Tuesday 25 July 2017 at 5.30Pm

NOTICE OF MEETING ORDINARY COUNCIL

Members are advised that a meeting of the Council will be held in Council Chambers, Civic Building, 83 Mandurah Terrace, Mandurah on:

Tuesday 25 July 2017 at 5.30pm

MARK R NEWMAN Chief Executive Officer 20 July 2017

AGENDA:

1. OPENING OF MEETING AND ANNOUNCEMENT OF VISITORS

2. ACKNOWLEDGEMENT OF COUNTRY

3. ATTENDANCE AND APOLOGIES Deputy Mayor Councillor Lee and Councillor Lynn Rodgers (on Leave of Absence).

4. IMPORTANT NOTE:

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

5. ANSWERS TO QUESTIONS TAKEN ON NOTICE Nil.

COUNCIL AGENDA: Tuesday 25 July 2017 Page 2

6. PUBLIC QUESTION TIME

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

7. PUBLIC STATEMENT TIME

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

8. LEAVE OF ABSENCE REQUESTS

9. PETITIONS

10. PRESENTATIONS

11. DEPUTATIONS

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

12. CONFIRMATION OF MINUTES: 12.1 Ordinary Council Meeting: Tuesday 11 July 2017 (attached). 12.2 Special Council Meeting: Tuesday 18 July 2017 (attached).

13. ANNOUNCEMENTS BY THE PRESIDING MEMBER (WITHOUT DISCUSSION)

14. DECLARATIONS OF FINANCIAL, PROXIMITY AND IMPARTIALITY INTERESTS

COUNCIL AGENDA: Tuesday 25 July 2017 Page 3

15. QUESTIONS FROM ELECTED MEMBERS (WITHOUT DISCUSSION) 15.1 Questions of which due notice has been given 15.2 Questions of which notice has not been given

16. BUSINESS LEFT OVER FROM PREVIOUS MEETING

17. RECOMMENDATIONS OF COMMITTEES

Nil.

18. REPORTS (Yellow Pages):

Item Page No 1 Financial Report: June 2017 1 - 21 2 Land Use Plan: South East 22 - 28 Dawesville Channel Reclaimed Site 3 Ocean Road Stage 2: Request for 29 - 35 Additional Funds 4 RoadWise - Community Safe Speed 36 - 41 Promise 5 Road Dedication: Lot 262 (No 29) 42 - 45 Cooper Street, Mandurah 6 Policy on Council Members Speaking 46 - 51 in Public 7 Tender 14-2017: Building Works 52 - 54 8 Tender 12-2017: Cleaning Public 55 - 57 Toilets 9 Tender 18-2017: Joinery and Cabinet 58 - 60 Works 10 Tender 09-2017: Fire Services 61 - 63 11 Governance Model for Peel Harvey 64 - 70 Estuary 12 Public Transit Priorities for Mandurah: 71 - 88 Council Position Statement

19. ADOPTION OF RECOMMENDATIONS NOT WITHDRAWN FOR FURTHER DISCUSSION

20. MOTIONS OF WHICH NOTICE HAS BEEN GIVEN

COUNCIL AGENDA: Tuesday 25 July 2017 Page 4

21. NOTICE OF MOTIONS FOR CONSIDERATION AT THE FOLLOWING MEETING

22. LATE AND URGENT BUSINESS ITEMS

23. CONFIDENTIAL ITEMS

24. CLOSE OF MEETING

MINUTES OF COUNCIL MEETING

HELD ON

TUESDAY 11 JULY 2017 AT 5.30PM

IN COUNCIL CHAMBERS CIVIC CENTRE MANDURAH TERRACE MANDURAH

PRESENT:

MAYOR M VERGONE HON COUNCILLOR F RIEBELING COASTAL WARD COUNCILLOR T JONES COASTAL WARD COUNCILLOR P JACKSON NORTH WARD COUNCILLOR D SCHUMACHER TOWN WARD COUNCILLOR J FIELD TOWN WARD COUNCILLOR P ROGERS TOWN WARD

MR M NEWMAN CHIEF EXECUTIVE OFFICER MR T FREE DIRECTOR SUSTAINABLE DEVELOPMENT MR W PEPPINCK CORPORATE LAWYER MR T BLANCHARD ACTING DIRECTOR WORKS & SERVICES MR G WORTH COORDINATOR BUILDING & COMPLIANCE MRS L GREENE COORDINATOR ELECTED MEMBER SUPPORT

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

The Mayor declared the meeting open at 5.30 pm.

ACKNOWLEDGEMENT OF COUNTRY [AGENDA ITEM 2]

Mayor Vergone acknowledged that the meeting was being held on the traditional land of the Bindjareb people, and paid her respects to their Elders past and present.

APOLOGIES [AGENDA ITEM 3]

Deputy Mayor Councillor Lee and Councillors Lynn Rodgers and Wortley (on Leave of Absence) and Councillors Knight, Lawson and Shane Jones. MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 2

G.1/7/17 DISCLAIMER [AGENDA ITEM 4]

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

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

ANSWERS TO QUESTIONS TAKEN ON NOTICE [AGENDA ITEM 5]

Officers provided responses to questions taken on notice at the Council meeting of Tuesday 27 June 2017.

G.2/7/17 MR FAULKNER: PROPOSAL TO BUILD A SKATE PARK ON THE CHARLES AND DOROTHY COOTE RESERVE, MADORA BAY (MINUTE G.32/6/17 REFERS)

With reference to a proposal to build a skate park on the Charles and Dorothy Coote Reserve in Madora Bay with monies from the Royalties for Regions Program, Mr Faulker asked:

1 Where is the proposed plan for the reduction of green open space in the park by the placement of a skate park in the Reserve?

2 What information was given by Council to the affected ratepayers with regard to the proposed skate park?

3 When was a meeting of Council held, and if so what public notice was displayed, in regard to the sever impact on the residents of such a proposal. How many ratepayers were involved in the planning process?

4 In the past 12-months, the City has made a fantastic effort to upgrade the Charles and Dorothy Coote Reserve, but was the work and money spent only in preparation for the proposed skate park?

5 Given the previous proposal put forward last year for the use of this reserve, is this move by Council an attempt to put a skate park into a residential area, which is totally at odds with the surrounding environment.

Response:

1. There is currently no plan in place for the construction of a skate park at Charles and Dorothy Coote Reserve. The City has considered a proposed ‘Pump Track’ to be located on the Reserve. The Pump track is a modular construction that encourages the use of scooters and BMX and the like by young users. The City can be clear that the intention was never to install a skate park at this facility. MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 3

2. City officers had only been made aware of funding being made available through the Royalties for Regions program in mid-June 2017, the funds came via a State Election commitment by the Labor Party. The City would plan to carry out community consultation through the Madora Bay residents association in due course.

3. There is currently no design in place for the ‘Pump Track’ location or installation on the Reserve.

4. The improvements to the Charles and Dorothy Coote Reserve over the past 12 months have been through the City of Mandurah’s capital works program, the work has been done based on resident feedback from the Community meeting concerning the proposed Mandurah Volunteer Fire Fighters relocation to Madora Bay. In September 2016 City Officers met with the Madora Bay Residents Association in order to understand what residents wanted the City to prioritise moving forward. An entry level BMX track was requested and subsequently listed in the 2017/18 Draft Capital budget for consideration. The City continues to liaise with the Madora Bay Residents Association regarding improvements to the area.

5. Any possible upgrades to Charles and Dorothy Coote Reserve now and in the future will be undertaken with the intention to provide an improved amenity for the broad population living within Madora Bay.

PUBLIC QUESTION TIME [AGENDA ITEM 6]

Nil.

PUBLIC STATEMENT TIME [AGENDA ITEM 7]

Nil.

LEAVE OF ABSENCE REQUESTS [AGENDA ITEM 8]

Nil.

PETITIONS [AGENDA ITEM 9]

Nil.

PRESENTATIONS [AGENDA ITEM 10]

Nil.

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 4

DEPUTATIONS [AGENDA ITEM 11]

G.3/7/17 MR A LUCAS MANDURAH BASKETBALL ASSOCIATION - LICENCE AGREEMENT

As President of the Mandurah Basketball Association, Mr Lucas spoke in support of the proposed licence agreement, citing reasons that included:

• The Mandurah Basketball Association attracted players from the entire Peel region and surrounding areas, operating on all three tiers of basketball. • The proposed operating agreement provided the Mandurah Basketball Association with many benefits, including accommodation and the ability to generate income. • The Mandurah Basketball Association acknowledged that it may need to change management practices and scheduling arrangements. • The agreement provided sufficient flexibility for the Mandurah Basketball Association to negotiate with other users and/or the City.

