Caravan and Camping Action Plan. Proposed Projects 2013-2017. November 2013. • Tourism Western Australia. Western Australia’s Pastoral Lands. Tourism Development. December 2009. • Tourism Research Australia. Overseas Consumers Views of Australia the Destination. June 2013. • Tourism Research Australia. Destination Visitor Survey: Strategic Regional Research - Western Australia. Eco accommodation product development research: Summary of results. October 2011.

Mid West Tourism Development Strategy 089 DRAFT

Mid West Tourism Development Strategy 090 DRAFT

Mid West Tourism Development Strategy

MID WEST TOURISM ALLIANCE Terms of Reference PREAMBLE

Mid West Development Commission (MWDC), in partnership with Tourism WA (TWA), the City of Greater Geraldton (CGG), Regional Development Australia Mid West Gascoyne (RDAMWG) and the Mid West Chamber of Commerce and Industry (MWCCI), has established a collaborative working group to identify and progress major tourism priorities for the region known as the Mid West Tourism Alliance (MWTA).

The tourism region for this initiative is defined as the current boundaries of the Mid West Development Commission.

The alliance recognises that marketing and promotion for the region is undertaken by Tourism WA, the Regional Tourism Organisation Australia’s Coral Coast, Australia’s Golden Outback and others. As such the focus for the alliance is identifying opportunities for new and refreshed tourism developments, and how other priorities for the region can be aligned.

PURPOSE

Develop a long-term vision for tourism that is based on consensus and collaboration from relevant stakeholders and aligns to the broader economic and community objectives for the region. The vision should align with the State’s goal of growing the value of tourism in WA to $12 billion by 2020.

OUTCOMES

The outcomes of this alliance’s work will be:

 A regional tourism strategy which guides project development and investment attraction; identifies gaps in tourism development and products; builds on existing subregional strategies where they exist; and feeds into individual stakeholders’ strategies (i.e. MWDC’s and RDAMWG’s Regional Blueprint, CGG Tourism Strategy, MWCCI Retail Strategy, Murchison Upper Gascoyne Tourism Strategy).  Recommendations to industry and Government (Federal, State, Local) on major tourism developments and priorities for the Midwest region; stakeholders that need to be engaged and influenced to progress them; and appropriate ways for the various levels of Government to be involved.  Facilitation or championing of priority projects that are not currently covered by existing government and private- sector initiatives (gaps) for the benefit of the Midwest tourism industry.

COMPOSITION

The alliance is comprised of representatives from:

 Mid West Development Commission  Tourism WA  City of Greater Geraldton and other Mid West Local Government Authorities (as required)  Mid West Chamber of Commerce and Industry  Regional Development Australia (Midwest & Gascoyne)  Industry & Business (as required)

Mid West Development Commission CEO is Chair of the working group. Mid West Development Commission also provides Secretariat support. The Chair may invite other stakeholders to meet with the working group to assist in deliberations and provide advice on specific issues and matters. MEETING FREQUENCY To meet monthly on the 2nd Monday (10am to 12 pm) until otherwise reviewed by the group

MEETING PROTOCOLS Agendas, Minutes, Actions Arising

Attachment

14086 1. Project Status Report

Ordinary Council Meeting 21st August 2014

Project Status Report August 2014

REFERENCE ISSUE STATUS OFFICER ACTION REQUIRED Council Res. Early Childhood Centre Geraldton Building and Cabinet Services have been awarded the contract CEO The pad has been laid, builders are now waiting on steel to with DCPM as the architects. A first meeting has been held with the arrive for frame to be built. Signs have been erected and a site architects and the working group to work the design. All had good input meeting was held on the 1st August. and quite a range of points were made. CEO has met with the Builders to welcome them on board and to confirm timelines and building process.

Council Res. Business Incubator Council's Building maintenance Officer has been reviewing the plans and CEO New concrete laid. Materials have been purchased and extra identifying areas for improvement. assistance has been obtained. Council Res. Caravan Park New Two formal complaints have been lodged with the Builders Registration MCDS Attended the State Administrative Tribunal and the magistrates Ablution Block Board of WA and advice is being sought from the BRB to ascertain process Court hearing. The SAT hearing is deferred until 22nd May. The to follow. Councils solicitors Civic legal are dealing with a claim from matter before the Magistrates Court is subject to a Council Fortress Homes for final payment. A hearing well be held in March in an direction on 17th April. Further serious defects have attempt to negotiate pre a court appearance. been discovered in the building. 07/05/2014 - Councils offer for a walk-away arrangement is not yet confirmed. FH Director has a current health issue and an answer to the Council offer may be a week or two away. 13/06/2014 - Waiting on the receipt of the Deed of Settlement from the Fortress lawyer. The cost for the Deed will be around $1,000 and will be shared 50/50 between the Shire & Fortress. This matter is finalised.

File No. Industrial Land The owners of Lots 156,158 and 159 England Cres. have commenced CEO Follow up on progress with the developments on lots (existing) developments in accordance with the Conditions of Sale. Lots 156,158,159 to see if Practical Completion will be achieved 157,160,161,162 remain undeveloped and lot 163 is leased. A consultant is within the 30 month timeframe. Contact owners of Lots contracted to assist in sorting this area and has arranged for valuations on 157,160,161,162 to see what they intend to do with their lots each to be conducted. Valuations have been conducted with one property prior to the 30 month development condition timeframe owner being made an offer for Council to re-purchase. Other landowners expiring. Negotiate an early determination of the Lease and put have been written to regarding their responsibilities requesting information this lot up for sale. A request is being presented to allow the on their intentions. owners of lot 157 to sell without meeting the development timeframes.

File No. Industrial Land (new) Additional Light and General Industrial Zoned land will need to be secured CEO Investigate possibility of zoning land located to the South East for future growth potential of the Perenjori Town site that is services by road/power and water. Project Status Report August 2014

File No. Residential Land The Shire currently has nine serviced lots available for sale in the John St CEO Make preliminary enquiries about the options for the (serviced) subdivision. Discussions have taken place with private builders whom may development of future services residential land be interested in rural housing and land development.

File No. CLGF - Regional Funds Nordic Homes has signed the contract and commenced off site construction MCDS Building is underway and should arrive on site in early May. of the units. Building and septic plans are with the City of Greater Geraldton awaiting approvals. 13/06/2014 - the buildings are expected prior to 30/06/2014. We have only just received the septic approval from the Dept of Health. Fill has been delivered to the site in preparation for the buildings. The houses are expected to arrive on-site on 17th July and will require a few days completion work. Plumbing quotes have been received and this work can start as soon as we can access the site. Quotes for the floor coverings have been acquired and an electrical connection arranged. 14.08.2014 - Nordic will finalise their work by 22nd August. Concrete for carports & patios is arranged for the following week and floor coverings for the week after than. The houses should be rady for occupancy by about 4th September. File No. Telecommunications Shire President, Cr Hirsch and Cr Waterhouse attended a meeting with CEO CEO has had communications with the Commonwealth Dept Department of Communications Parliament Rep's, to state our case. which has indicated their process will take approx 9 months. DRD have contacted the CEO advising that theses funds must be expended by the end of the 2014/15 financial year, leaving the time frame to receive funding and implement very short. Communications has occurred with Shane Loves office to see if they can assist in any way. Options are being investigated on whether we can build our own tower to assist with reducing costs, along with Water Corporation installing power. Local MP Shane Love has indicated we will have more opportunity of funding from the State Govt funds, and indicated patience would be needed. Project Status Report August 2014

File No. Blues for the Bush Steering group has been meeting regularly, and appointed an event ECDC Continued feedback to Council via monthly agenda item. manager in March 2014. Appointed a site manager to the project. Communications MOU has been developed and agreed by BHA and Shire of Perenjori on key themes and messages. Marketing plan now being implemented. At present all key milestones are on track to be completed within the specified timeframe. Regular meetings will continue to be undertaken by the steering group and further updates will be presented. A Platinum sponsor has been secured and the first draft of the site plans are due in the coming weeks.

File No. Revitalisation Project Consultation with community and Council was well attended, with good Report to be received and presented to Council. ideas and feedback being received

Attachment

14087 1. Status Report

Ordinary Council Meeting 21st August 2014

Status Report August 2014

REFERENC ISSUE ACTION PLAN OFFICER STATUS E 13105.2 Draft Road Use Policy That Council support the development of a Shire of Perenjori Road Use Policy and MIS Still in progress Agreement. 13106.2 Department of Lands That Council MCDS The Management Order has been issued. Request for Reserve 1. Formally request to the Department of lands (DOL) that the Shire of Perenjori be Currently waiting for the lease approval. 21977 provided with the power to lease and licence be added to the Management Order for The lease is prepared and being considered by Reserve 21977. the applicant. 2. Upon receipt of confirmation of the Shire of Perenjori’s power to lease and licence, 14.08.2014 - the lease remains with the develop a lease agreement with the proponent Mr John Sparkman for the leasing of land applicant who is yet to advise the Shire he is for the Hangar. satisfied with the document. 13123.1 MOUNT GIBSON PUBLIC 1. Council to receive the minutes of the meeting dated 13th November 2013. 2. ECDC Agreement has been signed by Sinosteel BENEFIT TRUST - Council approve the establishment of a trust account to contain unallocated Mount Gibson waiting for it to be returned to Shire. ALLOCATIONS Public Benefit Trust funding. 3. MGPBTC will prepare a policy and process for the use of these unallocated funds, and present to Council for endorsement. 14045.1 Perenjori Procurement That Council accept the Shire of Perenjori Procurement Probity Review, February 2014 and CEO In progress Probity Review support the CEO to implement the recommendations to ensure compliance and benefit to the Shire’s operations. 14048.4 Yarra Yarra Catchment That Council make a donation to the YYCMG conditional to: A surplus being received from CEO Council declined seeking more information. Management Group - YYCRC, The donation is up to $10,000 only, Council’s budget has capacity to accommodate Request for Surplus the amount, An agreement being established with YYCMG which addresses expectations, Funds responsibilities, timing and financial accountability. Option 2: That Council declines the request from YYCMG for surplus funds from YYCRC in this instance and considers an allocation in the 2014/15 budget.

13106.2 Department of Lands That Council MCDS The Management Order has been issued. Request for Reserve 1. Formally request to the Department of lands (DOL) that the Shire of Perenjori be Currently waiting for the lease approval. 21977 provided with the power to lease and licence be added to the Management Order for The lease is prepared and being considered by Reserve 21977. the applicant. 2. Upon receipt of confirmation of the Shire of Perenjori’s power to lease and licence, develop a lease agreement with the proponent Mr John Sparkman for the leasing of land for the Hangar. Status Report August 2014

13114.2 Amendment to Local That Council initiates the amendment to the Shire of Perenjori Local Planning Scheme No. CEO Confirmation from EPA has indicated they have Planning Scheme No 2 - 2, in accordance with the following: PLANNING AND DEVELOPMENT ACT 2005 no cause for concern with the proposed Lots 95-97 Farrell Street, RESOLUTION DECIDING TO AMEND A LOCAL PLANNING SCHEME amendment. Perenjori SHIRE OF PERENJORI 14.08.2014 - a formal advertisement has been LOCAL PLANNING SCHEME NO. 2 made and closes for submissions on 11.09.2014 AMENDMENT NO. # after which there will be a further report to the Resolved that Council, in pursuance of Part 5 of the Planning and Development Act 2005, Council. amends the above Local Planning Scheme as follows: (a) Amending Schedule 2 (Additional Uses) by including the following provision: NO. DESCRIPTION OF LAND ADDITIONAL USE CONDITIONS A2 Lots 95-97 Farrell Street, Perenjori Transport Depot Office The uses are not permitted unless approval is granted by the Local Government (“D”) Lot 96 Farrell Street, Perenjori Second Dwelling The documents being adopted by Council and the Amendment being formally advertised for 42 days in accordance with the provisions of the Town Planning Regulations 1967, without reference to the Western Australian Planning Commission.

14022.9 Realignment of Airfield That Council: MCDS The Management Order has been received. Reserve 1. Requests the Department of Lands to issues a Section 18 Ministerial consent to Currently waiting for lease agreement and the finalise the proposed lease of a portion of Reserve 21977 which will amend the change of alignment for the two Reserves. Management Order permitting the lease of a portion of the Reserve to Aero Surveys Pty 13/06/2014 Landgate have been advised of a Ltd; and surveyor company who will survey the changes. 2. Requests the Department of Lands to realign the northern boundary of Reserve Effectively we have approval for the 17056 “Recreation and Showground” to coordinates 29°25’ 28.82” S and 116° 16’ 49.26” realignment - we now wait on formal E as shown on the maps below and incorporate that portion of R17056 into Airfield notification. 09.07.2014 - no further Reserve R21977. notification as yet. 14.08.2014 - this is 14064.2 Proposed Plant That the Plant and Works Committee receives the review of the proposed 10 year plant MIS Itemclose hasto finalisation been reviewed with andthe DoL.has been No final date Replacement Budget replacement program for 2014/2015 Budget. resubmitted to July's Council Meeting

14064.3 Draft Road Program Council decided that Item 14064.3 lay on the table until the next Council meeting due to MIS The road program for 2014/15 has been 2014/2015 new information just arriving from Main Roads which will impact on the Road Program adopted by Council presented. Status Report August 2014

14064.4 Restricted Access Vehicle That the comments regarding the Restricted Access Vehicle re-assessments be noted and MIS Ongoing will be reported as roads are up Route Re Assessments the upgrade works for the following roads be approved to allow the roads to be either graded and approved for their appropriate RAV accepted for their RAV changes or remain as they are: 1. Keogh road – Upgrade classification works the pavement width and intersection swept path with Solomon road be approved, to allow for the network upgrade to network 6. 2. Morawa South road – Upgrade works to intersection with Hill road be approved, to allow for the network upgrade to network 7. When funding becomes available. 3. Boundary road – Upgrade works to the pavement width be approved, to allow for the network upgrade to network 7. When funding becomes available. 4. Hill road – Upgrade works to the pavement width and intersection swept paths with Morawa South road be approved, to allow for the network upgrade of a network 7. When funding becomes available. 5. Parkwood road – Upgrade works to the pavement width and intersection swept paths with Hill/ Young roads be approved, to allow for the network upgrade to network 5. Once clearing permits have been obtained and funding becomes available. 6. Sutherland road – Upgrade works to the intersection swept paths with Boundary road be approved to allow for the network upgrade to a network 5.