Mr Lucas acknowledged the assistance and support provided by Messrs Johnson, Miller, Timms Christie and Mrs Thompson during the drafting of the operating agreement and the redevelopment process.

CONFIRMATION OF MINUTES [AGENDA ITEM 12]

G.4/7/17 CONFIRMATION OF COUNCIL MINUTES: TUESDAY 27 JUNE 2017

MOTION: D Schumacher / F Riebeling

That the Minutes of Council Meeting of Tuesday 27 June 2017 be confirmed, subject to Minute G.32/6/17 being amended to reflect the correct spelling of ‘Labor’.

CARRIED UNANIMOUSLY: 7/0

G.5/7/17 ANNOUNCEMENTS BY THE PRESIDING MEMBER [AGENDA ITEM 13]

At the invitation of Mayor Vergone:

• Councillor Peter Rogers reported on his attendance at the launch of the ‘Safer Streets - Family Friendly Foreshore’ Project that had taken place on 7 July, 2017. • Councillor Field outlined the 2017 Bindjareb NAIDOC Week festivities that had commenced on 3 July, which had included the annual walk along the Eastern Foreshore, Art Award and inaugural celebration Ball.

DECLARATION OF INTERESTS [AGENDA ITEM 14]

Nil.

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 5

QUESTIONS FROM ELECTED MEMBERS [AGENDA ITEM 15]

Questions of which due notice has been given

Nil.

Questions of which notice has not been given

G.6/7/17 HON COUNCILLOR RIEBELING: PROPOSAL TO BUILD A SKATE PARK ON THE CHARLES AND DOROTHY COOTE RESERVE, MADORA BAY

With reference to the information provided at the last Council meeting, and the response provided to the questions taken on notice from Mr Faulkner, Hon Councillor Riebeling sought clarification regarding the situation.

The Chief Executive Officer reported that prior to the State Government election and at the request of candidates, the City had provided details of potential projects, ranging from small scale to large scale. One of these potential projects had been for $60,000 and entitled ‘BMX track’. Unfortunately, at the last Council meeting, officers had not been aware of this information when providing a response to Mr Faulkner.

The City was thankful to receive funding from the newly elected State Government, and would now be examining how projects could be implemented. In terms of this particular project, it was recognised that further planning work was required in order to identify a suitable design and location. The Chief Executive Officer emphasised that this was the information that should have been provided at the Council meeting on 27 June 2017.

BUSINESS LEFT OVER FROM PREVIOUS MEETING [AGENDA ITEM 16]

Nil.

RECOMMENDATIONS OF COMMITTEES [AGENDA ITEM 17]

NOTE: Council adopted en bloc (moved by Councillor Field and seconded by Councillor Peter Rogers), the recommendations of the Planning Committee meeting of Tuesday 4 July 2017.

G.7/7/17 PROPOSED AMENDMENT TO TOWN PLANNING SCHEME NO 3: REZONING OF LOT 21 SOUTHERN ESTUARY ROAD AND PT LOT 7 DUNKELD DRIVE, HERRON FROM ‘RURAL’ TO ‘RURAL RESIDENTIAL’ - SECTION 76 ORDER BY MINISTER FOR PLANNING (P.3/7/17)

In July 2016, Council considered a request to rezone Lot 21 Southern Estuary Road and Pt Lot 7 Dunkeld Drive, Herron from ‘Rural’ to ‘Rural Residential’ and resolved not to support this amendment due to the proposal not adequately addressing the Guidelines for Planning in Bushfire Prone Areas and State Planning Policy 2.5 Land Use Planning in Rural areas, and being inconsistent with the South Metropolitan Peel Sub-Regional Planning Framework.

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 6

An order had been made by the Minister for Planning pursuant to Section 76(1) of the Planning and Development Act 2005 following representation from the owner of Lot 21 Southern Estuary Road and Pt Lot 7 Dunkeld Drive, Herron, to initiate an amendment to rezone the subject property from ‘Rural’ to ‘Rural Residential’.

The direction made by the Minister for the Council to initiate the amendment did not represent any formal support for the proposal, but represented the Minister’s view that the proposed amendment was worthy of further consideration via the scheme amendment process.

In order to comply with the direction given by the Minister for Planning, a resolution of Council was required to initiate an amendment to Town Planning Scheme No 3.

MOTION: J Field / Peter Rogers

That:

1 In accordance with Regulation 35(1) of the Planning and Development (Local Planning Scheme) Regulations 2015, the following amendment be adopted for advertising:

“PLANNING AND DEVELOPMENT ACT 2005

RESOLUTION DECIDING TO ADOPT AMENDMENT TO LOCAL PLANNING SCHEME

CITY OF MANDURAH TOWN PLANNING SCHEME – NO 3

AMENDMENT NO 137

Resolved that the Council, in pursuance of Section 72 of the Planning and Development Act 2005, amends Town Planning Scheme No 3 by:

(a) Rezoning Lot 21 Southern Estuary Road and portion of Lot 7 Dunkeld Road, Herron from “Rural” to “Rural Residential”. (b) Amending the Scheme Maps accordingly.

Dated this 11th day of July 2017 Chief Executive Officer.”

The Amendment is complex under the provisions of the Planning and Development (Local Planning Schemes) Regulations 2015 for the following reason(s):

(a) The amendment has been made to comply with an order made by the Minister under section 76 of the Act.

2 In accordance with Section 81 of the Planning and Development Act 2005, the above- mentioned amendment be forwarded to the Environmental Protection Authority for its assessment under the provisions of the Environmental Protection Act 1986.

CARRIED UNANIMOUSLY: 7/0 (This item was adopted en bloc)

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 7

G.8/7/17 PROPOSED AMENDMENT TO TOWN PLANNING SCHEME NO 3: ADOPT FOR ADVERTISING – LOT 1175 OLD COAST ROAD HERRON – ADDITIONAL USE (P.4/07/17)

Council was requested to adopt an Amendment to Town Planning Scheme No 3 for the purposes of undertaking public consultation.

In summary, the proposed Amendment sought to modify the Scheme to allow for ‘Dog Kennels’ as a discretionary land use for Lot 1175, No 2835 Old Coast Road, Herron. The City had received an application to develop Dog Kennels at the subject site, however based on current planning framework the proposal was a use which was not permitted (X use) given that it was not listed within the Rural Residential zone.

The Southern Mandurah Rural Structure Plan identified Dog Kennels as being an SA use, however given that the Structure Plan had not progressed to final approval, it could not be used to determine an application. The draft Scheme identified ‘Animal Establishment’ (i.e. a Dog Kennel) as a discretionary land use (A use) within the Rural Residential zone.

The proposed Amendment would require the identification of the subject property within Appendix 2 – Additional Uses of the Scheme and inserting ‘Dog Kennels’ as an ‘SA’ use, which meant Council could approve the development of Dog Kennels within the subject site subject to advertising.

It was recommended the Council adopt the Amendment for advertising.

MOTION: J Field / Peter Rogers

That

1 In accordance with Regulation 35(1) of the Planning and Development (Local Planning Scheme) Regulations 2015, the following amendment be adopted for advertising:

“PLANNING AND DEVELOPMENT ACT 2005

RESOLUTION TO ADOPT AMENDMENT TO LOCAL PLANNING SCHEME

CITY OF MANDURAH TOWN PLANNING SCHEME NO 3

AMENDMENT 138

Resolved that the local government pursuant to section 72 of the Planning and Development Act 2005, amend the above Local Planning Scheme by:

(a) Amending the Scheme Maps to include an Additional Use overlay on Lot 1175, No 2835 Old Coast Road, Herron and inserting the following provisions into Appendix 2 – Additional Uses:

NO LAND BASE ADDITIONAL DEVELOPMENT PARTICULARS ZONE USES STANDARDS/CONDITIONS 18 Lot 1175, No Rural Dog Kennels 1. An Acoustic 2835 Old Coast Residential Assessment shall be Road, Herron prepared and submitted by the applicant with the submission of a MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 8

development application, and shall assess noise impacts associated with the development. Any noise mitigation measures are to be implemented as a condition of development approval.

2. A minimum lot size of 5 hectares applies.

The Amendment is standard under the provisions of the Planning and Development (Local Planning Schemes) Regulations 2015 for the following reasons.

• It is an amendment that is consistent with the objectives of the relevant zone; • It is consistent with a local planning strategy; • It is consistent with the Region Scheme; • It will have a minimal impact on land in the Scheme not subject to this amendment; and • It does not result in any significant environmental, social, economic or governance impacts on land in the Scheme area.

Dated this 11th Day of July 2017 Chief Executive Officer.”

2 In accordance with Section 81 of the Planning and Development Act 2005, the above- mentioned amendments be forwarded to the Environmental Protection Authority for its assessment under the provisions of the Environmental Protection Act 1986.

CARRIED UNANIMOUSLY: 7/0 (This item was adopted en bloc)

G.9/7/17 THIRD PARTY APPEAL RIGHTS IN PLANNING: WALGA DISCUSSION PAPER COUNCIL POSITION (P.5/7/17)

The Western Australian Local Government Association (WALGA) had released a discussion paper on third party appeal rights in planning in order to consult with Local Government members regarding WALGA’s current policy position on the matter in Western Australia.

WALGA’s current policy position against third party appeals was formed in 2008, however since that time substantial changes had been made to the decision making framework within WA prompting the Association to again initiate a discussion on the role of third party appeals in the Western Australian Planning Commission.

WALGA’s Discussion Paper examined the impact of the changes in the WA planning framework on the arguments for and against third party appeals and sought feedback from the Local Government planning community.

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 9

The report provided a summary of WALGA’s Discussion Paper and an overview of the impacts changes to the planning system had had on decision making within the City, and recommended that the City advise WALGA that Council was prepared to further consider the matter following the release of a discussion by the Department of Planning / Western Australian Planning Commission. In the interim, it was recommended that Council provide support of limited third party appeal rights.

MOTION: J Field / Peter Rogers

That Council:

1 Advises the Western Australian Local Government Association that it is prepared to support further consideration of third party appeals in Western Australia for development applications, structure plans and planning scheme amendments upon a discussion paper being released by the Department of Planning / Western Australian Planning Commission citing options and examples of third party appeals.

2 Advises the Western Australian Local Government Association that Council’s current position is that:

(a) Appellants and their grounds of appeal be publically released;

(b) The capacity for costs to be awarded against parties determined to have lodged vexatious, or non-planning based appeals;

(c) Appellants must have previously lodged an objection (which means that such appeals can only be in respect to an application that is required be advertised, which suggests some level of discretion is expected to made in the decision making process);

(d) Appellants having a maximum 14 days to lodge an appeal, together with an appropriate fee;

(e) Appeals not applying to decisions made in relation to Single Dwellings and associated ancillary buildings under the Residential Planning Codes.

CARRIED UNANIMOUSLY: 7/0 (This item was adopted en bloc)

REPORTS [AGENDA ITEM 18]

G.10/7/17 MANDURAH BASKETBALL ASSOCIATION: LICENCE AGREEMENT (TH / DC) (REPORT 1)

The Mandurah Basketball Association (MBA) had operated out of the Mandurah Aquatic and Recreation Centre (MARC) under a recreational hire arrangement since 1986. With the completion of the redevelopment of the MARC, officers had been working with MBA to prepare a licence agreement. This agreement would give the MBA more security of tenure over portions of the MARC, together with priority access to courts at the MARC and Halls Head Recreation Centre (HHRC), to clearly identify exclusive and shared use areas. Officers had taken into consideration the needs of other sporting groups, to ensure any new agreement allowed for designated times and access to the sports courts for other user groups and associations. This would allow the MBA to grow and also ensure a range of other activities could be accommodated at the MARC. MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 10

Council was requested to approve a licence to the MBA over portions of the MARC and HHRC for a term of ten years with an option of renewal for a further ten years (10+10 years). The commencement date for the agreement would be after the formal consent by the Minister for Lands.

Councillor Schumacher moved the recommendation set out in the report, which was seconded by Hon Councillor Riebeling, subject to the inclusion of the following amendment:

That that words “and portions of Halls Head Recreation Centre” be deleted from the third line of Clause 1.

MOTION: D Schumacher / F Riebeling

That Council:

1 Approves the Chief Executive Officer to negotiate and finalise a licence agreement with the Mandurah Basketball Association over portions of Reserve 22204 known as the Mandurah Aquatic and Recreation Centre, for a term of ten years with an option of a ten year renewal (10+10 years) commencing after and subject to the approval of the Minister for Lands;

2 Acknowledges the Mandurah Basketball Association will pay a document preparation fee in accordance with Council approved fees and charges for sporting and community groups.

CARRIED UNANIMOUSLY: 7/0

G.11/7/17 FULLY PRIVATISED BUILDING APPROVAL PROCESS: ADOPTION OF A COUNCIL POSITION (TF / GW) (REPORT 2)

Council was requested to consider recent publications released by a number of building industry organisations, such as the Housing Industry Association (HIA) and Master Builders Association (MBA), indicating that the Government intend to amend the State Building Legislation to allow a fully privatised building approval system.

The City had concerns that this was not the best process nor in the best interests of the community as a whole. It was considered important to ensure that the relevant bodies such as WALGA, the Building Commission and relevant Ministers were provided with a full understanding of the issues from a local government perspective before the State government considered allocating resources to making legislation changes to enable a fully privatised building approval system.

Council was requested to adopt a position of not supporting a fully privatised building approval process based on the potential negative impact on the community. Council was also requested to endorse the Mayor writing to the local members of State parliament and the relevant minister outlining Council’s position.

MOTION: F Riebeling / D Schumacher

That Council:

1 Advises the West Australian Local Government Association (WALGA) and the Building Commission that it does not support a fully privatised building permit model, as it is not considered to be in the best interest of the community as it will likely to result in: MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 11

• An increased costs for the consumers, • A reduction of suitably detailed records for the State government, including their regulatory and safety authorities, • A reduction in the quality of the assessment and approval of building work, • An increased litigation within the building industry but also with the building certifiers themselves, • Additional local government processes and applications introduced to ensure the other functions of local government such as planning, health and infrastructure issues are properly addressed prior to any development commencing, • Further decline in compliant building practices, • Consumers bearing more costs resulting from the possibility of potential mistakes not identified at the application stage and; • Potential for more compliance work for local government as a result of the above items.

2 Endorses the Mayor writing to the Member of Mandurah, the Member for Dawesville and the Minister for Commerce and Industrial Relations advising of the Council’s position.

CARRIED UNANIMOUSLY: 7/0

G.12/7/17 PROPOSED INSPECTION PROGRAM OF DOMESTIC ROOFS (TF / GW) (REPORT 3)

In 2016, the Building Commission released the findings of an investigation into compliance of timber framed roofs with sheet metal cladding.

The report found that a large percentage of the roofs inspected were substandard, i.e. of the 128 inspected, letters were sent to builders in relation to 118 buildings with non-satisfactory inspection point findings. One of the recommendations of the report, as a result of the findings, was to “Prescribe mandatory inspections of completed roof framing and tie- downs”. The recommendation went further to suggest that such a mandatory inspection could be undertaken by a registered building practitioner or registered building surveyor practitioner. This could mean that the builder provided this certificate.

Given the objective was to improve current building practices, officers considered that the person that inspected a building, whether it be a roof frame or other identified risk, should be “independent” of the builder. The only real means to provide a true independent inspection, or certification, was potentially involving a suitably qualified builder or building surveying practitioner employed by a Local Government or other State organisation such as the Building Commission.

It was also considered that it would be unrealistic and problematic to require a mandatory roof framing inspection program of every building. As such, it was the officer’s recommendation that any mandatory inspection program be best achieved via random audit inspection at a rate set by the local government or the Building Commission. It would also be expected that the results of the inspections be recorded to ensure the program was meaningful and achieved the desired intent of improving building practices. The ultimate outcome was to improve the building product. Officers also recommend that the City sought funding to conduct such an inspection program from the Building Commission through the Building Services Levy or other regulated fee.

Council was requested to endorse the City undertaking an inspection program of house roofs while under construction, with a report on the findings being presented to Council.

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 12

Hon Councillor Riebeling moved the recommendation set out in the report, which was seconded by Councillor Schumacher. At the request of Councillor Schumacher, the Coordinator Building and Compliance provided clarification regarding the basis of the study.

MOTION: F Riebeling / D Schumacher

That Council:

1 Adopts the following position in relation to the introduction of an inspection program for domestic roofs:

1.1 the provision of independent mandatory roof frame inspections will improve the quality of the building stock and 1.2 will allow better communication with builders and their trades and 1.3 will produce an improved outcome for the community and 1.4 that appropriately qualified local government officers are best placed to undertake independent inspections of buildings within its district and 1.5 the cost of an audit based inspection program be funded by the State government

2 Endorses the Mayor writing to the Minister for Commerce and Industrial Relations and the Chief Executive Officer writing to the Building Commission, outlining Council’s position.

3 Supports the City trialling a roof frame inspection program of key areas that are common causes of failure or complaint for a period of up to 6 month period.