14072.3 Write off - Bad Debts That Council authorises the write off of the following sundry debtors, totalling $2,773.50: MCDS Finalised 1. 80457 $1,560.00 2. 80497 $110.00 3. 80280 $1,103.50

14072.4 Application for Council acknowledges the application for Miscellaneous Licenses 70/153 and 70/154 from MCDS Finalised Miscellaneous License Extension Hill Pty Ltd and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the Extension Hill DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum if the licenses are to be issued:

14072.5 Planning Application - MCDS Finalised That planning approval be granted to Redland Mining Pty Ltd for the installation of five Redland Mining additional transportable accommodation units totalling 20 rooms at Lot 180, no. 2 Downer Street Perenjori in accordance with the plans provided and with the following conditions; Status Report August 2014

14072.6 Application for That Council acknowledges the application for Miscellaneous Licenses 59/148 from MCDS Finalised Miscellaneous License Sinosteel Midwest Corporation Limited and requests that conditions 2, 527, 606, 607, 608, Sinosteel , 610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum if the licence is to be issued: 14075.1 Shires of Morawa and That Council: CEO Shire of Morawa notified of adopted Perenjori Strategic Waste 1. Resolves to formally become a regional grouping known as the Shires of Morawa and recommendations Management Plan 2014- Perenjori Regional Waste Group for the purpose of addressing waste management in the 2018 Shires of Morawa and Perenjori. 2. Endorse “The Shires of Morawa and Perenjori Strategic Waste Management Plan (SWMP) 2014 – 2018” (June 2014) as presented and prepared by Dallywater Consultancy. 3. Endorses Councillor J Cunningham to represent the Council with the CEO on the Shires of Morawa and Perenjori Regional Waste Group.

14075.2 Shires of Morawa and That Council authorize the Chief Executive Officer to be a joint signatory with the Chief CEO Document signed Perenjori Regional Group Executive Officer from the Shire of Morawa for the Morawa Perenjori Materials Recovery Regional Group - Project funding application 2014. Regional Materials Recovery project - Funding Application 14075.3 Yarra Yarra Catchment That Council: CEO YYCMG invited to address Council at the August Management Group - 1. Resolves to support the YYCMG efforts to maintain the existing drain system and writes meeting Request For Support a letter of support formally stating this.

2. Increases rural property rates to 7% for the purpose of Land Care Management strategies including Bio Diversity programs, and to allocate the funds raised to a special account.

3. Seeks further information from YYCMG regarding their proposal, accountability, funding opportunities, structure of the group including management and staffing. 14078.7 Road Use Agreement That Councillors review the Draft Road Agreement between the Shire of Perenjori and Top CEO Top Iron notified of outcomes Top Iron Iron Pty Ltd and provide feedback for any changes to be made by Friday the 8th August 2014. Status Report August 2014

14078.8 Proposed Road Haulage That Council in principle approve the request from Top Iron conditional to: CEO Top Iron notified of Outcomes Top Iron 1. Hauling through town for a period of 12 months only; 2. Continued negotiations to occur to establish a Road Access Agreement to meet the community’s and Council’s expectations; 3. A pavement assessment being conducted to ascertain the current state of the Wanarra and Rothsay Roads, at the cost of Mining companies; 4. Community engagement on this matter takes place in liaison with Councils CDO

Draft Minutes

Ordinary Council Meeting 17th July 2014

Draft Minutes

Ordinary Council Meeting 17th July 2014

Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Shire of Perenjori MINUTES Ordinary Council Meeting

Held in the Shire of Perenjori Council Chambers, Fowler Street, Perenjori on 17th July 2014, At 1.36pm. Table of Contents

14071 PRELIMINARIES ...... 3 14071.1 DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS...... 3 14071.2 OPENING PRAYER ...... 3 14071.3 DISCLAIMER READING ...... 3 14071.4 RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE ...... 3 14071.5 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE ...... 3 14071.6 PUBLIC QUESTION TIME ...... 3 14071.7 NOTATIONS OF INTEREST ...... 3 14071.8 APPLICATIONS FOR LEAVE OF ABSENCE ...... 4 14071.9 CONFIRMATION OF MINUTES ...... 4 14071.10 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION ...... 4 14071.11 PETITIONS / DEPUTATIONS / PRESENTATIONS ...... 4 14072 CORPORATE AND DEVELOPMENT SERVICES ...... 4 14072.1 FINANCIAL STATEMENTS – JUNE 2014 ...... 4 14072.2 ACCOUNTS FOR PAYMENT – JUNE 2014 ...... 7 14072.3 WRITE OFF - BAD DEBTS ...... 10 14072.4 APPLICATION FOR MISCELLANEOUS LICENSES – EXTENSION HILL ...... 12 14072.5 PLANNING APPLICATION – REDLAND MINING ...... 16 14072.6 APPLICATION FOR MISCELLANEOUS LICENCE – SINOSTEEL ...... 21 14073 ECONOMIC AND COMMUNITY DEVELOPMENT ...... 24 14073.1 BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT ...... 24 14074 INFRASTRUCTURE SERVICES ...... 33 14074.1 ROAD MAINTENANCE JUNE 2014 ...... 33 14074.2 PROPOSED PLANT REPLACEMENT BUDGET ...... 36 14074.3 DRAFT ROAD PROGRAM 2014/15 ...... 14075 GOVERNANCE ...... 43 14075.1 SHIRE OF MORAWA-PERENJORI STRATEGIC WASTE MANAGEMENT PLAN 2014-2018 . 43

1 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14075.2 SHIRE OF MORAWA-PERENJORI REGIONAL COUNCIL GROUP (RCG) REGIONAL MATERIALS RECOVERY PROJECT – FUNDING APPLICATION ...... 47 14075.3 YARRA YARRA CATCHMENT MANAGEMENT GROUP (YYCMG) – REQUEST FOR SUPPORT ...... 50 14076 PROJECT STATUS REPORT ...... 55 14077 STATUS REPORT ...... 55 14079 OTHER BUSINESS ...... 56 14079.1 MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN ...... 56 14079.2 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN...... 56 14079.3 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION ...... 56 14079.4 MATTERS BEHIND CLOSED DOORS ...... 76 14068.5 CONFIDENTIAL ROAD USE AGREEMENT TOP IRON ...... 76 14068.6 CONFIDENTIAL PROPOSED ROAD HAULAGE, TOP IRON ...... 76 14068.7 CONFIDENTIAL TENDER RESULTS – IT SERVICES ...... 77 14068.8 DATE OF NEXT MEETING / MEETINGS...... 78 14068.9 CLOSURE ...... 78

2 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14071 PRELIMINARIES

14071.1 DECLARATION OF OPENING AND ANNOUNCEMENT OF VISITORS Cr C King declared the meeting open at 1.36 pm.

14071.2 OPENING PRAYER Cr J Cunningham lead Council in the opening prayer.

14071.3 DISCLAIMER READING Nil

14071.4 RECORD OF ATTENDANCE, APOLOGIES AND LEAVE OF ABSENCE

Present Cr C King Cr J Cunningham Cr G Reid Cr L Butler Cr H Wass Cr P Waterhouse Cr J Hirsch Ali Mills Peter Money Ken Markham David Fong Liz Markham Carla Parker

Apologies Cr L Smith Leave of Absence Cr R Desmond

14071.5 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE Nil

14071.6 PUBLIC QUESTION TIME Nil

14071.7 NOTATIONS OF INTEREST FINANCIAL INTEREST – LOCAL GOVERNMENT ACT S 5.60A PROXIMITY INTEREST – LOCAL GOVERNMENT ACT S 5.60B INTEREST AFFECTING IMPARTIALITY – LOCAL GOVERNMENT - CODE OF CONDUCT.

3 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14071.8 APPLICATIONS FOR LEAVE OF ABSENCE Nil

14071.9 CONFIRMATION OF MINUTES Minutes of Ordinary Council Meeting held 19th June 2014 are attached.

COUNCIL RESOLUTION – ITEM 14071.9 Moved: Cr J Cunningham Seconded: Cr P Waterhouse That the minutes from the Ordinary Council Meeting held on 19th June 2014 be accepted as a true and accurate record. Carried: 7/0

14071.10 ANNOUNCEMENTS BY PERSON PRESIDING WITHOUT DISCUSSION Nil

14071.11 PETITIONS / DEPUTATIONS / PRESENTATIONS Nil

Cr P Waterhouse left meeting at 1.55pm

14072 CORPORATE AND DEVELOPMENT SERVICES

14072.1 FINANCIAL STATEMENTS – JUNE 2014 APPLICANT: SHIRE OF PERENJORI FILE: ADM 0081 DISCLOSURE OF INTEREST: NIL AUTHOR: DAVID FONG – SFO RESPONSIBLE OFFICER: PETER MONEY – MCDS REPORT DATE: 9th JULY 2014 ATTACHMENTS MONTHLY FINANCIAL REPORT Executive Summary This item recommends the acceptance of the Financial Activity Statement Report which is presented for the period ending 30 June 2014. The report complies with the requirements of Regulation 34 (Financial activity statement report) of the Local Government (Financial Management) Regulations 1996. Background Each month officers are required to prepare monthly financial reports, covering prescribed information, and present these to Council for acceptance. Details

4 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Presented is the Financial Activity Statement Report for the period ending 30 June 2014. The following statements are presented to Council:  Statement of Financial Activity (Statutory Reporting by Program) - This provides the budget and actual income and expenditure for operating and non- recurrent as well and the closing surplus to date. (FM Reg 34(1))  Net Current (Assets) Funding Position (Note 3.)-This provides the amount of assets over liabilities within the Balance Sheet. (FM Reg 34 (1)(e))  Notes to the Financial Statements include: o Note 1.- Significant Accounting Policies o Note 2. - Graphical Representation o Note 3. – Net Current Funding Position o Note 4. – Cash & Investments o Note 5. – Major Variances o Note 6. – Budget Amendments o Note 7. – Receivables & Rates Information o Note 8. – Payables - Borrowings o Note 9. – Grants and Contributions o Note 10. – Cash Back Reserves o Note 11. - Capital Disposals and Acquisitions o Note 12.- Trust Fund Legal Compliance Regulation 34 (Financial activity statement report) of the Local Government (Financial Management) Regulations 1996 states – (1) A local government is to prepare each month a statement of financial activity reporting on the revenue and expenditure, as set out in the annual budget under regulation 22(1)(d), for that month in the following detail — (a) Annual budget estimates, taking into account any expenditure incurred for an additional purpose under section 6.8(1) (b) or (c); (b) budget estimates to the end of the month to which the statement relates; (c) actual amounts of expenditure, revenue and income to the end of the month to which the statement relates; (d) material variances between the comparable amounts referred to in paragraphs (b) and (c); and (e) the net current assets at the end of the month to which the statement relates. (2) Each statement of financial activity is to be accompanied by documents containing — (a) an explanation of the composition of the net current assets of the month to which the statement relates, less committed assets and restricted assets;

5 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

(b) an explanation of each of the material variances referred to in subregulation (1) (d); and (c) such other supporting information as is considered relevant by the local government. (3) The information in a statement of financial activity may be shown — (a) according to nature and type classification; or (b) by program; or (c) by business unit (4) A statement of financial activity, and the accompanying documents referred to in subregulation (2), are to be — (a) presented at an ordinary meeting of the council within 2 months after the end of the month to which the statement relates; and (b) recorded in the minutes of the meeting at which it is presented. (5) Each financial year, a local government is to adopt a percentage or value, calculated in accordance with the AAS, to be used in statements of financial activity for reporting material variances.

Section 6.8 of the Local Government Act 1995 (Expenditure from municipal fund not included in annual budget) states – (1) A local government is not to incur expenditure from its municipal fund for an additional purpose except where the expenditure — a. is incurred in a financial year before the adoption of the annual budget by the local government; or b. is authorised in advance by resolution*; or c. is authorised in advance by the mayor or president in an emergency. Policy Implications Nil Financial Implications Nil Strategic Implications Area 5: Investing in Councils Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership. Consultation Liaison with CEO, MCDS, ECDC, and MIS. Comment It is recommended that the Financial Activity Statement Report for the period ending 30 June 2014 be accepted.

Voting Requirements – Simple Majority

6 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

1.57 pm Cr P Waterhouse re-enters meeting

Officers and Committees Recommendation – Item 14072.1 That Council, pursuant to Regulation 34 of the Local Government (Financial Management) Regulations 1996, accepts the Financial Activity Statement Report for the period ending 30 June 2014. COUNCIL RESOLUTION – ITEM 14072.1 Moved: Cr J Hirsch Seconded: Cr J Cunningham That Council, pursuant to Regulation 34 of the Local Government (Financial Management) Regulations 1996, accepts the Financial Activity Statement Report for the period ending 30 June 2014. Carried: 7/0 1.59pm Ken Markham leaves meeting

14072.2 ACCOUNTS FOR PAYMENT – JUNE 2014 APPLICANT: SHIRE OF PERENJORI FILE: 1306P DISCLOSURE OF INTEREST: NIL AUTHOR: DAVID FONG – SFO RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 9th JULY 2014 ATTACHMENTS: ACCOUNTS FOR PAYMENT Executive Summary This item recommends that Council confirms the accounts paid for the month ending 30 June 2014 from the Municipal and Trust funds. Background Council has delegated to the Chief Executive Officer the authority to make payments from the Municipal and Trust funds in accordance with the Local Government (Financial Management) Regulations 1996.

7 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

6.10. financial management regulations Regulations may provide for — (d) the general management of, and the authorisation of payments out of — (i) the municipal fund; and (ii) the trust fund, of a local government.

Regulation 13(1), (3) & (4) of the Local Government (Financial Management) Regulations 1996 refers, i.e. - 13. Lists of Accounts (1) If the local government has delegated to the CEO the exercise of its power to make payments from the municipal fund or the trust fund, a list of accounts paid by the CEO is to be prepared each month showing for each account paid since the last such list was prepared — (a) the payee’s name; (b) the amount of the payment; (c) the date of the payment; and (d) sufficient information to identify the transaction. (3) A list prepared under subregulation (1) is to be — (a) presented to the council at the next ordinary meeting of the council after the list is prepared; and (b) recorded in the minutes of that meeting.

Policy Implications All accounts paid have been duly incurred and authorised for payment as per approved purchasing and payment procedures. Financial Implications Ongoing management of Council funds by providing Council with sufficient information to monitor and review payments made Strategic Implications Area 5: Investing in Councils Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership Consultation Nil Comment All accounts paid have been duly incurred and authorised for payment as per approved purchasing and payment procedures and it is therefore recommended that the payments, as contained within the Appendices, be confirmed.