4 Requests that officers prepare a report to Council on its findings of the trial.

CARRIED UNANIMOUSLY: 7/0

G.13/7/17 PUBLIC HEALTH PLANNING: PUBLIC HEALTH ACT 2016 (TF / KF) (REPORT 4)

An important requirement of the new Public Health Act 2016, which received royal assent on 25 July 2016, was that both state and local governments would be required to prepare Public Health Plans that identified the public health needs of the community and strategies to meet those needs.

The City had previously run a successful Healthy Communities Project and the report set out a proposed model for Council’s consideration that would see the design and implementation of a health and wellbeing program for the City, recognising the significant health and social challenges facing our local community, which met the City’s legislative responsibilities under the Act.

Consideration was sought for the inclusion of funding to commence the development of a Citywide Public Health Plan in 2018/19 including the employment of a Healthy Communities Coordinator to commence in January 2019 following the preparation of the three year plan.

Following the implementation of the three year plan, its implementation would be reviewed, including the position ahead of a new plan being prepared.

Councillor Tahlia Jones moved the recommendation set out in the report, which was seconded by Hon Councillor Riebeling, subject to the inclusion of the following additional clause:

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 13

5 Requests the State Health Department to pay $140,000 to fund the health initiative once the local public health plan is approved.

During the debate that ensued, and at the request of Elected Members, the Chief Executive Officer and Director Sustainable Development provided clarification regarding possible implications arising from the inclusion of the additional clause.

MOTION: Tahlia Jones / F Riebeling

That Council:

1 Acknowledges that the City is required to prepare local public health plan within 2 years of the implementation of stage of 5 of the Public Health Act 2016 which is proposed between 2019 - 2021.

2 Acknowledges that funding for the preparation of the local public health plan will be included in the draft budget for 2018/19, including the employment of an officer to drive the implementation of the plan.

3 Notes that the local public health plan is likely to be based in part on the successful outcomes of the Council’s Healthy Communities Initiative implemented in 2013 – 2014.

4 Notes the first local public health plan will have a 3 year implementation timeframe, to allow for a timely review of its implementation.

5 Requests the State Health Department to pay $140,000 to fund the health initiative once the local public health plan is approved.

CARRIED UNANIMOUSLY: 7/0

G.14/7/17 MANDURAH BUSINESS DEVELOPMENT CENTRE, LOT 201 RESERVE DRIVE MANDURAH, PROPOSED TRANSFER OF MANAGEMENT (TF) (REPORT 5)

Council was requested to endorse the City advertising for expressions of interest to facilitate the transfer of the management of the Mandurah Business Development Centre to a not for profit incorporated organisation from 1 February 2018. Council had previously accepted the management of the Centre from March 2017 to 31 January 2018 following the Mandurah Enterprise Centre Management Committee (Mandurah ECMC) relinquishing its lease.

It was recommended that Council agree to the Centre being managed by an external party from 1 February 2018, following an expression of interest process. It was recommended that a five year lease, with a five year option, be offered subject to the organisation being able to demonstrate a knowledge of:

• the skills required to manage small businesses in co-located premises • small businesses within the Mandurah/Peel region

A further report would be presented to Council following the expression of interest process.

Subject to the inclusion of the following modifications, Councillor Jackson moved the recommendation set out in the report, which was seconded by Councillor Schumacher:

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 14

Inclusions of a new Clause 4, which reads:

4 Approves the expression of interest facilitating the Mandurah Business Development Centre being used by a tertiary education institution for the purposes of education and training, with the selection criteria for submissions being:

• A demonstrated track record in providing education and training at the tertiary level within the Peel region. • A demonstrated demand for the proposed education and training to be conducted from the facility • A plan for how the existing tenants would be accommodated or not, within the facility in the short term (up to 2 years) and the medium terms (up to 5 years) and a demonstrated ability to manage this process. • A demonstrated ability to pay a commercial rent for the use of the facility.

Clause 4 set out in the report being renumbered as Clause 5.

MOTION: P Jackson / D Schumacher

That Council:

1 Endorses the management of the Mandurah Business Development Centre being transferred to an appropriately qualified not for profit incorporated organisation, from 1 February 2018.

2 Approves advertising for expressions of interest from the not for profit sector.

3 Approves the selection criteria for the not for profit to manage the Mandurah Business Development Centre being the ability for them to demonstrate a knowledge of:

• the skills required to manage small businesses in co-located premises • small businesses within the Mandurah/Peel region.

• A demonstrated track record in providing education and training at the tertiary level within the Peel region. • A demonstrated demand for the proposed education and training to be conducted from the facility. • A plan for how the existing tenants would be accommodated or not, within the facility in the short term (up to 2 years) and the medium terms (up to 5 years) and a demonstrated ability to manage this process. • A demonstrated ability to pay a commercial rent for the use of the facility.

5 Acknowledges that a further report will be presented to Council to appoint the not for profit incorporated organisation to manage the Mandurah Business Development Centre.

CARRIED UNANIMOUSLY: 7/0

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 15

G.15/7/17 TENDER 17-2017: CONSTRUCTION OF NEW NORTHPORT BEACH TOILET FACILITY

On 13 May 2015, the City of Mandurah invited tenders for the Construction of the New Northport Beach Toilet Facility. The facility would consist of an accessible unisex toilet with baby change table and an ambulant toilet. The external appearance was aesthetic to the surrounding architecture and Mediterranean theme of the locality. Council approval was sought to select Go2 Group Pty Ltd as the preferred tenderer for Construction of New Northport Beach Toilet Facility at the lump sum tendered price of $124,181.17.

MOTION: Tahlia Jones / J Field

That Council awards Tender 17-2017, construction of Northport Beach Toilet Facility to Go2 Group Pty Ltd for the sum of $124,181.17 (excl GST).

CARRIED UNANIMOUSLY: 7/0

MOTIONS OF WHICH NOTICE HAS BEEN GIVEN [AGENDA ITEM 20]

Nil.

NOTICE OF MOTIONS FOR CONSIDERATION AT THE FOLLOWING MEETING [AGENDA ITEM 21]

Nil.

LATE AND URGENT BUSINESS ITEMS [AGENDA ITEM 22]

Nil.

CONFIDENTIAL ITEMS [AGENDA ITEM 23]

The following had been listed on the agenda as an item of confidential business. However, as the recommendation from the Executive Committee was adopted en bloc without debate, there was no need for Council to go behind closed doors.

MINUTES OF COUNCIL MEETING: TUESDAY 11 JULY 2017 PAGE 16

NOTE: Council adopted en bloc (moved by Councillor Field and seconded by Councillor Peter Rogers), the recommendation of the Executive Committee meeting of Tuesday 20 June 2017.

G.16/7/17 CONFIDENTIAL ITEM: PERFORMANCE REPORTING: CHIEF EXECUTIVE OFFICER’S AND EXECUTIVE LEADERSHIP TEAM’S 3rd QUARTER RESULTS (EX.5/6/17)

MOTION: J Field / Peter Rogers

That the information set out in the Chief Executive Officer’s and Executive Leadership Team’s monthly summary report for the period ended 31 March 2017 be accepted.

CARRIED UNANIMOUSLY: 7/0 (This item was adopted en bloc)

CLOSE OF MEETING [AGENDA ITEM 24]

There being no further business, the Mayor declared the meeting closed at 6.07 pm.

CONFIRMED ……………………………………………….. (MAYOR)

MINUTES OF SPECIAL COUNCIL MEETING FOR THE PURPOSE OF ADOPTING THE 2017/18 BUDGET AND FEES AND CHARGES SCHEDULE

HELD ON

Tuesday 18 July 2017

AT 5.30 PM

IN COUNCIL CHAMBERS CIVIC CENTRE MANDURAH TERRACE MANDURAH

PRESENT:

MAYOR M VERGONE HON COUNCILLOR F RIEBELING COASTAL WARD COUNCILLOR S LAWSON COASTAL WARD COUNCILLOR P JACKSON NORTH WARD COUNCILLOR C KNIGHT NORTH WARD COUNCILLOR S JONES EAST WARD COUNCILLOR D SCHUMACHER TOWN WARD [FROM 5.31 PM] COUNCILLOR P ROGERS TOWN WARD

MR M NEWMAN CHIEF EXECUTIVE OFFICER MR W PEPPINCK CORPORATE LAWYER MR A CLAYDON DIRECTOR WORKS AND SERVICES MR T FREE DIRECTOR SUSTAINABLE DEVELOPMENT MR T HARTLAND ACTING DIRECTOR PEOPLE AND COMMUNITIES MR G DAVIES EXECUTIVE MANAGER STRATEGY & BUSINESS PERFORMANCE MR D PRATTENT MANAGER FINANCIAL SERVICES MRS L GREENE COORDINATOR ELECTED MEMBER SERVICES

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

The Mayor declared the meeting open at 5.30 pm.

MINUTES OF SPECIAL COUNCIL MEETING: Tuesday 18 July 2017 Page 2

ACKNOWLEDGEMENT OF COUNTRY [AGENDA ITEM 2]

Mayor Vergone acknowledged that the meeting was being held on the traditional land of the Bindjareb people, and paid her respects to their Elders past and present.

APOLOGIES [AGENDA ITEM 3]

Deputy Mayor Councillor Lee and Councillors Wortley, Field, Lynn Rodgers and Tahlia Jones.

DISCLAIMER [AGENDA ITEM 4]

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

PUBLIC QUESTION TIME [AGENDA ITEM 5]

Nil.

PRESENTATIONS [AGENDA ITEM 6]

Nil.

DEPUTATIONS [AGENDA ITEM 7]

Nil.

DECLARATIONS OF FINANCIAL, PROXIMITY AND IMPARTIALITY INTERESTS [AGENDA ITEM 6]

Nil.

QUESTIONS FROM ELECTED MEMBERS [AGENDA ITEM 9]

Questions of which due notice has been given

Nil. MINUTES OF SPECIAL COUNCIL MEETING: Tuesday 18 July 2017 Page 3

Questions of which due notice has not been given

Nil.

Councillor Schumacher entered the Chamber at 5.31 pm.

REPORTS [AGENDA ITEM 10]

SP.1/7/17 2017/18 FEES AND CHARGES SCHEDULE (DP / PB) (REPORT 1)

Fees and charges represented a significant element in the City’s revenue mix. Council was requested to adopt the 2017/18 schedule of fees and charges.

MOTION: C Knight / F Riebeling

That Council adopts the Fees and Charges Schedule as part of the 2017/18 budget in accordance with Attachment 1 of the report.

CARRIED WITH ABSOLUTE MAJORITY: 8/0

SP.2/7/17 2017/18 BUDGET ADOPTION (DP / PB / GM) (REPORT 2)

The City had prepared its draft budget for 2017/18, with the following key matters having been identified:

• The City had been able to achieve significant savings in its waste management expenditure in the award of the new contract for its Waste Alliance. This had enabled it not only to return to a more equitable regime of full recovery of waste management costs through the refuse charge, but also to continue to provide improved community services, such as the new Lakelands Library and Community facility.

• Demand for capital expenditure continued to grow. Although the availability of grants was less than prior years, election commitments from the new State Government would mean that other major projects such as the provision of Lakelands District Open Space and the on-going development of the Eastern Foreshore could proceed. Until details were formally released, these commitments had not yet been incorporated into the draft budget and would be the subject of further reports to Council.

• Sections of the community, including businesses, were experiencing financial stress. This was not an issue that was unique to Mandurah although, in some cases, it might be amplified by particular demographic factors such as leveraging by first time home buyers or property investors. In this group, the capacity to absorb higher-than-average cost of living increased such as electricity and water charges and rates, made it important that the City took into account the affordability of its increase when recommending the budget and rates for 2017/18. It should also be said that, despite this, it was important that the City continued to provide services and investment that made Mandurah a location of choice for both residents and businesses.

Taking into account these factors, a rates increase of 1.9% had been advertised publicly for comment. Council was now requested to adopt the 2017/18 budget together with the differential and minimum rates and specifies area rates for that year.

Hon Councillor Riebeling moved the recommendation set out in the report, which was seconded by Councillor Knight. At the request of Councillor Schumacher, the Manager Financial Services provided advice on the impact State Government increases to electricity and water charges would have on the City’s budget. MINUTES OF SPECIAL COUNCIL MEETING: Tuesday 18 July 2017 Page 4

MOTION: F Riebeling / C Knight

That Council:

1 Adopts the following rates in the dollar and Objects and Reasons for 2017/18:

Rates $ Minimum $ • Residential improved 0.0809 1,060.00 • Residential vacant 0.1410 888.00 • Business improved 0.0861 1,060.00 • Business vacant 0.1410 1,060.00 • Urban development 0.1019 1,060.00

Objects and reasons for differential rates

An overview of rating

Legislation

Please note that all references are to the Local Government Act 1995.

Basis of rates (S. 6.28)

The key element of rating is the establishment of land values. To achieve this, the Minister for Local Government must determine whether the predominant use of land is for rural or non-rural purposes. The categories of land values are:

• Use for rural purposes--- valuation is on the basis of the unimproved value (UV) of the land. • Use for non-rural purposes – the gross rental value (GRV) of the land.

The Minister has previously determined that land use in the City of Mandurah is predominantly for non-rural purposes and all properties are valued on a GRV basis1.

Rates and service charges (S. 6.32)

When it adopts its budget the City must seek funding by imposing a general rate on all properties. This is expressed as a rate in the dollar (RID) which, when multiplied by the GRV’s for properties determines the amount of money raised. This RID can be applied:

• Uniformly, through the application of a single rate in the dollar for all types of property. • Differentially, by applying different rates to certain types of property.

Differential general rates (S. 6.33)

Differential rates can be imposed on land which has one, or a combination of, the following characteristics:

• The purpose for which a land is zoned (e.g. residential, commercial). • A purpose for which land is held or used as determined by the local government. • Whether or not the land is vacant land.

1 The Gross Rental Value of a property is the amount of annual rental which the Valuer General determines the property would earn if it were offered on an open rental market. MINUTES OF SPECIAL COUNCIL MEETING: Tuesday 18 July 2017 Page 5

A local government cannot impose a differential rate which is more than twice the lowest rate without the approval of the Minister for Local Government.

Minimum payment (S. 6.35)

A local government can impose a minimum rate. If, for an individual property, the GRV multiplied by the rate in the dollar is less than the minimum rate, the minimum rate is payable.

A local government cannot impose a minimum rate on more than 50% of properties in each category. The exception to this is vacant land where, with Ministerial permission, this can be exceeded.

Giving notice of rates to be imposed (S. 6.36)

Before a local government can impose differential rates for the year it must firstly advertise:

• Details of each RID and minimum payment to be imposed. • An invitation for a submission to be made by an elector or ratepayer in respect of this and any related matters within 21 days. • Where and how this document may be viewed.

All submissions received must be considered by Council prior to the rates being imposed.

Objects and Reasons for the City’s 2017/18 Proposed Differential Rates

The City proposes to impose differential general rates to all gross rental values in its district according to one or a combination of:

• The purpose for which land is zoned. • Whether or not the land is vacant land.

The following rate categories have been assigned to properties:

Improved Land Vacant Land Residential improved Residential vacant Business improved Business vacant Urban development

The City also imposes a minimum payment to recognise that properties must contribute a minimum amount for the provision or services and infrastructure which benefit all the community.

Increase in rates for 2017/18

The City proposes to levy a 1.9% increase in the Rate in the Dollar for all categories.

Rates by category

Residential improved land – rate in the dollar $0.0809

This rate is regarded as the base rate as it represents the most number of properties in the City. This rate aims to ensure that the proportion of rates raised from this category is between 70% and 75% of total rates.

MINUTES OF SPECIAL COUNCIL MEETING: Tuesday 18 July 2017 Page 6

Residential vacant - rate in the dollar $ 0.1410

This rate is set at a higher level as the City wishes to promote the development of all properties to their full potential. This will act to stimulate economic growth and development in the community.

Business improved - rate in the dollar $ 0.0861

This rate is set at a higher level to recognise that certain expenditures in the budget are specifically directed towards the economic development of the City. Examples of this are:

• The Economic Development function which is largely directed towards the encouragement of business to locate in the City and to support business organisations. • The promotion of tourism. • Costs related to the general improvement of to the road streetscapes of the entry roads to Mandurah, including landscaping, tree plantings and the provision of pedestrian and cycle paths.

Business vacant - rate in the dollar $ 0.1410

Urban development - rate in the dollar $ 0.1019

This rate relates to land held for future development. As with other vacant land rates, this rate is set at a higher level as the City wishes to promote the development of all properties to their full potential.

Minimum rates

The minimum rates for 2017/18 are set at:

Residential improved $1,060.00 Business improved $1,060.00 Business vacant $1,060.00 Urban development $1,060.00 Residential vacant $ 888.00

2 Adopts the following Specified Area Rates for the 2017/18 financial year:

Rate $ Port Mandurah Canals 0.0034 Waterside Canals 0.0000 Mandurah Quay 0.0015 Port Bouvard Eastport 0.0016 Port Bouvard Northport 0.0064 Mandurah Ocean Marina 0.0161 Mariners Cove 0.0012

3 Adopts the 2017/18 Budget shown at Attachments 1, 2 and 3 of the report, including the Statutory Budget, Budget by Business Unit and the Capital Expenditure budget.