2.01pm Ken Markham re-enters meeting Voting Requirements – Simple Majority

8 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Officer and Committee Recommendation – Item 14072.2 That Council, pursuant to Regulation 13 of the Local Government (Financial Management) Regulations 1996 (as amended), confirms the accounts paid for the month ending 30 June 2014 as attached to and forming part of this report. Municipal Account

EFT $474,717.10

Direct Debits $51,388.07

Cheques $57,312.37

Corporate MasterCard $7,214.42

Bank Fees $215.12

Total $590,847.08

Trust Account – Shire

EFT $0

Cheques $10,030.00

Bank Fees $0

Total $10,030.00

Trust Account – Mt Gibson Public Benefit Funds

EFT $46,922.64

Cheques $0

Bank Fees $0

Total $46,922.64

Totalling $647,799.72 from Muni and Trust Accounts for the month ending 30 June 2014

9 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

COUNCIL RESOLUTION – ITEM 14072.2 Moved: Cr H Wass Seconded: Cr G Reid That Council, pursuant to Regulation 13 of the Local Government (Financial Management) Regulations 1996 (as amended), confirms the accounts paid for the month ending 30 June 2014 as attached to and forming part of this report. Totalling $647,799.72 from Muni and Trust Accounts for the month ending 30 June 2014 Carried: 7/0

14072.3 BAD DEBTS – WRITE OFF APPLICANT: SHIRE OF PERENJORI FILE: 1306P DISCLOSURE OF INTEREST: NIL AUTHOR: DAVID FONG – SFO RESPONSIBLE OFFICER: PETER MONEY - MCDS REPORT DATE: 9th JULY 2014 ATTACHMENTS: NIL Purpose of Report The purpose of this report is to seek Council approval to write off bad debts, which have been outstanding for an excessive period of time and are considered unrecoverable. Background There are three outstanding accounts that have remained unpaid for as far back as December 2011 and despite numerous attempts by the Shire to recoup those outstanding debts they have remained unrecoverable. It is considered that expending further funds to try to recover the debts would be unjustified. A schedule of sundry debts to be written off is detailed below:

Debtor # Details Amount 80457 Outstanding since June 2012. The $1,560.00 invoice was raised several months after the event and was raised by the former DCEO. There is no supporting information to say the accommodation was used or if the debt had been raised twice – at the Park also. It relates the period Dec 2011 and Jan 2012. 80497 Outstanding since March 2013. It $110.00 relates to the Caravan Park Accommodation Village fees charged in

10 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

March 13 – the debtor has gone into administration. 80280 Outstanding since Aug 2012 and it was $1,103.50 referred to the debts collectors. It relates to rental fees charged in Aug and Sept 2012. In May 2013, the debtor went into bankruptcy. $2,773.50 Legal Compliance Section 6.12(1) (c) of the Local Government Act states:- 1) Subject to subsection (2) and any other written law, a local government may – (c) Write off any amount of money, which is owed to the local government.

Policy Implication Nil Financial Implication It is recommended that a total of $2,773.50 be written off. This will affect the Council’s surplus/deficit position in the 2013/2014 financial year by reducing the amount of current receivables. Strategic Implications There are no strategic implications for this report. Consultation Liaison with MCDS and FO. Comment The current debts recovery has improved significantly due to the new processes in place and the Sundry Debts is healthier with debts recovered within 30 days, compared to +60 days in April 2013. Voting Requirements – Simple Majority

Officers and Committees Recommendation – Item 14072.3 That Council authorises the write off of the following sundry debtors, totalling $2,773.50: 1. 80457 $1,560.00 2. 80497 $110.00 3. 80280 $1,103.50

11 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

COUNCIL RESOLUTION – ITEM 14072.3 Moved: Cr J Hirsch Seconded: Cr H Wass That Council authorises the write off of the following sundry debtors, totalling $2,773.50: 1. 80457 $1,560.00 2. 80497 $110.00 3. 80280 $1,103.50 Carried: 7/0

14072.4 APPLICATION FOR MISCELLANEOUS LICENSES – EXTENSION HILL APPLICANT: EXTENSION HILL PTY LTD FILE: ADM 0216 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY – MCDS REPORT DATE: 17th JULY 2014 ATTACHMENTS: MAPS AND LETTERS Executive Summary This report recommends that Council acknowledges the applications for two miscellaneous mining licenses from Extension Hill Pty Ltd and recommends to the DMP that certain conditions be imposed

Background This report recommends that Council acknowledges the applications for two miscellaneous mining licenses from Extension Hill Pty Ltd and recommends to the DMP that certain conditions be imposed Statutory Environment Mining Act 1978

33. Application for mining tenement by permit holder 1) Subject to subsection (1a), where an application is made in accordance with this Act for a mining tenement that relates to private land notice of the application shall be given in the prescribed manner by the applicant to — a) The Chief Executive Officer of the local government; b) The owner and occupier of the private land; c) Each mortgagee of the land under a mortgage endorsed or noted on the title or land register or record relating to that land, but if there is no occupier of the land, or no such occupier can be found, the notice of the application shall be affixed in some conspicuous manner on the land Policy Implications

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Nil Financial Implications Nil Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Nil Comment Whilst Council has minimal power over whether exploration licences are approved or not it is recommended that certain conditions be presented Voting Requirements – Simple Majority

Officers Recommendation – Item 14072.4 Council acknowledges the application for Miscellaneous Licenses 70/153 and 70/154 from Extension Hill Pty Ltd and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum if the licenses are to be issued:

1. The lessee notifying the holder of any underlying pastoral or grazing lease by telephone or in person, or by registered post if contact cannot be made, prior to undertaking airborne geophysical surveys or any ground disturbing activities utilising equipment such as scrapers, graders, bulldozers, backhoes, drilling rigs; water carting equipment or other mechanised equipment.

2. The lessee's attention is drawn to the Environmental Protection Act 1986 and the Environmental Protection (Clearing of Native Vegetation) Regulations 2004, which provides for the protection of all native vegetation from damage unless prior permission is obtained

3. The lessee attention is drawn to the provisions of the: • Waterways Conservation Act, 1976 • Rights in Water and Irrigation Act, 1914 • Metropolitan Water Supply, Sewerage and Drainage Act, 1909 • Country Areas Water Supply Act, 1947 • Water Agencies (Powers) Act 1984 • Water Resources Legislation Amendment Act 2007

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4. The rights of ingress to and egress from the mining tenement being at all reasonable times preserved to officers of Department of Water (DoW) for inspection and investigation purposes.

5. The storage and disposal of petroleum hydrocarbons, chemicals and potentially hazardous substances being in accordance with the current published version of the DoWs relevant Water Quality Protection Notes and Guidelines for mining and mineral processing

6. The abstraction of groundwater from an artesian well and the construction, enlargement, deepening or altering of any artesian well is prohibited unless a current licence for these activities has been issued by the DoW.

7. Advice shall be sought from the DoW if proposing any option within a defined waterway and within a lateral distance of: • 50 metres from the outer-most water dependent vegetation of any perennial waterway, and • 30 metres from the outer-most water dependent vegetation of any seasonal waterway.

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COUNCIL RESOLUTION – ITEM 14072.4 Moved: Cr P Waterhouse Seconded: Cr H Wass Council acknowledges the application for Miscellaneous Licenses 70/153 and 70/154 from Extension Hill Pty Ltd and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum if the licenses are to be issued:

3. The lessee attention is drawn to the provisions of the: · Waterways Conservation Act, 1976 · Rights in Water and Irrigation Act, 1914 · Metropolitan Water Supply, Sewerage and Drainage Act, 1909 · Country Areas Water Supply Act, 1947 · Water Agencies (Powers) Act 1984 · Water Resources Legislation Amendment Act 2007

4. The rights of ingress to and egress from the mining tenement being at all reasonable times preserved to officers of Department of Water (DoW) for inspection and investigation purposes.

7. Advice shall be sought from the DoW if proposing any option within a defined waterway and within a lateral distance of: · 50 metres from the outer-most water dependent vegetation of any perennial waterway, and · 30 metres from the outer-most water dependent vegetation of any seasonal waterway. Carried: 7/0

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14072.5 PLANNING APPLICATION – REDLAND MINING APPLICANT: Redland Mining Pty Ltd FILE: ADM 0153 DISCLOSURE OF INTEREST: Nil AUTHOR: Peter Money - MCDS RESPONSIBLE OFFICER: Peter Money - MCDS REPORT DATE: 17th July 2014 ATTACHMENTS: Development Application Executive Summary This item recommends the Council approve the issue of a Planning Permit to Redland Mining Pty Ltd for further developments at Lot 180, 2 Downer Street Perenjori subject to the conditions listed below. Background This proposal is seeking planning approval to install a further five transportable accommodation units each accommodating 4 people at Lot 180, 2 Downer Street Perenjori. The units will have their own ablutions and will connect to the existing sewerage disposal system. This system will be assessed for compliance with the additional units at the time of the building application. It is also proposed to install more covered verandas between the units and concrete footpaths. The parking area is considered adequate and most of the occupants are bussed into the campsite. Generally the proposed development is consistent with the Town Planning Scheme 2 and the Moveable Building Policy in that the development, though in a residential area, is for accommodating a transient workforce and is therefore not of a permanent nature. The Policy therefore permits the erection of the donga type development provided it does not detract amenity of the surrounding area. As this is an extension to existing camp accommodation and provided the proposed buildings are of a suitable standard, this proposal should not have any effect of the surrounding neighbours. At this time this application is for a Planning Permit and the placement of buildings will be subject to a building application. A future application will also include details of the on-site sewerage disposal which will be subject to review by a qualified Environmental Health Officer. Extract – Moveable Buildings Policy 2.1 Council Policy on Moveable Buildings a) All applications for moveable buildings, as defined above, shall require the Council's Planning Consent prior to the issue of a Building Licence. Generally the Council is not in favour of the use of moveable buildings, especially in the townsite areas, however the Council will consider each application on its merits. b) The Council shall not permit the establishment, occupation or erection of donga type structures for residential purposes within a Townsite Boundary in Scheme Area,

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unless the site is set aside for Group Housing Accommodation and used as a camp site for accommodating a workforce. In these circumstances it may be argued that the development is not a permanent improvement, and may justify the use of such structures. In this case the Council must be satisfied that the development will not detract from the amenity of the surrounding area. c) The Council will only permit donga type structures for uses other than residential uses where it considers the use or establishment of the structure will not be in conflict with the objectives of this policy. d) The Council will only permit site built and relocated structures where it is satisfied that the standard and quality of building can satisfactorily be integrated into a residential area, and that the buildings do not contain unacceptable materials.

Statutory Environment Town Planning Scheme 2 Residential Design Codes Policy Implications Local Planning Scheme PS2 – Moveable Buildings Policy Financial Implications Nil Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Area 2: Industry and Business Development – Our Economy Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base. Consultation CEO Patience Transport Redland Mining Pty Ltd Comment The use and reuse of moveable buildings is common. The downside of this trend is that the building stock may be second-hand, may contain undesirable materials like asbestos, and may be visually out of harmony with existing buildings in the locality. Many other local governments are not permitting buildings within their districts which contain asbestos. Without the appropriate controls Perenjori could become a 'dumping ground' for such structures. To ensure that the Council has the opportunity to consider such proposals, all applications for moveable buildings, as defined above, shall require the Council's Planning Consent prior to the issue of a Building Licence.

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Voting Requirements – Simple Majority

Officers Recommendation – Item 14072.5 That planning approval be granted to Redland Mining Pty Ltd for the installation of five additional transportable accommodation units totalling 20 rooms at Lot 180, no. 2 Downer Street Perenjori in accordance with the plans provided and with the following conditions;

1. All parking of vehicles such as boats and trailers associated with the guests to be provided for within the property boundary and the street verge area is to be kept free of such vehicles.

2. Vehicle access roads and designated car parking areas shall be constructed and drained to a compacted gravel standard, and thereafter maintained to the approval of the local government.

3. All stormwater is to be disposed of on-site to the approval of the local government.

4. With regard to Condition No.3 on application for a building permit a detailed design of stormwater collection and disposal system of developed areas is to be supplied.

5. The landowner/proponent is responsible to ensure the installation and maintenance at all times of a drainage system for the disposal of surface water which: a) conveys water to an appropriate outfall; b) avoids the entry of water into a building; and c) avoids water damaging the building.

6. The landowner/proponent from time to time is responsible to ensure that the development/land use is carried out at all times to avoid the creation of a dust nuisance.

7. Structures are not permitted to be erected above any septic tank, aerobic treatment unit or drainage line if that structure: a) obstructs free access to the septic tank, aerobic treatment unit or drainage line; or b) has walls on more than three sides.

8. Any lighting device is to be positioned and shielded as not to cause any direct, reflected or incidental light to encroach beyond the property boundaries or cause any glare nuisance to any nearby residents or passing motorists.

9. All mechanical service systems (including air conditioners, pool filters etc.) are to be designed and installed to prevent emitted noise levels from exceeding the relevant decibel levels as set out in the Environmental Protection (Noise) Regulations 1997 (as amended).

10. Compliance with Moveable Buildings Policy.

11. The development is to comply with the National Construction Code.

12. The landowner/proponent is required to submit, along with a Building Permit Application, the soil classification of the subject property and construction is to achieve the requirements of the National Construction Code Series and Australian Standard AS2870 with regard to the soil classification for the subject property.

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13. Plans and specifications for the project must be deposited with the Fire and Rescue Service of Western Australia to enable them to assess their compliance with the fire requirements of the National Construction Code Series (Postal Address: PO Box P1174, Perth WA 6844).

14. Adequate notification and protection must be given to adjoining properties and buildings where compaction/vibrating equipment is to be used.

15. All operations upon this site are to comply with the requirements of the Environmental Protection (Noise) Regulations 1997 and the Environmental Protection Act in respect to noise emissions. No activities associated with the construction, establishment or installation of the development/land use shall take place between the hours of 5:00pm and 7:00am unless otherwise approved in writing by the local government.

16. The landowner/proponent is to comply with the Health (Public Buildings) Regulations 1992. In addition to this planning approval, the landowner/proponent is to submit an application to construct/alter a public building, and is to obtain approval to that application before proceeding.

17. The landowner/proponent is advised that the development will require the installation of a septic tank, which requires the approval of the local government pursuant to the Health (Treatment of Sewerage and Disposal of Effluent and Liquid Waste) Regulations 1974. The landowner/proponent is advised that septic tanks will not be approved closer than 1.2m to the foundations of any building, or the boundary of any lot. Disposal systems (ie. soakwell, leach drain) are not to be closer than 1.8m to any boundary of a lot, building, septic tank or disposal system.