MINUTES OF SPECIAL COUNCIL MEETING: Tuesday 18 July 2017 Page 7

4 For financial reporting purposes, adopts the following as material variances:

a. Labour costs (not including other employee costs) ± 5% b. All other costs ± 10%

5 Adopts an instalment interest rate of 5.5% as a charge on rates payments by instalments to apply to the second, third and fourth instalments.

6 Adopts an interest charge of 7% per annum calculated daily as a charge on overdue rates and overdue debtors other than rates.

7 Notes and endorses work undertaken to review expenditure and productivity both during the budget process and throughout the year.

8 Approves the following payments for fees and allowances to Elected Members:

2017/18 $ Mayoral Allowance 71,979 Deputy Mayoral Allowance 17,995 Mayoral Attendance Fee 37,985 Councillor Attendance Fee 29,739 Telecommunications Allowance 3,500

CARRIED WITH ABSOLUTE MAJORITY: 8/0

CLOSE OF MEETING [AGENDA ITEM 11]

There being no further business, the Mayor declared the meeting closed at 5.38 pm.

CONFIRMED ……………………………………………….. (MAYOR) Report from Chief Executive Officer To Council Meeting of 25 July 2017

1 SUBJECT: Financial Report – June 2017 CONTACT OFFICER/S: David Prattent/Paul Bates AUTHOR: Paul Bates FILE NO:

Summary

The Financial Report for June 2017 together with associated commentaries, notes on investments, balance sheet information and the schedule of accounts are presented for Elected Members’ consideration.

Disclosure of Interest

Nil

Previous Relevant Documentation

Nil

Comment

General

The State Government has provided 50% of the Financial Assistance Grant for 2017/18 in June 2016/17. This payments equates to 693,955 for general funds and 871,884 for Road funding. This amount will be transferred to reserves and carried over to 2017/18.

The end of financial year processes will result in adjustments which will cause some changes to the results shown below. A further report will be provided at the end of August outlining the final financial performance, subject to audit, and position for 2016/17. This report twill also outline any changes that may be required for carryovers projects for 2017/18.

June 2017 Financial Statements

Summary financial statements are attached at Attachment 1.

The overall operating position for the City is shown below. For comparison purposes last year’s June results have been included alongside the 2015/16 summary.

2016/2017 2015/2016 Year to Date - June Total .

Actuals + Actuals Budget CMT Budget Actuals Budget $’000’s $’000’s % $’000’s $’000’s % $’000’s $’000’s % Operating revenues (107,587) (107,099) 0% (107,587) (105,255) 2% (104,074) (101,942) 2% Operating expenditure: Direct Labour 40,367 41,796 -3% 40,367 41,796 -3% 39,045 38,849 1% Employee Costs 6,670 6,159 8% 6,693 6,159 9% 6,142 6,011 2% Allocations of admin expenses (9,376) (9,943) -6% (9,376) (9,943) -6% (8,826) (9,160) -4%

Operating Costs 49,173 52,675 -7% 50,487 52,631 -4% 49,941 51,776 -4% Total operating expenditure 86,833 90,687 -4% 88,170 90,642 -3% 86,302 87,476 -1%

Operating (surplus)/Deficit (20,754) (16,412) 26% (19,418) (14,613) 33% (17,772) (14,466) 23% before Depreciation

Report 1 Page 1 Report from Chief Executive Officer To Council Meeting of 25 July 2017

Depreciation 29,493 29,370 0% 29,493 29,370 0% 20,176 20,175 0%

Operating (surplus)/Deficit 8,739 12,958 -33% 10,075 14,757 2,404 5,709 -58%

Capital Expenditure 43,882 57,727 -24% 46,874 57,727 -19% 38,921 50,929 -24%

Capital Revenue (15,583) (38,433) -59% (15,626) (38,683) -60% (14,981) (33,451) -55% *CMT = Commitment costs – Value of orders raised but not yet paid.

Note: Capital revenue is significantly below budget primarily due to the fact that year end transfers from reserve are not made until the end of year financial statements are finalised.

Rates Collection

At the time of distributing rates notices the City billed $72 million in rates, $10.3 million in refuse charges and $7.2 million in Emergency Service Levy (ESL) totalling $89.5 million. Revenue received up to 30 June 2017 means that outstanding rates are now at a similar level to the same period last year.

Other employee costs

Other employee costs show a significant overspending of approximately $500,000. Other employee costs consists of superannuation costs, training, Fringe benefit Tax, Workers Compensation contributions and staff benefits such as the recreation centre membership programme for staff. The key reasons for this variance are:

• The recreation centre staff membership programme is approximately $250,000 over budget. Each year an assessment is made of the value of the subsidy available to staff for this programme. The Mandurah Aquatic and Recreation Centre (MARC) is credited with the value of the subsidy and the “cost” is borne by Organisational Development. The number of staff taking up this benefit has exceeded expectations. It should also be noted that the number of memberships involved does not have an impact on members of the community wishing to take out a membership.

• Additional superannuation contributions made by employees and matched by the City. In 2016/17 there has been a significant increase in employees increasing their superannuation commitments.

Capital Expenditure

Capital expenditure including committed costs is approximately $46.9 million compared with a budget for the year of $57.7 million. The key reasons for this are:

Asset Type Actuals CMT* Actuals + Budget Variance $,000 `s $,000`s CMT* $,000`s % $,000`s

Land 471 - 471 - Buildings 13,614 1,133 14,746 18,913 -22% Marina 51 1 52 198 -74% Bridges 10,252 - 10,252 11,594 -12% Parks 2,321 412 2,733 3,014 -9% Roads 10,545 511 11,056 13,722 -19% Drainage 888 475 1,363 1,747 -22% Coastal & Estuary 467 72 539 1,591 -66% Equipment 83 1 85 89 -5%

Report 1 Page 2 Report from Chief Executive Officer To Council Meeting of 25 July 2017

Machinery 2,357 464 2,821 3,101 -9% Other Infrastructure 2,830 (74) 2,756 3,759 -27% Total Capital Expenditure 43,880 2,994 46,874 57,727 -19% *CMT = Commitment costs – Value of orders raised but not yet paid.

With some invoices still to be processed and some possible accrued expenses to be processed in 2016/17, the Capital figure stated may slightly increase. A report will be provided in August outlining any changes.

The City has outlined several projects which have commenced in 2016/17 but are expected to be completed in the 2017/18 financial year. The table below outlines the key projects are contributing to the variances above.

2016/2017 2017/18 Carryover Projects Variance on Actuals + CMT Budget Actuals + CMT Buildings 1632.750404. MPAC RVIF Equipment Upgrade 131,291 500,000 -74% 1632.750388. Ocean Road Reserve - Sports Grnd Lights 318,545 1,170,047 -73% 1632.750421. WMC Install Walking Floor Main Shed - 1,055,868 -100% 1632.750369. Design for Mandurah Nt Comm Centre 150,542 945,727 -84% 1632.750396. Cicerellos-Dome Boardwalk Renewal 41,199 397,863 -90% 1632.750392. Northport Beach Ablutions Block 83,286 221,051 -62% Sub Total 662,616 4,290,556 -85% Roads 1636.500709. NEW Dower St - Reconstruct/Widen 52,748 792,865 -93% 1636.500793. NEW Gibson Street 21,438 144,409 -85% Sub Total 113,996 1,730,139 -93% Waterways 1639.910072. C&E - Falcon Bay Seawall 51,798 865,581 -94% Sub Total 53,398 865,581 -94% Drainage 1637.600127. Merlin St Waste Water Reuse Pipeline 472,619 525,665 -10% 1637.600125. SD Watson Avenue 117,848 203,079 -42% Sub Total 111,409 728,744 -85% *CMT = Commitment costs- Value of orders raised but not yet paid.

Cash holdings

Cash holdings by the City are as follows:

Rating Allocation Total Muni Fund Bonds & Reserves Monthly Fund Deposits Return (annualised rate) % $,000`s $,000`s $,000`s $,000`s % Cash Type Fixed Term: Bankwest AA- 18.01% 6,170 - 81 6,089 2.53% Bendigo & Adelaide Bank A- 2.88% 985 - - 985 2.40% Westpac AA- 37.69% 12,914 3,360 3,176 6,377 2.52% NAB AA- 39.80% 13,636 - - 13,636 2.54% ANZ AA- 0.08% 28 28 - - 1.80%

Report 1 Page 3 Report from Chief Executive Officer To Council Meeting of 25 July 2017

At Call: WA Treasury Corporation AA+ 0.73% 251 - - 251 0.73% Westpac AA- 0.80% 276 274 2 - 0.80% Total cash 100.00% 34,260 3,662 3,259 27,339 2.50%

The trend of cash holdings is as follows:

Total Cash Holdings

Term deposits At call 100,000

80,000

60,000

40,000

20,000

Total reserves in June 2017 are lower than in June 2016 due to use of reserve funds to finance completion of MARC Aquatic Centre and also the City`s contribution to Mandurah Traffic Bridge.