COUNCIL RESOLUTION – ITEM 14072.5 Moved: Cr G Reid Seconded: Cr H Wass That planning approval be granted to Redland Mining Pty Ltd for the installation of five additional transportable accommodation units totalling 20 rooms at Lot 180, no. 2 Downer Street Perenjori in accordance with the plans provided and with the following conditions;

1. All parking of vehicles such as boats and trailers associated with the guests to be provided for within the property boundary and the street verge area is to be kept free of such vehicles.

2. Vehicle access roads and designated car parking areas shall be constructed and drained to a compacted gravel standard, and thereafter maintained to the approval of the local government.

3. All stormwater is to be disposed of on-site to the approval of the local government.

4. With regard to Condition No.3 on application for a building permit a detailed design of stormwater collection and disposal system of developed areas is to be supplied.

5. The landowner/proponent is responsible to ensure the installation and maintenance at all times of a drainage system for the disposal of surface water which: d) conveys water to an appropriate outfall;

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e) avoids the entry of water into a building; and f) avoids water damaging the building.

6. The landowner/proponent from time to time is responsible to ensure that the development/land use is carried out at all times to avoid the creation of a dust nuisance.

7. Structures are not permitted to be erected above any septic tank, aerobic treatment unit or drainage line if that structure: c) obstructs free access to the septic tank, aerobic treatment unit or drainage line; or d) has walls on more than three sides.

10. Compliance with Moveable Buildings Policy.

11. The development is to comply with the National Construction Code.

14. Adequate notification and protection must be given to adjoining properties and buildings where compaction/vibrating equipment is to be used.

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Waste) Regulations 1974. The landowner/proponent is advised that septic tanks will not be approved closer than 1.2m to the foundations of any building, or the boundary of any lot. Disposal systems (ie. soakwell, leach drain) are not to be closer than 1.8m to any boundary of a lot, building, septic tank or disposal system. Carried: 7/0 Cr Cunningham declared a financial interest in the next item 14072.6. As he maybe engaged in excavation works from the applicant. 2.16pm Cr J Cunningham left the meeting.

14072.6 APPLICATION FOR MISCELLANEOUS LICENCE – SINOSTEEL APPLICANT: SINOSTEEL MIDWEST CORPORATION LIMITED FILE: ADM 0216 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY – MCDS REPORT DATE: 17th JULY 2014 ATTACHMENTS: MAPS Executive Summary This report recommends that Council acknowledges the application a miscellaneous mining license 59/148 for Sinosteel Midwest Corporation Limited and recommends to the DMP that certain conditions be imposed Background Correspondence has been received from Hetherington Exploration & Mining Title Services advising the Shire that an application for a miscellaneous license that has been submitted to the Department of Mines and Petroleum (DMP) on behalf of Sinosteel Midwest Corporation Limited. The licence number is 59/148. All applicants have a requirement to notify the respective local government of applications for the licences. They have provided location plans detailing land area to be explored. Details of the application is attached to this report. Statutory Environment Mining Act 1978

21 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014 occupier can be found, the notice of the application shall be affixed in some conspicuous manner on the land Policy Implications Nil Financial Implications Nil Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Nil Comment Whilst Council has minimal power over whether exploration licences are approved or not it is recommended that certain conditions be presented

Voting Requirements – Simple Majority

Officers Recommendation – Item 14072.6 That Council acknowledges the application for Miscellaneous Licenses 59/148 from Sinosteel Midwest Corporation Limited and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum if the licence is to be issued:

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4. The rights of ingress to and egress from the mining tenement being at all reasonable times preserved to officers of Department of Water (DoW) for inspection and investigation purposes.

COUNCIL RESOLUTION – ITEM 14062.6 Moved: Cr L Butler Seconded: Cr H Wass That Council acknowledges the application for Miscellaneous Licenses 59/148 from Sinosteel Midwest Corporation Limited and requests that conditions 2, 527, 606, 607, 608, , 610, 612 of the DMP Standard Conditions/Endorsements be imposed by the Department of Mines and Petroleum if the licence is to be issued:

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4. The rights of ingress to and egress from the mining tenement being at all reasonable times preserved to officers of Department of Water (DoW) for inspection and investigation purposes. 5. The storage and disposal of petroleum hydrocarbons, chemicals and potentially hazardous substances being in accordance with the current published version of the DoWs relevant Water Quality Protection Notes and Guidelines for mining and mineral processing 6. The abstraction of groundwater from an artesian well and the construction, enlargement, deepening or altering of any artesian well is prohibited unless a current licence for these activities has been issued by the DoW. 7. Advice shall be sought from the DoW if proposing any option within a defined waterway and within a lateral distance of: · 50 metres from the outer-most water dependent vegetation of any perennial waterway, and · 30 metres from the outer-most water dependent vegetation of any seasonal waterway. Carried: 6/0 Cr J Cunningham re-entered meeting at 2.18pm

14073 ECONOMIC AND COMMUNITY DEVELOPMENT

14073.1 BLUES FOR THE BUSH CONCERT AND OPEN DAY PROGRESS REPORT APPLICANT: SHIRE OF PERENJORI FILE: ADM 0494 DISCLOSURE OF INTEREST: NIL AUTHOR: SAM PARKER – ECDC RESPONSIBLE OFFICER: ALI MILLS - CEO REPORT DATE: 17th July 2014 ATTACHMENTS: MILESTONE TABLE AND BLUES FOR THE BUSH SUPPLIERS SECURED TO DATE. Executive Summary This item seeks Council’s acceptance of the Blues for the Bush Concert and Open Day report for the month of June 2014. Background Council made a 3 year commitment to conduct of the Blues for the bush event, in partnership with Bush Heritage Australia at the ordinary Council meeting held on the 19th December 2013, endorsing the following recommendations: 1. Council endorse the conduct of the Blues for the Bush and Community Open Day to be run in October 2014 and furthermore in 2015 and 2016 in partnership with Bush Heritage Australia.

2. That the Shire of Perenjori CEO be authorised to sign the MOU between Bush Heritage

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Australia and Shire of Perenjori for 2014 -2016.

The following information provides a summary of actions to date:

Event Status: During June, the Event Team has moved its focus from planning, into the second phase which is the implementation of the Marketing and Promotional Plan for the event as well as ensuring the logistics and site supply requirements of the event are in place.

Site planning has been a focus this past month with the newly contracted Site Manager visiting Charles Darwin Reserve to conduct a thorough audit of the site. The Event Team used this visit to develop an initial scope for the event site and also to discuss the creative aspects for both the program and event site.

June has seen the Marketing and Media schedule for the event being rolled-out with steps in place to ensure the promotional campaign (from July-October) will be implemented smoothly. July will be an exciting period in the development of the event with the focus turning from the logistical and infrastructure requirements to the creative elements that will assist in delivering a standout event.

To date, all key Event Milestones (as per accompanying document) have been met. Budget and Expenditure: To date, the following income and expenditure has been registered for the event.

INCOME $5000 Brookfield Rail

EXPENDITURE $4285 Project Management Fees $1940 Marketing and design $150 Advertising in local print

Sponsorship: With the start of the new financial year the sponsorship team have secured a Platinum Sponsor for the Blues for the Bush Concert and Open Day. This sponsor is Mount Gibson Mining Ltd and they are contributing $50,000.

Additional sponsorship that has been confirmed includes: Aurizon $2,000 Sinosteel $5,000 Coates Hire value equivalent to Bronze sponsorship (up to $9,999) Top Iron $5000

Key Event Logistics: Key Event Logistics and ‘big ticket’ items are all but confirmed and locked in with suppliers. This includes, but is not limited to:

• Ablutions • Fencing

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• Event Security • Waste Management • Stage & Sound Production • Power requirements

Please refer to the accompanying detailed planning spreadsheet ‘suppliers booked to date’ which details the suppliers who have been contracted, the services/products they will provide costs and budget area.

Bar and Catering: The Carnamah Perenjori Football Club (CPFC) has expressed an interest in running the bar at the event. Letters were sent out to local groups and posters placed around the Shire inviting groups to communicate their interest. They are the only community group/organisation to express a desire to undertake this responsibility.

The CPFC have successfully undertaken similar bar management roles in the past and as such the Event Team are confident the organisation can provide a well-run service at the event

The Event Team will oversee the process of engagement of the bar managers to ensure all stipulated requirements can be met. These requirements include adhering to all liquor licensing requirements as well as the purchase of alcohol for the event from a local supplier.

Angela the events Catering Coordinator and Theaker, Creative Director, have developed a vision for the catering ‘hub’ at the event. This will be shown in more detail in the site Plan at a later date however it encourages communal dining in a well shaded area (during the day) with festive bunting and lighting used to create a ‘carnival’ or ‘laneway’ feel.

To date food options for the event will include:

• Mexican fare • Wood fired pizza • Gourmet Burgers • Vegetarian & vegan food (salads, curries and pasta dishes) • Freshly squeezed juices and smoothies and fresh brewed coffee • Ice cream

Angela has been in contact with a catering company from Kellerberrin who are capable of providing goods and services to the VIP’s at the event as well as holding a food stall (gourmet burgers). They also plan on offering breakfasts on Sunday morning. VIP menu options will be confirmed in the coming weeks.

Site Development and Safety: The visit to the Event Site has led to the development of the first version of the Site Plan. The Site Manager is currently formatting the plan to ensure it is a comprehensive and user friendly document that can be applied to the many necessary different applications. The updated version of the Site Plan will be presented to the Steering Committee by the 14th of July.

It will then be reviewed by the Steering Committee, before being sent through to LGIS for feedback to ensure the event meets the requirements of the insurance being providing.

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The main changes expected in the development of the event site, as compared to the 2013 event are:

• The combination of the day and night event sites into the one arena. • The inclusion of less intrusive fencing materials instead of the high weld mesh panels used in 2013. • A catering ‘hub’. • Open vistas and the natural bushland incorporated into the design. • Creative use of lighting.

Ticket Sales: The ticketing platform ‘EventBrite’ has been set up as an easy and accessible option for people to purchase their tickets online. Tickets will automatically go on sale from 9.00am on the 1st July 2014. Last year, we sold 700 tickets. This year our aim is to issue 1,000.

‘EventBrite’ is a proven and robust platform that, amongst other features, will allow attendee data to be collected for future use.

A meeting has been planned with the Event Manager and Shire of Perenjori administrative and finance staff to ensure the manual ticketing system works just as well.

Ticket prices have been set at $50 for adults and $15 for children (4-17). Tickets include event entry (no meal voucher). There is only the one type of ticket for sale. VIP tickets will be distributed at the discretion of the Steering Committee and Project Sponsors.

Ticket sales are not expected until the marketing campaign is in full swing.

Program: The first draft of the Open Day program is attached. This has been developed with the direction and input from the Creative Director and Steering Committee. Key note speakers are due to come on board in the near future enabling the Gundawa program to be finalised.

The program contains these key areas or themes:

• Children’s Entertainment & Youth Tent • The Gundawa Program ‘Collaboration across landscapes’ • The Good Life – ‘The butcher, the baker and the candlestick maker’ • Event Hub – official opening, afternoon tea and displays • Reserve Tours

The lineup for the concert has been confirmed, and has one space available to open the Show. The Event Team is seeking a local act to fill this spot and is in discussions with some possible performers.

The concert will include performances from: • The Yearlings & Sara Tindley (SA) • Chris Russell’s Chicken Walk (VIC) • Hat Fitz and Cara (QLD) • Junior Bowles & Band (WA)

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Marketing: The Marketing and Communications Plan is now being implemented. The concentration of marketing and media activities will be in line with the Ticket Sales period being from 1st July to the event.

The www.bluesforthebush.org.au website has been redeveloped and will continue to be updated in the lead up to the event. The first media release for the event was distributed on the 30th June. A well thought out and staggered approach will be adopted in relation to the announcement of the concert performers and key elements of the open day. These announcements will happen concurrently across all identified media channels to ensure maximum exposure.

During July, the marketing of the event will focus on selling tickets and will include paid advertising in the Mid-West Times and Geraldton Guardian as well as Facebook campaigns, poster campaigns and competitions.

Key Milestones: Key milestones achieved for this project this past month, as per the attached document, include:

• 1st Draft of the Open Day Program (as accompanying) • 1st Site Plan Developed (will be available for distribution from 14th July) • Key Suppliers Confirmed • Blues for the Bush Concert Line Up Confirmed

In July, the Event Team will aim to meet these milestones:

• Tickets on Sale from 1st July • Registration system for the Reserve Tours

In addition to the above milestones, the Event Team will progress with:

• Implementing the Marketing Campaign; • Developing VIP invites for distribution; • Confirmation of Open Day program and securing key speakers; • Finalising the partnership with the proposed Bar Managers; • Developing the concept for VIP hospitality at the event; • Engaging with the caterers to ensure all necessary compliance documents are completed. Statutory Environment Nil Policy Implications Nil Financial Implications There will be financial implications for the 2014/15 budget, for $40,000, and proposed equal commitments for 2015/16 and 2016/17 budgets.

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Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs.

Area 2: Industry and Business Development – Our Economy Goal: Fostering and maximising growth across the economy, embracing opportunities for diversifying and strengthening our economic base.

Area 4: Investing in Community Capacity – Civic Leadership Goal: Supporting community’s strong volunteering culture and supporting community leaders to grow and develop. Consultation Bush Heritage Australia, Left of Centre, ECDC, CEO Comment There has been a big flurry of activity, as phase 2 of the plan is implemented, with a marketing and promotional campaign being rolled out. The planning for the event is progressing very well and with a platinum sponsor on board this is a great result, and puts the event in a great position. Voting Requirements – Simple Majority

Officers Recommendation – Item 14073.1 That Council receive the Blues for the Bush report for June 2014 as presented.

COUNCIL RESOLUTION – ITEM 14073.1 Moved: Cr J Hirsch Seconded: Cr H Wass That Council receive the Blues for the Bush report for June 2014 as presented Carried: 7/0

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14074 INFRASTRUCTURE SERVICES

14074.1 ROAD MAINTENANCE JUNE 2014 APPLICANT: SHIRE OF PERENJORI FILE: R200 DISCLOSURE OF INTEREST: NIL AUTHOR: KEN MARKHAM – MIS RESPONSIBLE OFFICER: KEN MARKHAM – MIS REPORT DATE: 9th JULY 2014 ATTACHMENTS: MAP Executive Summary Listed are the roads graded for the month of June 2014.

Warriedar Coppermine road Keegan road Farrs road Cannon East road Old Well road Solomon road Taylors road Lochada road Summers road Rowe road Forte road Rowe road Metcalfe road Chappel road

Background Nil Statutory Environment Local Government Act 1995 S3.1 – the general function of Local Government is to provide for the good government of people in its district. Policy Implications Nil Financial Implications As per road maintenance budget Strategic Implications Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment Goal: A Community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Works Supervisor Maintenance Crew

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Comment Maintenance grading carried out for the month of June was done by Council graders and a contractor. Voting Requirements – Simple Majority

Officers and Committees Recommendation – Item 14074.1 That the road maintenance report for June 2014 be accepted as presented.

COUNCIL RESOLUTION – ITEM 14074.1 Moved: Cr G Reid Seconded: Cr P Waterhouse That the road maintenance report for June 2014 be accepted as presented. Carried: 7\0

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Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14074.2 PROPOSED PLANT REPLACEMENT BUDGET APPLICANT: SHIRE OF PERENJORI FILE: ADM 0339 DISCLOSURE OF INTEREST: NIL AUTHOR: KEN MARKHAM – MIS RESPONSIBLE OFFICER: KEN MARKHAM – MIS REPORT DATE: 9th JULY 2014 ATTACHMENTS: SPREADSHEET

Executive Summary The 10 year plant replacement budget has been reviewed and is being presented for endorsement for the 2014/2015 financial year. Background The 10 year Plant replacement program was developed to assist the Perenjori Shire Council with the management of its plant and vehicle fleet, providing optimum replacement timeframes. The following changes have been made to the plant replacement budget.  A new ride on mower has been added to the budget for the Latham Golf Club.  A set of gang mowers for the Perenjori oval/ hockey grounds.  The Community bus has been included in the plant replacement spreadsheet but will be partly funded from the Community Bus Reserve. To accommodate these additions, two utilities have been moved to the 2015/16 financial year. The replacement of the grader, which is Council owned, has been deferred. The Chief Executive Officers vehicle is now scheduled for replacement every two years. The other vehicle scheduled for replacement is the gardeners Hino tipper. The Manager Corporate and Development Services vehicle has been deferred for one year. Statutory Environment Local Government Act 1995 S3.1 – the general function of Local Government is to provide for the good government of people in its district. Policy Implications Nil Financial Implications The Community bus is to be funded partly from the Community bus reserve. There is also an allocation of $50,000 from a grant. $54,000 will be transferred from Plant Reserve, to cover the Tipper and Mower (part of) Council will need to contribute $45,000 overall to cover the shortfall.

36 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Strategic Implications Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment Goal: A Community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Works Supervisor Chief Executive Officer Comment The addition of a new ride on mower for the Latham Golf Club is due to the current machines becoming increasingly unreliable and requiring extensive repairs to keep them going. The proposal for a set of gang mowers for the oval and hockey ground is to significantly reduce the time the gardener spends on mowing these two areas with the current mower. It is proposed to keep the existing mower for use in the other areas of the Parks and gardens. This would be scheduled for replacement in the 2015/16 financial year.

After consulting with the CEO, it was decided to change CEO vehicle every two years. The community bus has been included in the schedule and hopefully a grant can be secured to assist with the replacement. There are some funds in the reserve, but for the last 4- 5 years we have obtained prices to replace the bus and have not had sufficient funds. The Volvo grader is due for replacement but has been deferred to the 2015/16 financial year. The Manager of Corporate and Development Services vehicle has also been deferred. Voting Requirements – Simple Majority

Officers and Committee Recommendation – Item 14074.2 That Council endorse the proposed 10 year plant replacement program for 2014/2015 financial year.

COUNCIL RESOLUTION – ITEM 14074.2 Moved: Cr J Hirsch Seconded: Cr J Cunningham That Council endorse the proposed 10 year plant replacement program for 2014/2015 financial year. Carried: 7\0

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38 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

39 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

2.38pm David Fong leaves meeting

14074.3 DRAFT ROAD PROGRAM 2014/15 APPLICANT: SHIRE OF PERENJORI FILE: ADM 0339 DISCLOSURE OF INTEREST: NIL AUTHOR: KEN MARKHAM – MIS RESPONSIBLE OFFICER: KEN MARKHAM – MIS REPORT DATE: 9th JULY 2014 ATTACHMENTS: SPREADSHEET

Executive Summary This report seeks Council endorsement of the Road Program for 2014/2015. Background A draft road program for the 2014/15 financial year was prepared for review by the Plant and Works Committee at the June Plant & Works meeting for recommendation to Council. At the time of the June meeting, information from Main Roads regarding funding for Regional Road Group projects had not been forthcoming.

Each year a draft road program is presented to Council for consideration and adoption for the upcoming financial year. Council has received formal notification that three projects have not been funded through the Regional Road Group allocations for the 2014/15 financial year. This is due to State government cuts to the funding. The three projects were:  Perenjori Rothsay road, slk 29 – 32.2km. $450,000  Perenjori Rothsay road, slk 32.2 – 35.5km. $450,000  Boundary road – seal widening. $450,000 With the loss of these projects, a revised proposed road program for the 2014/15 financial year is being presented to Council for endorsement. Statutory Environment Local Government Act 1995 S3.1 – the general function of Local Government is to provide for the good government of people in its district. Policy Implications Nil

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Financial Implications The proposed budget for the 2014/15 road program is currently at $2.5450 million dollars of which Council needs to allocate $1,396,130 of Council and FAG’s money Strategic Implications

Area 1: Infrastructure and Natural Assets – Our Natural and Built Environment Goal: A Community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs Consultation Main Roads CEO Council Comment The three projects that did not receive funding have been listed as reserve. This means that depending on their score, they may become eligible for funding if other Local Governments were to withdrawal projects. This could cause issues as the Council needs to find 1/3 funding for each project. The better option would be to re- submit the three projects for the 2015/16 financial year. Voting Requirements – Simple Majority

Officers and Committee Recommendation – Item 14074.3 That Council endorse the Road Program for 2014/15 for the 2014/15 budget. 2.41pm David Fong re- enters meeting COUNCIL RESOLUTION – ITEM 14074.3 Moved: Cr L Butler Seconded: Cr P Waterhouse That Council endorse the Road Program for 2014/15 for the 2014/15 budget. Carried: 7\0

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42 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14075 GOVERNANCE 2.45pm Cr P Waterhouse leaves meeting 2.47pm Cr P Waterhouse re-enters meeting 2.48pm Cr L Butler leaves meeting 2.50pm Cr L Butler re-enters meeting

14075.1 SHIRES OF MORAWA AND PERENJORI STRATEGIC WASTE MANAGEMENT PLAN 2014-2018 APPLICANT: SHIRE OF PERENJORI FILE: ADM 0214 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS - CEO RESPONSIBLE OFFICER: ALI MILLS -CEO REPORT DATE: 17TH JULY 2014 ATTACHMENTS: The Shire of Morawa – Perenjori Strategic Waste Management Plan 2014-2018 Executive Summary The purpose of this report is for Council to consider the following;

 Endorsement of the presented Shires of Morawa and Perenjori Strategic Waste Management Plan (SWMP) 2014 – 2018 to rationalise and improve the Shire of Morawa and Perenjori waste management infrastructure and services.

 Consider if any changes to the recommendations and recommended actions are required to the plan.

 The Shire of Perenjori formally resolves to become a regional grouping known as the Shires of Morawa and Perenjori Regional Waste Group for the purpose of addressing waste management in the Shires of Morawa and Perenjori

 The Shire of Perenjori appoints its Chief Executive Officer to form a Regional Waste Group with the Shire of Morawa.

Background The Shires of Morawa and Perenjori landfills are reaching capacity and as a means of resolving the issue the Shires have developed a Strategic Waste Management Plan (SWMP) with assistance from Dallywater Consultancy utilising funding received from the Waste Authority.

The Waste Authority is a statutory body established under the Waste Avoidance and Resource Recovery Act 2007 and has funding programmes available to regional grouping of

43 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014 local government authorities to provide regional waste management solutions. Regional grouping can be a minimum of two local authorities.

Hence the Shire of Morawa and Perenjori jointly applied and were successful in obtaining a grant from the Waste Authority to have the SWMP developed. The purpose of developing the SWMP was not only to provide a strategy for resolving waste management in the two shires but also as a mechanism to make a funding application to the Waste Authority for the formation of a sub-regional landfill within the Shires of Morawa and Perenjori.

Development of the Morawa- Perenjori SWMP has been extracted from the previous Midwest Regional Council SWMP 2009-2013 which has not yet been implemented due to a lack a funding and resources.

Discussions have been held between the Shires of Morawa and Perenjori Chief Executive Officers to formalise the SWMP plan.

Further discussion with The Waste Authority regarding the forming of a regional grouping for the two shires to deal with the waste management issue was approved by the authority with funding of $5000 being allocated for the development of the SWMP.

To formalise the funding final approval of the establishment of a Morawa Perenjori Regional Council Group is required along with the endorsement of the SWMP document in the presented format.

The Executive summary on page three and four of the SWMP provides detail of the reasons for and purpose of how the plan can be utilised to rationalise and improve the region’s waste management infrastructure and services by:

Closing the Morawa, Perenjori and Latham landfills to the public and constructing a Resource Recovery Park(RRP) and Subregional Landfill;

Constructing Materials Transfer Stations (MTSs) to Morawa and Perenjori and Drop Off Centres (DOCs) to all the town sites; and

Implementing a hook lift bin system to service the MTSs and DOCs (and eventually other local government and industry customers).

Undertaking education programs to enhance the implementation of the waste minimisation programs and initiatives.

Preparing Waste Minimisation Plans for both LG operations.

Developing a formal regional waste management cooperation to manage the rationalisation process.

Enhancing regional recycling and avoidance via development and application of financial incentives for segregated or “clean stream” loads at the gates of all facilities.”

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The development of the RRP and landfill, construction of the MTSs and DOCs and implementation of the hook lift collection system are the most critical aspects as without these, the majority of the remaining activities either cannot be progressed or will not progress at a rate commensurate with the State’s diversion and minimisation efforts.

A further application to fund these activities has been submitted to the Waste Authority. Details of the submitted application are in an accompanying report to Council. Statutory Environment Local Government Act 1995 Waste Avoidance and Resource Recovery Act 2007 Policy Implications Nil Financial Implications Subject to further funding from the Authority and 2014-15 Council budget considerations, the SWMP will form a strategy towards resolving waste issues for the Shires of Morawa and Perenjori. Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs. Consultation Council has been kept informed of the need for and progress of this strategy Dallywater Consulting Shire of Morawa Comment The opportunity for funding provided the need to progress the planning along with each Shire receiving notices from the State Government Industry Regulation team regarding non- compliance issues within our facilities. The existing facilities for Perenjori and Morawa do not meet current standards, with significant resources required to get them to base level of what is required. It is timely to now move towards a more sustainable solution working cooperatively with the Shire of Morawa to tap into regional funding.

Council not participating in the SWMP could lead to the closing of the landfill by the Department of Environment and Regulation at a greater cost to Council as the waste will have to be transported to a landfill in another authority. Additionally being involved in the regional process should lead to Council reducing the cost of waste management in the future.

45 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Voting Requirements – Simple Majority

Officers Recommendation – Item 14075.1 That Council: 1. Resolves to formally become a regional grouping known as the Shire of Morawa- Perenjori Regional Waste Group for the purpose of addressing waste management in the Shires of Morawa and Perenjori.

2. Endorse “The Shire of Morawa-Perenjori Strategic Waste Management Plan (SWMP) 2014 – 2018” (June 2014) as presented and prepared by Dallywater Consultancy.

3. Endorses Councillor______to represent the Council with the CEO on the Shire of Morawa-Perenjori Regional Waste Group.

COUNCIL RESOLUTION – ITEM 14075.1 Moved: Cr H Wass Seconded: Cr G Reid

That Council: 1. Resolves to formally become a regional grouping known as the Shires of Morawa and Perenjori Regional Waste Group for the purpose of addressing waste management in the Shires of Morawa and Perenjori.

2. Endorse “The Shires of Morawa and Perenjori Strategic Waste Management Plan (SWMP) 2014 – 2018” (June 2014) as presented and prepared by Dallywater Consultancy.

3. Endorses Councillor J Cunningham to represent the Council with the CEO on the Shires of Morawa and Perenjori Regional Waste Group. Carried: 7\0

46 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14075.2 SHIRES OF MORAWA AND PERENJORI REGIONAL COUNCIL GROUP (RCG) REGIONAL MATERIALS RECOVERY PROJECT – FUNDING APPLICATION APPLICANT: SHIRE OF PERENJORI FILE: ADM 0137 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS - CEO RESPONSIBLE OFFICER: ALI MILLS -CEO REPORT DATE: 17TH JULY ATTACHMENTS: The Shires of Morawa and Perenjori Regional Materials Recovery Project application to the Waste Authority Executive Summary The purpose of this report is for Council to endorse the “Morawa Perenjori Materials Recovery Project funding application” and authorise the Chief Executive Officer to be a joint signatory with the Shire of Morawa Chief Executive Officer.

Background Councils Chief Executive Officer in liaison with the Shire of Perenjori and Dallywater Consultants has submitted a funding application to the Waste Authority of WA, to rationalise and improve the region’s waste management infrastructure and services.

In 2013, the Shires of Morawa and Perenjori conducted an internal assessment of their waste management requirements and developed a Strategic Waste Management Plan (SWMP), based on a review of the 2009 Mid -West Regional Council (MWRC) SWMP which was to deliver a strategy to address the waste management services for several shires across the North Midlands.

The MWRC is proceeding with a process of dissolution with actions from the review of the SWMP sitting idle. In the absence of any regional activity stemming from the actions of that SWMP, there is still a need to establish a subregional landfill which provides facilities to reduce the amount of waste being sent to landfill and implement diversion systems to service the region.

The Waste Authority of Western Australia provides a Regional Funding Program for Local Government Authorities for Regional Groupings of local authorities to improve waste management practices in the region. Funding approval is through an application process.

Applications are assessed on an as needs basis and project evaluation and require a contribution of twenty percent (20%) of the total funding requested by the applicant. The Shires of Morawa and Perenjori have submitted an application requesting one million five hundred thousand dollars ($1.5 million) for a project which is detailed in the attached application. Each shire has made provision for one hundred and fifty thousand dollars ($150,000) in their 2014-2015 years financial budget for the twenty percent contribution required. The application can be withdrawn at any time.