An analysis of cash holdings gives the following results:

Report 1 Page 4 Report from Chief Executive Officer To Council Meeting of 25 July 2017

Analysis of investments

City Bonds & Deposits Reserves 100,000

80,000

60,000

40,000

20,000

The City’s unrestricted investments are $9.64 million, bonds and deposits $3.25 million and reserve fund balances of $33.21 million at the 31st June 2015. This total of $46.10 million is slightly lower than the comparable time last year when $56.4 million was held on investment. Unrestricted investments are diminishing as funds are required during the last quarter of operations for the financial year.

Interest Earned

Interest earned to date together with a comparison of yields with the interest rate benchmark is as follows:

Earned to Annual Forecast to 30-June-2017 Budget 30-Jun-17 Reserve 800,450 680,000 680,000 Municipal and other funds: Municipal cash holdings 295,299 470,000 470,000 Other interest (note 1) 211,983 180,000 180,000 Subtotal – municipal & other funds 507,282 650,000 650,000

Total 1,307,732 1,330,000 1,330,000

(1) Other interest includes trading bank accounts, bonds & deposits, deferred rates.

Interest earned compared with the benchmark UBS Australian Bank Bill Index is as follows:

Interest Rate Yields per Annum

Dec Jan Feb Mar Apr May June Average earned rate 2.50% 2.47% 2.54% 2.54% 2.54% 2.47% 2.50% UBS Australian Bank Bill Index 1.81% 1.77% 1.78% 1.79% 1.74% 1.73% 1.73%

The trend of interest rates earned compared with the benchmark index is as follows:

Report 1 Page 5 Report from Chief Executive Officer To Council Meeting of 25 July 2017

Interest rate compared with benchmark index

Actual UBS Aus Bank Bill Index 3.00% 2.50% 2.00% 1.50% 1.00% 0.50% 0.00%

Yields on bank term deposits remain above the benchmark index although the major Australian banks have decreased rates to around 2.3% to 2.6% for terms up to 12 months.

Return on Investment Ratio:

Target Actual Variance Comment Interest Revenue Rate achieved by reducing exposure to low interest 1.73% 2.47% 0.74% Average Investment rate investments.

This ratio indicates the average return on unutilised cash and investment balances. To indicate performance, it can be compared with an appropriate, risk free reference rate applicable to the average term to maturity of the investments. It is expected this ratio will improve as the bulk of rates revenue is invested.

Balance Sheet information: 30 June 2017 30 June 2016 General Debtors Debtors $ 973,035 $ 1,674,011 Other Debtors* $ 628,011 $ 678,106 Total $ 1,601,046 $ 2,352,117 *Includes Grants & Contributions, Marina & ATO.

Rates Debtors – All* $ 2,914,791 $ 3,122,788 Deferred Pensioner Rates $(1,177,870) $ (792,016) Net rates collectible $ 1,736,921 $ 2,330,772

* Debtor value includes rubbish collection, ESL charges & debt recovery legal costs. The outstanding rates figure is due to lag in rates billing.

Creditors $ 3,492 $ 2,104,685

Report 1 Page 6 Report from Chief Executive Officer To Council Meeting of 25 July 2017

Bank Accounts

City’s Current account $ 9,678,280 $ 1,692,562 Bonds & Deposits $ 376,147 $ 457,088 Visitors Centre $ 23,753 $ 26,876 Marina $ 19,600 $ 2,281 Total $ 10,097,780 $ 2,178,807

The City’s current account shows an abnormally high balance. This is due to the City receiving higher interest in this account than for on call funds. As the cash flow forecast requires some significant outlays over the next two months, funds are being retained here rather than placing in short term re- investment which demonstrates very low yields.

Rates Debt Recovery ratio:

This is an annual ratio from July 2016 to June 2017.

Target Actual Variance Comment Outstanding rate debtors 3.0% 3.0% - Rate Revenue

This ratio indicates how efficiently the City's rates are converted into cash.

Schedule of accounts

A detailed schedule of accounts paid for the month has been placed in the Councillors’ lounge for information and a copy will be entered into the minutes of this meeting. A summary of payments made for the month is:

Total Municipal Fund $ 14,403,069.81 Total Trust Fund $ 24,255.98 $ 14,427,325.79

Included in the Municipal fund total are payments (Inc. GST) made to:

- Western Australian Treasury Corporation $ 2,035,051.11 Consolidated Loans - Main Roads Western Australia $ 1,545,151.72 Old Mandurah Bridge Replacement - Cleanaway - Mandurah $ 1,408,414.71 Refuse Service – June l 2017 - Australian Taxation Office $ 723,025.20 Payroll Deductions - WA Super $ 612,860.99 Superannuation - Civica Pty Ltd $ 334,632.73 Authority Software Licence and Support - Synergy $ 223,852.05 Street lighting - Perkins (WA) Pty Ltd $ 166,002.10 MARC re-roofing

Report 1 Page 7 Report from Chief Executive Officer To Council Meeting of 25 July 2017

Buy Local Report

Category June, 2017 Year to Date % $,000`s $,000`s Utilities 424 4,762 5.84% Peel 140 1,042 1.28% Rockingham 164 907 1.11% Other WA* 3,220 37,551 46.05% Interstate 826 7,010 8.60% Mandurah 1,169 14,156 17.36% Mandurah Based 1,535 16,123 19.77% Total 7,477 81,552 100.00%

Statutory Environment

Local Government Act 1995 Section 6.4 Financial Report Local Government (Financial Management) Regulations 1996 Part 4 Financial Reports

Policy Implications

Nil

Economic Implications

Nil

Strategic Implications

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

Organisational Excellence:

• Deliver excellent governance and financial management.

NOTE:

• Refer Attachment 1 Financial Report

RECOMMENDATION

That Council:

1. Receives the Financial Report for June 2017.

2. Receives the Schedule of Accounts for June 2017 for the following amounts:

Total Municipal Fund $ 14,403,069.81 Total Trust Fund $ 24,255.98 $ 14,427,325.79

Report 1 Page 8 City of Mandurah Business Unit Descriptions 2016/2017 Financial Report

Business Unit Descriptions

Chief Executive Office Chief Executives Office Elected Members, stakeholders, State/Federal government relationships, lobbying, strategy, executive management.

Legal Services Provision of legal services and advice, Elections, local laws, general governance & compliance.

Elected Members Mayoral and councillor staff support, fees and allowances, elected member development and training, conferences, donations.

Civic Events & Functions Citizenship and other official ceremonies and functions, catering and catering officer.

General Purpose Funding Includes grants received from the WAGC for untied grants, (general purpose funding and local roads funding)

Rates Revenue for Rating Services includes interest and fees on instalments, interest on arrears and government subsidy for rates deferred by entitled pensioners. Expenditures to include all costs of administration and maintenance of rate records, property services, street numbering, debt recovery, pensioners, exemptions and concessions.

Finance General accounting, accounts receivable, accounts payable, payroll services, trust accounting, financial reporting (monthly & annual), financial planning and modelling, insurance, budgeting, financial advice, project evaluation, capital planning, chart of accounts, taxation, investments, loan management. Tender process, purchasing compliance, contract management

Economic Development Planning and development of key aspects of Mandurah's economy including southern City strategy. Evaluation of economic development opportunities and proposals.

City Centre Management of stakeholder relationships in the City Centre, promotions and events.

Strategy & Business Performance Strategy & Business Performance Executive manager costs, risk management and audit.

Organisational Development Organisational cultural development, staff relationships and Human Resources function.

Systems & Technology Business systems management and implementation, organisational IT support, communications systems management, GIS.

General Administration Research and analysis, policy development

Marketing Media relations, advertising, corporate marketing, events marketing, corporate branding.

Visitors Centre Operation of the Visitors' centre including bookings for accommodation and tours.

Customer Services The costs of the customer services team (front counter and switchboard operations) including call centre costs. Also includes Information Management (records).

Sustainable Development

DIR Sustainable Development Director and executive secretary. Responsible for the areas of planning and projects, Eco services, building, development compliance and land administration.

Report 1 Attachment Page 9 City of Mandurah Business Unit Descriptions 2016/2017 Financial Report

Planning Services Statutory and strategic planning and land administration (land management, acquisitions and disposals, leases, general property matters).

Rangers Management of local laws, off road vehicles, beach patrols, animal control and dog pound, emergency services, emergency management, fire control,

Environmental Health Services Administration, inspection and operations of programmes concerned with the general health of the community, food sampling, uninhabitable premises, licensing of premises, management of contaminated sites, noise control issues, mosquito control.