47 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Councils Chief Executive Officer in liaison with the Shire of Morawa and Dallywater Consultants submitted a funding application to the Waste Authority of WA, to rationalise and improve the region’s waste management infrastructure and services by:

Closing the Morawa, Perenjori and Latham landfills to the public and constructing a Resource Recovery Park(RRP) and Subregional Landfill;

Constructing Materials Transfer Stations (MTSs) to Morawa and Perenjori and Drop Off Centres (DOCs) to all the town sites; and

Implementing a hook lift bin system to service the MTSs and DOCs (and eventually other local government and industry customers).

Undertaking education programs to enhance the implementation of the waste minimisation programs and initiatives.

Preparing Waste Minimisation Plans for both LG operations.

Developing a formal regional waste management cooperation to manage the rationalisation process.

Enhancing regional recycling and avoidance via development and application of financial incentives for segregated or “clean stream” loads at the gates of all facilities.”

The application was required to be submitted by the 4th July 2014 to ensure it met the timeline requirements. The Shires joined together to form an RG to source funding for key infrastructure, plant and equipment which is described in the attached application and detailed below. The project consists of the following key elements:  Purchase of a parcel of land of up to 1000 hectares in size situated midway between Perenjori and Morawa and obtaining approvals for the land to be used for the following distinct purposes:

 Resource Recovery Park (RRP); and  Subregional Landfill.

It is noted that while the land has not yet been purchased, the Shire of Perenjori and Morawa are in the process of securing a site for purchase and conducting the preparatory negotiations such that purchase and transfer of land ownership which hopefully can be completed within 12 weeks of advice of funding approval.

 Construction of an onsite materials diversion facility at the RRP including material set down areas, materials separation and sorting area, stockpile areas, a shed for baling and processing recyclable materials and for interim storage of baled materials, drop off bins, bin store and waste transfer area.  Construction of a subregional Class II landfill facility to the rear of the RRP.

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 Construction of transfer stations and associated drop off facilities in Perenjori and Morawa and the provision of drop off facilities at Latham and three other small town sites within the region;  Closure of the three Class II landfills within the region to the public; and  Purchase of a Hook lift low loader, eight 30m3 hook lift bins and 8 smaller (e.g. 10m3) bins for the collection and movement of diverted material and 30m3 waste transfer bins for use at the transfer stations. In addition to the costs associated with land purchase of the RRP and landfill site, Council will be funding the disposal elements of the project, namely;

a. Development of the new landfill including licensing, survey, clearing, fencing, internal roads, trenches, other site works, bores, plant, equipment, compactor etc; and

b. Hook lift bins for the transfer of waste material from the transfer stations to the subregional landfill.

To meet the requirements of the application Council has been requested to authorise the Chief Executive Officer from each shire to be signatories to the application.

Statutory Environment Local Government Act 1995 Waste Avoidance and Resource Recovery Act 2007 Policy Implications Nil Financial Implications Subject to further funding from the Authority and 2014-15 Council budget considerations, the SWMP will form a strategy towards resolving waste issues for the Shires of Morawa and Perenjori. A budget comparison for annual running costs is being prepared.

Previous data and information obtained from external sources and waste management agencies as ‘in confidence documents’, indicate the annual cost for the two shires to transport waste to Geraldton would be in excess of one hundred thousand dollars ($100,000 per annum) Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs.

Consultation Council has been kept informed of the need for and progress of this strategy

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Comment The application provides an opportunity for both Morawa and Perenjori Shires to address the current deficiencies with the landfills currently operating. Without this long term solution both Councils could find themselves in difficult positions trying to address non-compliance issues and having to resort to expensive transporting of waste to a larger site like Geraldton.

Voting Requirements – Simple Majority

Officers Recommendation – Item 14075.2 That Council authorize the Chief Executive Officer to be a joint signatory with the Chief Executive Officer from the Shire of Morawa for the Morawa Perenjori Materials Recovery Project funding application 2014.

COUNCIL RESOLUTION – ITEM 14075.2 Moved: Cr J Hirsch Seconded: Cr P Waterhouse That Council authorize the Chief Executive Officer to be a joint signatory with the Chief Executive Officer from the Shire of Morawa for the Morawa Perenjori Materials Recovery Project funding application 2014. Carried: 7\0

14075.3 YARRA YARRA CATCHMENT MANAGEMENT GROUP (YYCMG) – REQUEST FOR SUPPORT APPLICANT: YYCMG FILE: ADM 0161 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS - CEO RESPONSIBLE OFFICER: ALI MILLS - CEO REPORT DATE: 17th July 2014 ATTACHMENTS Letter from YYCMG Chairperson Executive Summary This item asks Council to receive the request from the Yarra Yarra Catchment Management Group (YYCMG) to give consideration to providing a letter of support and contributing towards the cost of an employee to oversee the administration, maintenance and management of the YYCMG. Background The Shire of Perenjori was an initial participating Shire in the Yarra Yarra Catchment Regional Council (YYCRC) regional local government together with the Shire’s of Koorda, Morawa, Dalwallinu, Three Springs and Wongan-Ballidu.

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Each participant was making an annual contribution towards the amount necessary to meet any deficiency in the annual budget of the YYCRC, in the following proportions: Shire of Dalwallinu - 30.1% Shire of Koorda 5.2% Shire of Morawa - 24.7% Shire of Perenjori - 28.0% Shire of Three Springs - 8.6% Shire of Wongan – Ballidu 3.4%

Capital contributions, if required, were to be made in the same proportions. In 2009 the Shires of Dalwallinu, Koorda and Wongan-Ballidu withdrew from the YYCRC, leaving the remaining three Shires to operate the Council. The YYCRC was officially dissolved on 31 May 2014, and the YYCMG are now concerned about the ongoing maintenance and administration of the drains, fencing, monitoring, etc. It would appear from the letter that the Wheatbelt Catchment Alliance has not been successful in obtaining Federal Government funding. The letter talks about contributions that were made to the YYCRC be diverted to the YYCMG for the employment of an Independent Catchment Coordinator. It seems the role would be quite diverse from administration to Landcare functions, including the monitoring of drains and bores.

YYCMG are looking at establishing a Land Conservation District which may still require the support of the original participating councils to employ a Catchment Coordinator. It should be noted that a Land Conservation District is able to apply to levy rates from the properties within its boundaries. Discussions with the Chairperson of YYCMG, Peter Syme has indicated the following:  Overall there are 16 drains to manage and monitor, with approximately one drain in each catchment area;  The drains need monitoring, cleaning out at least twice yearly;  Contributions are being received from land owners ($ amounts and numbers not stated)  Accounts need to be sent out and followed up;  YYCMG don’t fit NACC guidelines or funding, and they don’t currently work together;  YYCMG consist of approx. 5 people who are all volunteers, with the need to grow membership. Discussions with Northern Agricultural Catchment Council (NACC) CEO, Shelley Spriggs indicated the following:  Funding has been withdrawn for the Natural Resource Management Officers who facilitated the work spoken about above;

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 Drainage work is not well supported by the science, DAFWA or NACC in general;  There seems to be a shifting of State Government functions to Local Government with increasing demands for support from such land care type groups which could prompt the need for Local Government to carefully think about our role in this and long term measures to address such demands and needs in our community. Feedback from other Shires:  Shire of Morawa have an inclusion of financial support in their draft budget for 2014/15 however have indicated it is likely to be removed;  Shire of Three Springs has stated their Council is not able to support financially;  Shire of Dalwallinu has indicated they are considering and have requested a presentation by the YYMCG to Council this month;

Income generating options to support Landcare, Biodiversity requests Councils MCDS has conducted some research into the possibility of applying a special levy, or rate and has identified the following issues:

 Section 6.37 of the Local Government Act (the Act) permits the imposition of Specified Area Rate (SAR) for the purpose of meeting the cost of the provision of a specific work, service or facility. This applies if the ratepayers funding the SAR have benefitted or will benefit; have access to will have access to; have or will contribute to the specified work, service or facility.

 The funds raised from the SAR must be used for the purpose for which they were raised – if they are not they must be refunded to the ratepayers concerned.

 The difficulty with SAR is that the service or works for which the funds are raised must be provided by the local government. The diversion of the funds to another organisation to provide the service or work is not permitted. This is confirmed in the s6.37 of the Act in which is states …. “for the purpose of meeting the cost of the provision by it of a specific work, service or facility.” The ‘it’ being the local government.

After discussion with the Department of Local Government it is suggested that a better option for the Council may be to increase the rate in the dollar on rural properties which will provide the income needed to fund the identified projects. A nominated percentage or a part of the rate in the dollar for the rural rate could be quarantined each year in the budget for the specific purposes that the Council wants to fund.

As an example the Council can specify in the budget that it is increasing the UV rural rate in the dollar by X cents in the dollar which will raise $X which will be allocated to a special

52 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014 account for expenditure on the nominated rural projects. If Council were to raise $30000 for a year from rural properties this would equate to an approximate 7% rate rise. This would be able to be applied this year as it falls within the advertised range of differential rates. This amount does not take into consideration any additional discounts that may apply.

Funds raised through the collection of rates will be matched $ for $ by DAFWA.

The Shire of Dalwallinu currently invoices it’s rural rate payers to raise income to assist with the funding of the Wild Dog Control Programme.

Current and Past Commitments to Land care, Bio diversity Projects

The Shire of Perenjori has contributed funds to the following projects in the past:

 Northern Farming Futures Group $5000

 Wild Dog Control Project $15000

 YYCRC $13000

This years proposed budget has included:

 Northern Farming Futures $5000

 Wild Dog Control Budget $20000

Statutory Environment Local Government Act 1995 Waste Avoidance and Resource Recovery Act 2007 Policy Implications Nil Financial Implications If Council would like to financially contribute an allocation would need to be made in the 2014/15 budget. Strategic Implications Area 1: Infrastructure and Natural Assets - Our Natural and Built Environment Goal: A community that develops and lives sustainably in a thriving natural and quality built environment, which meets current and future community needs. Consultation Shires of Morawa, Three Springs, Dalwallinu, and Chapman Valley NACC YYCMG DAFWA Shire President Deputy Shire President

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Comment Initially the group are very keen for Council support in principal, and have requested a letter of support for their efforts to gain State Government funding. Providing financial support would rely on increased income for the Shire, or a cutting of another area in the budget. There is an option for Council to consider increasing the rate in the dollar for rural properties to 7%, which would raise income of approx. $30,000 for the year. Voting Requirements – Simple Majority

Officers Recommendation – Item 14075.3 That Council: 1. Resolves to support the YYCMG efforts to maintain the existing drain system and writes a letter of support formally stating this.

2. Increases rural property rates to 7% for the purpose of Land Care Management strategies including Bio Diversity programs, and to allocate the funds raised to a special account.

3. Seeks further information from YYCMG regarding their proposal, accountability, funding opportunities, structure of the group including management and staffing.

At 3.21pm the Council adjourned for a short break Council resumed its meeting at 3.35pm COUNCIL RESOLUTION – ITEM 14075.3 Moved: Cr J Cunningham Seconded: Cr H Wass Following discussion on these three recommendations, the President with consensus of the meeting decided to move the items separately. That Council: 1. Resolves to support the YYCMG efforts to maintain the existing drain system and writes a letter of support formally stating this. Moved: Cr J Hirsch Seconded: Cr H Wass Carried: 7/0

2. Increases rural property rates to 7% for the purpose of Land Care Management strategies including Bio Diversity programs, and to allocate the funds raised to a special account. Moved: Cr J Hirsch Seconded: Cr H Wass Lost 7/0

3. Seeks further information from YYCMG regarding their proposal, accountability, funding opportunities, structure of the group including management and staffing. Moved: Cr J Hirsch Seconded: Cr H Wass Carried: 7/0

54 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

14076 PROJECT STATUS REPORT APPLICANT: SHIRE OF PERENJORI FILE: NIL DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER ALI MILLS – CEO REPORT DATE: 17th JULY 2014 ATTACHMENTS PROJECT STATUS REPORT SUMMARY The project status report is provided to Council in order that actionable items are recorded and results reported to council. Although this is information only, the project status report is to be accepted by Council and recorded in the minutes to ensure councils are kept informed on the progress of the work undertaken by the Shire of Perenjori.

Officers Recommendation – Item 14076 Council accepts the June 2014 Project Status Report as presented.

COUNCIL RESOLUTION – ITEM 14076 Moved: Cr J Cunningham Seconded: Cr L Butler Council accepts the June 2014 Project Status Report as presented. Carried: 7/0

14077 STATUS REPORT APPLICANT: SHIRE OF PERENJORI FILE: NIL DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER ALI MILLS – CEO REPORT DATE: 17th JULY 2014 ATTACHMENTS STATUS REPORT

55 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Officers Recommendation – Item 14077 Council accepts the June 2014 Status Report as presented. COUNCIL RESOLUTION – ITEM 14077 Moved: Cr Hirsch Seconded: Cr L Butler Council accepts the June 2014 Status Report as presented. Carried: 7\0

14078 OTHER BUSINESS

14078.1 MOTIONS OF WHICH DUE NOTICE HAVE BEEN GIVEN

14078.2 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN

14078.3 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION

14078.4 LATE ITEM BUDGET 2014/2015 FOR ADOPTION APPLICANT: SHIRE OF PERENJORI FILE: ADM 0339 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS – CEO RESPONSIBLE OFFICER ALI MILLS – CEO REPORT DATE: 17th JULY 2014 ATTACHMENTS Budget and Letter Executive Summary Council is asked to adopt the budget for the 2014/15 financial year.

Background The budget has been developed by the administration to reflect decisions taken by Council, our strategic priorities and ensuring the efficient and effective management of our assets. Ministerial approval for differential rates has been received with an excerpt from the confirmation letter below:

56 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

Surplus The 2013/14 Surplus is estimated to be $72,459. This is calculated as follows:

Current Assets Unrestricted cash $578,964 Stock $43,707 Rates $80,781 Sundry Debtors $371,351 Prepayments $3,570 Total $1,078,373.00 Current Liabilities Payables ($875,681) Clearing Accounts ($67,103) Total ($942,784) Net Current Assets $135,588 Estimated End of Year ($63,130) Adj Total $72,459

Rates Revenue In accordance with the requirements of the Local Government Act 1995 the Shire advertised its proposed Differential Rates for 2014/15. The Rating model uses the new values with a GRV rate of 7.4568, Rural UV rate of 1.8875 cents in the dollar and Mining UV rate of 33.3118 cents in the dollar. This has the effect of increasing revenue from $2,426,491 (including Back Rates) to an estimated $2,608,428 this represents a 6% increase overall, excluding Back Rates. Projected rate income:

57 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014

2014-15 2013-2014 2014-2015

Category 5% rate inc 7%rate inc $1,605,332 Agricultural UV Rates $1,499,566 $1,575,419 $89,621 GRV Rates - Town sites $75,574 $88,081 $685,156 Mining UV Rates $607,201 $672,674 $489,283 Mining GRV Rates $441,934 $480,145 $11,194 Payments in Lieu of Rates $10,868 $11,194 Adjustments (discounts/ costs / -$223,257 ESL Int) -$208,652 -$219,085 $2,657,329.00 Total Rates $2,426,491.00 $2,608,428.00

*Excludes mining camp. Rates Discounts Council has the option of altering its current discount arrangements. The existing arrangement provides a discount of 10% on all rates and charges including arrears, paid within 35 days from the date of issue; this is a common arrangement (see table below) amongst local governments. Council also provides a discount of 5% on all current rates and charges and arrears paid in full between the day following the first due date and close of business on the 31st December 2014. Financial Assistance Grants (FAGS) – General Purpose FAGS grants are Federal Grants to Local Government delivered via a State based Local Government Grants Commission. Funding is distributed in two components, the first of which is General Purpose funding. General Purpose funding which is delivered by a complex series of calculations based around “horizontal equalisation” to ensure that small local governments retain the capacity to deliver services.

2011-12 2012-13 2013-14 2014-15 FAGS Grant $741,460 $852,679 $945,198 $1,016,681 Advance Paid $185,365 $391,172 $442,561 $0 Balance $556,095 $461,507 $502,637 $1,016,681 Financial Assistance Grants (FAGS) – Untied Road Grant Untied Road Grants are provided based on the asset preservation model. The information provided by Local Governments to Main Roads through the Roman’s Road Database is collated by the Grants Commission. The funding is required to maintain that asset base is

58 Shire of Perenjori Ordinary Council Meeting MINUTES 17TH July 2014 calculated to ensure Local Governments receive a share based on their proportion of the asset base.

2011-12 2012-13 2013-14 2014-15 Untied Road Grant $743,648 $762,814 $814,492 $815,106 Advance Paid $185,912 $437,616 $437,575 $0 Balance $557,736 $325,198 $376,917 $815,106 Fees and Charges Fees and charges have been reviewed with the following areas requiring changes:  Rubbish Fees have been increased from $300 to $310 for residential services and $300 to $330 for commercial services. A cost recovery approach has been continued for this service with a slight increase for this year.

Most other fees have been left as per 2013/14 fees schedule. Significant Projects The Draft Budget will include a number of significant projects. Continuing projects from 2013-14 and include:  Business Incubator project

 The Perenjori Early Childhood Centre

 Community Bus

 Staff Housing units through the Regional CLGF component;

 Telecommunication Towers

 The extensive road program

 Work to upgrade existing staff housing

Significant new projects in 2014-15 include: FUNDING PROPOSALS FOR PROJECTS: PROJECT Reserve Other Funds Loan TOTAL Business Incubator project 0 $158,000 (CLGF)from $420,000 $255,000 Caravan Park Ablutions 0 $39,000 (Mt Gibson) $50,000 $11,000 (Mt Gibson) Caravan Park Fencing PECC 0 $600,000 (MWIP) $130, $1,787,00 000 0 $200,000 (Mt Gibson)

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$50,000 (Karara) $400,000 (CLGF reg) $105,000 (CLGF Loc) $300,000 (Lotterywest) $1,655,000 Staff Housing Units $99,395 $148,228 $410,000 (CLGF) From $311,000

Telecommunications Towers 0 $150,000 (CLGF) $230,000 $80,000 (Mt Gibson) Depot Office Upgrade 0 $50,000 (Mt Gibson) $50,000 Cleaning Storage and Amenities Caron Dam – Re-Roofing $38,103 $100,000 (Mt Gibson) $100, 38,103 000

The following funding sources will assist with these costs:  Mt Gibson Infrastructure funds 2014/15 - $50,000, allocated to the Capital Depot Office, $50,000 allocated to Caravan Park Capital Expenditure (Ablution, Apron, Fencing), and $100,000 allocated to Caron Dam’s Roof Project.

 Mt Gibson Infrastructure Funds 2013/4 allocated to Telecommunications $80,000 and Roads $120,000

 Mt Gibson Infrastructure Funds 2012/13 - $200,000, allocated to PECC,

Roads Program The roads program for 14/15 has been revised from $3.7 m to $2.545 m to assist with the balancing of the budget and includes:  Direct Grant of $164,200

 Regional Road Group funding of $556,000

 Roads to Recovery funding of $363,163

 Black Spot funding of $65,567

 Untied Road Grant of $815,106

 Council funds of $581,024 compared to previous of $894,341 budgeted.

This brings the total cost of the program for 2014/15 to $2,545,060

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Plant Replacement Program Plant replacement is in accordance with the 10 year plan and includes:  Replacement of Hino Tipper

 New Community Bus

 New Gang Mower

 New Ride on Mower

The budget has included $54,000 to be used from the Plant Reserve. The Plant Reserve will have an estimated closing balance of $220,941. Debentures The Budget is proposing the following new loans to fund the Council contribution for the following major projects: PECC: $130,000 Caron Dam: $100,000 Operational Expenses Staffing No new positions are being proposed. The Trainee Admin position will be continued to target local young people providing a career path opportunity into Local Government, and the Shire of Perenjori with a trained officer on completion if required. Cleaning Staff – Cleaning staff numbers and hours have been reduced to reflect the reduced occupancy of the Mid West Transportable Units from October 2014 and better efficiency in other areas. Elected Members Fees and Allowances Elected Members Fees and Allowances have been kept the same as the previous year:

Moved: Cr J Cunningham Seconded: Cr P Waterhouse Carried: 7\0 1. That Council adopts the proposed – Allowances and expenses

Carried: 7/0 by Absolute Majority

RECIPIENT MINIMUM MAXIMUM Perenjori Proposed President $88 $463 $370 Councillor (other than President) $88 $225 $150

2. Committee Meeting and Prescribed Meeting Attendance Fees – Per Meeting

RECIPIENT MINIMUM MAXIMUM Perenjori Proposed

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Council member including President $44 $113 $100

3. Annual Allowance for a President

RECIPIENT MINIMUM MAXIMUM Perenjori Proposed President $500 $19,000 $19,000

4. Annual Allowance for a Deputy President

RECIPIENT AMOUNT Perenjori Proposed Deputy President 25 per cent $4,750

5. Expenses to be Reimbursed

Travel costs to be calculated at the same rate applicable to the reimbursement of travel costs in the same or similar circumstances under the Public Service Award 1992 issued by the Western Australian Industrial Relations Commission as at the date of this determination. Statutory Environment Local Government Act 1995 S6.2 sets out the requirement for an annual budget as follows: 6.2. Local government to prepare annual budget (1) During the period from 1 June in a financial year to 31 August in the next financial year, or such extended time as the Minister allows, each local government is to prepare and adopt*, in the form and manner prescribed, a budget for its municipal fund for the financial year ending on the 30 June next following that 31 August. * Absolute majority required. (2) In the preparation of the annual budget the local government is to have regard to the contents of the plan for the future of the district made in accordance with section 5.56 and to prepare a detailed estimate for the current year of — (a) the expenditure by the local government; (b) the revenue and income, independent of general rates, of the local government; and (c) the amount required to make up the deficiency, if any, shown by comparing the estimated expenditure with the estimated revenue and income. (3) For the purposes of subsections (2)(a) and (b) all expenditure, revenue and income of the local government is to be taken into account unless otherwise prescribed. (4) The annual budget is to incorporate — (a) particulars of the estimated expenditure proposed to be incurred by the local government;

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(b) detailed information relating to the rates and service charges which will apply to land within the district including — (i) the amount it is estimated will be yielded by the general rate; and (ii) the rate of interest (if any) to be charged by the local government on unpaid rates and service charges; (c) the fees and charges proposed to be imposed by the local government; (d) the particulars of borrowings and other financial accommodation proposed to be entered into by the local government; (e) details of the amounts to be set aside in, or used from, reserve accounts and of the purpose for which they are to be set aside or used; (f) particulars of proposed land transactions and trading undertakings (as those terms are defined in and for the purpose of section 3.59) of the local government; and (g) such other matters as are prescribed. (5)Regulations may provide for — (a) the form of the annual budget; (b) the contents of the annual budget; and (c) the information to be contained in or to accompany the annual budget. Policy Implications Nil Financial Implications: Specific financial implications are as outlined in the Detail Section of this report and as itemised in the draft 2014/15 budget attached for adoption for the Future and Strategic planning documents adopted by Council. Strategic Implications The draft 2014/15 budget has been developed based on the existing Corporate Business and Community Strategic Plan documents. These plans need to be adjusted to reflect the proposed budget. Consultation Whilst no specific consultation has occurred on the draft 2014/15 budget, community consultation and engagement has previously occurred during development of the Community Strategic Plan from which the Corporate Business Plan was developed. Comment A mixture of the 5% rate increase, loans, and use of reserve funds has assisted in getting the budget to a balance point.

Rubbish Charges in 2013/14 were $300.00 per service. It is proposed that these be increased to $310 and $330 for Rubbish Residential and Rubbish Commercial respectively.

Discount charges have not been altered and are the same as for previous years, whilst interest rates will be applied for rates, charges and any arrears outstanding from 1st February 2015 or if paid by instalments, after the fourth instalment due date.

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Efforts form all staff have assisted with getting the budget to a balanced point which has required a great deal of work from all. I thank all who have contributed and appreciate the extra efforts Council have made to be a part of the process and give special thanks to our Senior Finance Officer – David Fong who has taken this challenge on and managed it very well. Voting Requirements – Absolute Majority

OFFICER RECOMMENDATION – Item 14078.4

That: Part A – Municipal Fund Budget for 2014/2015 Pursuant to the provisions of section 6.2 of the Local Government Act 1995 and Part 3 of the Local Government (Financial Management) Regulations 1996, the council adopt the Municipal Fund Budget as contained in Attachment 13072.3 of this agenda for the Shire of Perenjori for the 2014/2015 financial year which includes the following: • Statement of Comprehensive Income by Nature and Type • Statement of Comprehensive Income by Program • Statement of Cash Flows • Rate Setting Statement • Notes to and Forming Part of the Budget • Budget Program Schedules • Transfers to/from Reserve Accounts

Part B – General and Minimum Rates, Instalment Payment Arrangements 1. For the purpose of yielding the deficiency disclosed by the Municipal Fund Budget adopted at Part A above, council pursuant to sections 6.32, 6.33, 6.34 and 6.35 of the Local Government Act 1995 impose the following differential general rates and minimum payments on Gross Rental and Unimproved Values.

1.1 DIFFERENTIAL GENERAL RATES:

Differential General Rates Cents in the Dollar Rural (UV) 1.8875 Mining (UV) 33.3118 Mining (GRV) 7.4568 Townsite (GRV) 7.4568

1.2 MINIMUM RATES: Minimum Rates Per Assessment

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Rural (UV) $300 Mining (UV) $395 Townsites (GRV) $300

2. Pursuant to section 6.45 of the Local Government Act 1995 and regulation 64(2) of the Local Government (Financial Management) Regulations 1996, council nominates the following due dates for the payment in full by instalments:

Full payment and 1st instalment due date 1st September 2014 2nd Quarterly instalment due date 3rd November 2014 3rd Quarterly instalment due date 5th January 2015 4th Quarterly instalment due date 5th March 2015

3. Pursuant to Section 6.46 of the Local Government Act 1995, the Council offers a discount of 10% to ratepayers who have paid their rates in full, including, waste and service charges and any arrears, on or before 1st September 2014. The Council also offers a discount of 5% if all rates, charges and arrears are paid by full by the 31st December 2014.

4. Pursuant to section 6.45 of the Local Government Act 1995 and regulation 67 of the Local Government (Financial Management) Regulations 1996, council adopts an instalment administration charge where the owner has elected to pay rates (and service charges) through an instalment option of $10 for each instalment after the initial instalment is paid.

5. Pursuant to section 6.45 of the Local Government Act 1995 and regulation 68 of the Local Government (Financial Management) Regulations 1996, the Council adopts an interest rate of 5.5% where the owner has elected to pay rates and service charges through an instalment option.

6. Pursuant to section 6.51(1) and subject to section 6.51(4) of the Local Government Act 1995 and regulation 70 of the Local Government (Financial Management) Regulations 1996, the Council adopts an interest rate of 11% for rates (and service charges) and costs of proceedings to recover such charges that remains unpaid after the fourth instalment due date. 7. Apart of the increase in the rural rate equivalent to $20000 is set aside for the purpose of the Wild Dog Control Program

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Part C – General Fees and Charges for 2014/2015 Pursuant to section 6.16 of the Local Government Act 1995, council adopts the Fees and Charges included as Attachment 13082.3 of this agenda.

Part D – Other Statutory Fees for 2014/2015 1. Pursuant to section 67 of the Waste Avoidance and Resources Recovery Act 2007, council adopts the following charges for the removal and deposit of domestic and commercial waste:

1.1 Residential Premises – per bin weekly collection

 240ltr bin $310

 240ltr bin – eligible pensioner $155

1.2 Commercial Premises – per bin weekly collection

 240ltr bin $330

Part E – Elected Members’ Fees and Allowances for 2013/2014 1. Pursuant to section 5.99 of the Local Government Act 1995 and regulation 34 of the Local Government (Administrations) Regulations 1996, council adopts the following schedule of payments to elected members:

Per Meeting Fee: Council RECIPIENT MINIMUM MAXIMUM Perenjori Proposed President $88 $463 $370 Councillor (other than$88 $225 $150 President) Per Meeting Fee: Committee RECIPIENT MINIMUM MAXIMUM Perenjori Proposed Council member including$44 $113 $100 President

2. Pursuant to section 5.98(5) of the Local Government Act 1995 and regulation 33 of the Local Government (Administration) Regulations 1996, council adopts the following annual local government allowances to be paid in addition to the annual meeting allowance:

RECIPIENT MINIMUM MAXIMUM Proposed President $500 $19,000 $19,000

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3. Pursuant to section 5.98A of the Local Government Act 1995 and regulation 33A of the Local Government (Administration) Regulations 1996, council adopts the following annual local government allowance to be paid in addition of the annual meeting allowance:

RECIPIENT MINIMUM MAXIMUM Proposed Deputy President $125 $4,750 $4,750

4. Expenses to be Reimbursed

Part F – Material Variance Reporting for 2013/2014 In accordance with regulation 34(5) of the Local Government (Financial Management) Regulations 1996, and AASB 1031 Materiality, the level to be used in statements of financial activity in 2014/2015 for reporting material variances shall be 10% or $10,000 whichever is the greater.

COUNCIL RESOLUTION – ITEM 14078.4 Moved: Cr Reid Seconded: Cr Wass Part A – Municipal Fund Budget for 2014/2015 Pursuant to the provisions of section 6.2 of the Local Government Act 1995 and Part 3 of the Local Government (Financial Management) Regulations 1996, the council adopt the Municipal Fund Budget as contained in Attachment 13072.3 of this agenda for the Shire of Perenjori for the 2014/2015 financial year which includes the following: • Statement of Comprehensive Income by Nature and Type • Statement of Comprehensive Income by Program • Statement of Cash Flows • Rate Setting Statement • Notes to and Forming Part of the Budget • Budget Program Schedules • Transfers to/from Reserve Accounts Carried: 7\0 By Absolute Majority

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Moved: Cr H Wass Seconded: Cr L Butler Part B – General and Minimum Rates, Instalment Payment Arrangements 1. For the purpose of yielding the deficiency disclosed by the Municipal Fund Budget adopted at Part A above, council pursuant to sections 6.32, 6.33, 6.34 and 6.35 of the Local Government Act 1995 impose the following differential general rates and minimum payments on Gross Rental and Unimproved Values.

1.1 DIFFERENTIAL GENERAL RATES:

Differential General Rates Cents in the Dollar Rural (UV) 1.8875 Mining (UV) 33.3118 Mining (GRV) 7.4568 Townsite (GRV) 7.4568

1.2 MINIMUM RATES: Minimum Rates Per Assessment Rural (UV) $300 Mining (UV) $395 Townsites (GRV) $300

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Moved: Cr H Wass Seconded: Cr L Butler Part C – General Fees and Charges for 2014/2015 Pursuant to section 6.16 of the Local Government Act 1995, council adopts the Fees and Charges included as Attachment 14078.4 of this agenda. Carried: 7/0 by Absolute Majority

Moved: Cr H Wass Seconded: Cr L Butler Part D – Other Statutory Fees for 2014/2015 2. Pursuant to section 67 of the Waste Avoidance and Resources Recovery Act 2007, council adopts the following charges for the removal and deposit of domestic and commercial waste:

2.1 Residential Premises – per bin weekly collection

 240ltr bin $310

 240ltr bin – eligible pensioner $155

2.2 Commercial Premises – per bin weekly collection

 240ltr bin $330

Carried: 7/0 by Absolute Majority

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Moved: Cr J Cunningham Seconded: Cr P Waterhouse Part E – Elected Members’ Fees and Allowances for 2013/2014 1. Pursuant to section 5.99 of the Local Government Act 1995 and regulation 34 of the Local Government (Administrations) Regulations 1996, council adopts the following schedule of payments to elected members:

RECIPIENT MINIMUM MAXIMUM Proposed President $500 $19,000 $19,000

RECIPIENT MINIMUM MAXIMUM Proposed Deputy President $125 $4,750 $4,750 4. Expenses to be Reimbursed

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Moved: Cr H Wass Seconded: Cr L Butler Part F – Material Variance Reporting for 2013/2014 In accordance with regulation 34(5) of the Local Government (Financial Management) Regulations 1996, and AASB 1031 Materiality, the level to be used in statements of financial activity in 2014/2015 for reporting material variances shall be 10% or $10,000 whichever is the greater. Carried: 7/0 By Absolute Majority

14078.5 LATE ITEM DELEGATED AUTHORITY ENVIRONMENTAL HEALTH AND OTHER OFFICERS 2014/15 APPLICANT: S HIRE OF PERENJORI FILE: ADM DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY -MCDS RESPONSIBLE OFFICER: PETER MONEY REPORT DATE: 17th July 2014 ATTACHMENTS NIL Executive Summary This report recommends the Council grants delegated authority to persons and positions listed in the attached schedule to act in accordance with Health Act 1911; the Food Act 2008; the Caravan Parks and Camping Grounds Act 1995 and the Caravan Parks and Camping Grounds Regulations 1997. Background

This proposal ensures that the Shire has access to sufficient numbers of authorised officers with the capacity to perform the roles required by local governments in the environmental health functions and therefore lessen the risk to the Shire should specific functions not be carried out as required by statutory law.

The wording of this item has been provided by the City of Greater Geraldton. There is a consequential risk of misuse of powers or unlawful enforcement action if the officers exercising perceived powers have not been correctly authorised to do so and potentially resulting in the Shire and officers personally being exposed to legal and/or financial liabilities. However this is a risk that can be managed and is a lesser risk than what may be incurred by the Shire not carrying out its delegated responsibilities. Statutory Environment Local Government Act 1995, Health Act 1911; Caravan Parks and Camping Grounds Act 1995; Caravan Parks and Camping Grounds Regulations 1997, Food Act 2008 and Food Regulations 2009. Policy Implications

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There is no impact on existing policies or new policies proposed as a result of the authorisations. Financial Implications There are no financial implications in designating authorised officers. Strategic Implications Area 5: Investing in Councils Capacity – Our Leadership Goal: Strengthen the Shire’s position as an innovative, independent local Government providing excellence in all areas of governance, management and leadership Consultation City of Greater Geraldton Comment The Shire has been without an appointed Environmental Health Officer for some time and has intermittently acquired the services from the City of Greater Geraldton. However the City officers do not have the Shire of Perenjori Council delegated authority to take all actions that may be necessary in accordance with their usual delegations and also with the expectations of officers in their usual positions. To ensure that these officers who would be contracted by the Shire can act as expected as Environmental Health Officers delegated authority pursuant to the Health Act 1911, as amended and Local Government Act 1995 is required through a Council resolution.

Currently the Shire cannot approve some septic and other applications as required and the EHO’S services provided by the City of Greater Geraldton are only advisory. The delegation of authority is sought for all the CoGG EHO’S as this enables any of the City’s officers to manage requests from the Shire and this also will help ensure the Shire can fully and without undue delay consider various applications. Voting Requirements – Simple Majority

Officers Recommendation – Item 14079.5 That Council by Simple Majority exercise its delegated power under section 26 of the Health Act 1911, sections 118, 122 and 126 of the Food Act 2008, sections 17 and 23 of the Caravan Parks and Camping Grounds Act 1995 and regulation 6 of the Caravan Parks and Camping Grounds Regulations 1997 to: 1. AUTHORISE the persons listed in the schedule circulated with the agenda item to perform the functions under the relevant legislation as specified in the schedule listed below.

George William Mark Chadwick, Manager Environmental Health and Sustainability

Appoint under section 26 of the Health Act to be the Shire’s deputy with authority to exercise and discharge the following powers and functions of the Shire under the Act –

(a) enter premises; (b) investigate offences; (c) instigate prosecutions

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(d) issue orders, directions and notices; (e) approve and certify public buildings; any power or function under the Shire of Perenjori Health Local Laws 2004 and any local law adopted to replace those local laws

Delegate the power under section 118(2) of the Food Act to, for the purposes of the Act – (a) issue orders and notices; and (b) register a food business.

Appoint as an authorised officer under section 122(1) of the Food Act with authority to exercise the following powers under the Act – (a) enter premises; (b) investigate offences; and (c) instigate prosecutions

Designate under section 126(13) of the Food Act as a designated officer for the purpose of giving infringement notices under section 126(2) of the Act.

Appoint as an authorised officer under section 17(1) of the Caravan Parks and Camping Grounds Act and grant authority under regulation 6 of the Caravan Parks and Camping Grounds Regulations to grant or renew a licence for a caravan park or camping ground.

Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as a person authorised to give an infringement notice under section 23(2) of the Act.

Schedule of authorised and designated officers Environmental Health Officers Hayley Williamson, Senior Environmental Health Officer; Jasmine Molloy, Environmental Health and Sustainability Officer; Viraj Ballanthudaachchige, Environmental Health Officer; Lloyd Evans, Authorised Officer (Onsite Effluent); Kelly Cripps, Senior Environmental Health Officer; Kerry Bowditch, Environmental Health Officer; Dion Spurgeon, Environmental Health Officer.

Appoint under section 26 and 27 (5) of the Health Act to be the City’s deputies with authority to exercise and discharge the powers and functions of the City under the Act to enter premises and investigate offences. Appoint as authorised officers under section 122(1) of the Food Act with authority to exercise the powers under the Act to enter premises and investigate offences.

Designate under section 126(13) of the Food Act as designated officers for the purpose of giving infringement notices under section 126(2) of the Act. Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as persons authorised to give an infringement notice under section 23(2) of the Act.

Executive Officers Ali Mills – CEO

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Peter Money – MCDS

Designate under section 126(13) of the Food Act as designated officers for the purposes of extending the period within which a modified penalty the subject of an infringement notice given under section 126(2) of the Act may be paid or withdrawing such a notice. Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as persons authorised for the purposes of extending the period within which a modified penalty the subject of an infringement notice given under section 23(2) of the Act may be paid or withdrawing such a notice.

COUNCIL RESOLUTION – ITEM 14079.5 Moved: Cr J Hirsch Seconded: Cr P Waterhouse That Council by Simple Majority exercise its delegated power under section 26 of the Health Act 1911, sections 118, 122 and 126 of the Food Act 2008, sections 17 and 23 of the Caravan Parks and Camping Grounds Act 1995 and regulation 6 of the Caravan Parks and Camping Grounds Regulations 1997 to: 1. AUTHORISE the persons listed in the schedule circulated with the agenda item to perform the functions under the relevant legislation as specified in the schedule listed below.

George William Mark Chadwick, Manager Environmental Health and Sustainability

Appoint under section 26 of the Health Act to be the Shire’s deputy with authority to exercise and discharge the following powers and functions of the Shire under the Act –

(a) enter premises; (b) investigate offences; (c) instigate prosecutions (d) issue orders, directions and notices; (e) approve and certify public buildings; any power or function under the Shire of Perenjori Health Local Laws 2004 and any local law adopted to replace those local laws

Delegate the power under section 118(2) of the Food Act to, for the purposes of the Act – (a) issue orders and notices; and (b) register a food business.

Designate under section 126(13) of the Food Act as a designated officer for the purpose of giving infringement notices under section 126(2) of the Act.

Appoint as an authorised officer under section 17(1) of the Caravan Parks and Camping Grounds Act and grant authority under regulation 6 of the Caravan Parks and Camping

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Grounds Regulations to grant or renew a licence for a caravan park or camping ground.

Appoint under section 23(11) of the Caravan Parks and Camping Grounds Act as a person authorised to give an infringement notice under section 23(2) of the Act.

Executive Officers Ali Mills – CEO Peter Money – MCDS

That Council move behind closed doors to discuss confidential Items Moved: Cr H Wass Seconded: Cr J Cunningham Carried: 7/0

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14078.6 MATTERS BEHIND CLOSED DOORS

14078.7 CONFIDENTIAL ROAD USE AGREEMENT TOP IRON APPLICANT: SHIRE OF PERENJORI FILE: ADM 0153 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS - CEO RESPONSIBLE OFFICER: ALI MILLS -CEO REPORT DATE: 17TH JULY 2014 ATTACHMENTS: Draft Road Access Agreement Top Iron, Mount Gibson Mining Public Road Access Agreement Voting Requirements – Simple Majority

Officers Recommendation – Item 14078.7 That Council review the Draft Road Agreement between the Shire of Perenjori and Top Iron Pty Ltd and provide feedback for any changes to be made.

COUNCIL RESOLUTION – ITEM 14078.7 Moved: Cr J Cunningham Seconded: Cr H Wass That Councillors review the Draft Road Agreement between the Shire of Perenjori and Top Iron Pty Ltd and provide feedback for any changes to be made by Friday the 8th August 2014. Carried: 7\0

14078.7 CONFIDENTIAL PROPOSED ROAD HAULAGE, TOP IRON APPLICANT: SHIRE OF PERENJORI FILE: ADM 0153 DISCLOSURE OF INTEREST: NIL AUTHOR: ALI MILLS - CEO RESPONSIBLE OFFICER: ALI MILLS -CEO REPORT DATE: 17TH JULY 2014 ATTACHMENTS: Letter Voting Requirements – Simple Majority

Officers Recommendation – Item 10478.7 That Council in principal approve the request from Top Iron conditional to: 1. Hauling through town for a period of 12 months only;

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2. Continued negotiations to occur to establish a Road Access Agreement to meet the community’s and Council’s expectations; 3. A pavement assessment being conducted to ascertain the current state of the Wanarra and Rothsay Roads, at the cost of Mining companies; 4. Community engagement on this matter takes place in liaison with Councils CDO.

COUNCIL RESOLUTION – ITEM 14078.7 Moved: Cr J Hirsch Seconded: Cr H Wass

That Council in principle approve the request from Top Iron conditional to: 1. Hauling through town for a period of 12 months only; 2. Continued negotiations to occur to establish a Road Access Agreement to meet the community’s and Council’s expectations; 3. A pavement assessment being conducted to ascertain the current state of the Wanarra and Rothsay Roads, at the cost of Mining companies; 4. Community engagement on this matter takes place in liaison with Councils CDO. Carried: 7/0

14078.8 CONFIDENTIAL TENDER RESULTS – IT SERVICES APPLICANT: SHIRE OF PERENJORI FILE: ADM 0366 DISCLOSURE OF INTEREST: NIL AUTHOR: PETER MONEY – MCDS RESPONSIBLE OFFICER: PETER MONEY – MCDS REPORT DATE: 17TH JULY 2014 ATTACHMENTS NIL

Officers Recommendation – Item 14078.8 That tender number 01/2014 for the Provision of Information Technology Services be awarded to Wallis Computer Solutions for a period of one year with an option to extend for a further year.

COUNCIL RESOLUTION – ITEM 14078.8 Moved: Cr P Waterhouse Seconded: Cr G Reid That tender number 01/2014 for the Provision of Information Technology Services be awarded to Wallis Computer Solutions for a period of one year with an option to extend for a further year. Carried: 7\0

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That Council move to open doors Moved: Cr H Wass Seconded: Cr J Cunningham Carried: 7\0 4.41pm Peter Money Left meeting 4.43pm David Fong Leaves Council Meeting 4.45pm Peter Money re-enters meeting

14078.9 DATE OF NEXT MEETING / MEETINGS The next Ordinary Council meeting will be held on the 21st August 2014 at 1.30pm.

14078.9.1 CLOSURE Cr King declared the meeting closed at 5.00pm

I certify that this copy of the Minutes is a true and correct record of the meeting held on 17th July 2014.

Signed: ______Presiding Elected Member

Date: ______