Eco Services/Climate Change Climate change monitoring, management of climate risk assessment, environmental projects including bushland and coastal management plans, coastcare, waterways support for environmental research and management.

Building Services Building licence approval and compliance with building regulations of the built environment. Compliance inspections for building sites and developments.

People and Communities DIR People and Communities Director and executive secretary. Strategy and planning, management of directorate.

Recreation Services Assisting and advising local sporting groups. Organises community sport events such as Island Challenge. Designates sportsground usage to clubs for winter and summer season sports. Co-ordinates the hall hire of all halls within the council. Recreation master planning, grant applications, facilities

MARC Operations Mandurah Aquatic & Recreation Centre. Includes Crèche, health & fitness, kiosk, aquatic, swim school, dry activities.

HHCRC Operations Halls Head Community Recreation Centre. Shared facility with Department of education. Dry activities only.

Community and Social Development Community development planning, community projects (e.g. community safety), disability access planning and monitoring.

Youth Services Administration, support and operation of drop-in centres, programmes for youth at risk. Includes Billy Dower Youth centre.

Seniors Administration, support and operation of the senior citizens centre. Includes services such as the provision hairdressing, podiatry, entertainment and social activities.

Festivals & Events Organisation and delivery of events such as Crabfest, Christmas pageant, New Years Eve, Little Nippers and Australia Day.

Libraries & Learning Administration, provision and operation of libraries. Includes books, tapes, records, audio-visual aids, internet and other facilities and services in delivering library services (book mobile).

Museum Administration and operation of Mandurah Museum, projects (e.g. oral

Cultural Development The administration, provision and operation of cultural activities for creative and performing arts. Includes the Stretch Festival and INQB8.

Works and Services DIR Works & Services Director & executive Secretary. Responsible for the areas of engineering, infrastructure, operations & marina/waterways.

City build Maintenance of buildings, ablutions, public halls and pavilions, barbeques and miscellaneous structures.

Waste Management Services Management of waste disposal contracted operations, public education programmes, Regional Council relationships.

Report 1 Attachment Page 10 City of Mandurah Business Unit Descriptions 2016/2017 Financial Report

Infrastructure Management Manager of infrastructure management and project management team (management of construction projects).

Cityfleet Operating costs of all pant & equipment as well as light vehicles. Fleet management, vehicle purchasing and disposal.

Cityparks Maintenance of parks and gardens, cemeteries, sportsgrounds, verges and street trees, beaches and bushland

Cityworks Maintenance of roads, stormwater and drainage, street cleaning, signage, car parks, roundabouts, footpaths as well as private works

Operations Centre Operation of the Operations Centre workforce of Cityworks and Cityparks. Collection and entering of time sheets, workforce supervising, business support services (finance & purchasing).

Marina Management and maintenance of the Mandurah Ocean Marina, boat pens, Mary Street lagoon pens, and the Marina Chalets budget accommodation.

Waterways Includes the maintenance of seawalls, beach renourishment, pontoon maintenance, ocean entrance sand bypassing, administration bay cleaning and boat ramp maintenance.

Technical Services Manager of Technical Services, landscape services & design, asset management, survey and design

Report 1 Attachment Page 11 City of Mandurah Summary 2016/2017 Financial Report

2016/2017 2015/2016 Comparison Year to Date - June Total Year to Date - June Total City of Mandurah Actuals + Actuals Budget Variance CMT* Budget Variance Actuals Budget Variance '000's '000's '000's '000's '000's '000's

Operating revenues (107,587) (105,505) 2% (107,587) (105,255) 2% (104,074) (101,942) 2%

Operating expenditure Direct labour 40,367 41,796 -3% 40,367 41,796 -3% 39,045 38,849 1% Employee costs 6,670 6,159 8% 6,693 6,159 9% 6,142 6,011 2% Allocation of administration expenses (9,376) (9,943) -6% (9,376) (9,943) -6% (8,826) (9,160) -4% Operating costs 49,173 52,631 -7% 50,487 52,631 -4% 49,941 51,776 -4% Total operating expenditure 86,833 90,642 -4% 88,170 90,642 -3% 86,302 87,476 -1%

Operating (surplus)/deficit before Dpr'n (20,754) (14,863) 40% (19,418) (14,613) 33% (17,772) (14,466) 23%

Depreciation 29,493 29,370 0% 29,493 29,370 0% 20,176 20,175 0%

Operating (surplus)/deficit 8,739 14,507 -40% 10,075 14,757 2,404 5,709 -58%

Capital expenditure 43,882 57,727 -24% 46,874 57,727 -19% 38,921 50,929 -24%

Capital revenue (15,583) (38,433) -59% (15,626) (38,683) -60% (14,981) (33,451) -55% *CMT = Commitment costs- Value of orders raised but not yet paid.

Report 1 Attachment Page 12 City of Mandurah Capital 2016/2017 Financial Report

Actuals CMT* Actuals + CMT* Budget Capital Summary 2016/2017 Variance 000`s 000`s 000`s 000`s

Work in Progress Land 471 - 471 - Buildings 13,614 1,133 14,746 18,913 -22% Marina 51 1 52 198 -74% Bridges 10,252 - 10,252 11,594 -12% Parks 2,321 412 2,733 3,014 -9% Roads 10,545 511 11,056 13,722 -19% Drainage 888 475 1,363 1,747 -22% Coastal & Estuary 467 72 539 1,591 -66% Equipment 83 1 85 89 -5% Machinery 2,357 464 2,821 3,101 -9% Other Infrastructure 2,830 (74) 2,756 3,759 -27% Total Capital Expenditure 43,880 2,994 46,874 57,727 -19% *CMT = Commitment costs- Value of orders raised but not yet paid.

See Key Projects and Carryovers for detail on major projects

Report 1 Attachment Page 13 City of Mandurah Capital 2016/2017 Financial Report

2016/2017 Key Projects Actuals + Variance on Comments Actuals CMT* Budget CMT Actuals + CMT Land

Sub Total - - - - Buildings MPAC RVIF Equipment Upgrade 80,842 50,449 131,291 500,000 -74% Quotation for electrical infrastructure upgrade to be sought by end of June. An order has been placed for 20 lights and a consultant has been engaged to finalise remaining lighting as part of the replacement of conventional lighting with efficient LED luminaire stage of the project. Remaining budget to be carried over Ocean Road Reserve - Sports Grnd Lights 174,940 143,605 318,545 1,170,047 -73% Flood light installation commencing in late July Changing room detailed design complete and tender document preparation underway. Construction to be scheduled WMC Install Walking Floor Main Shed - - - 1,055,868 -100% Request for Tender documents to be released to market in July 2017. Project to be re-budgeted in 2017-18 financial year.

Sub Total 255,782 194,054 449,836 2,725,915 -83% Bridges Old Mandurah Bridge 10,150,386 - 10,150,386 11,482,944 -12% Bridge launching complete and aligned. Earthworks for approach road to commence. Budget of $500,000 for indigenous artwork to be carried over

Sub Total 10,150,386 - 10,150,386 11,482,944 -12% Parks Renew MPAC Forecourt Paving 324,408 256,020 580,428 542,776 7% First stage is 40% complete. Project to be carried over. Novara Foreshore Stage 1 Master Plan 480,230 37,698 517,928 534,221 -3% Complete

Sub Total 804,638 293,717 1,098,355 1,076,997 2% Roads NEW Dower St - Reconstruct/Widen 52,748 - 52,748 792,865 -93% Intersection works for Dower Street and Pinjara Road to be carried over.

NEW Lakes Rd - Construct,Primerseal 949,300 10,080 959,380 957,410 0% Complete NEW Madora Bay Fire Brigade Track - - - 211,431 -100% Project not going ahead in 2016-17 financial year. Location still to be determined. REHAB Glencoe Pde Stage 3 of 5 232,090 11,281 243,371 301,289 -19% Complete REHAB McLarty - Calypso to Admiralty 344,175 14,189 358,364 317,146 13% Complete CP MARC Stage 2 includes Lighting 608,221 8,420 616,642 634,292 -3% Complete

Sub Total 1,578,313 35,549 1,613,862 2,580,141 -37% Waterways C&E - Falcon Bay Seawall 39,886 11,912 51,798 865,581 -94% Construction and designing contract awarded to Leeuwin Civil. Project carried over to 20117-18 financial year.

Sub Total 39,886 11,912 51,798 865,581 -94% Plant & Machinery Replacement Light Passenger Vehicles 440,768 108,331 549,099 562,509 -2% Procurement of vehicles complete. Budget for two vehicles still to be delivered to be carried over. Replacement Light Commercial Vehicles 767,497 25,377 792,873 833,875 -5% All vehicles have been procured Trucks and Buses 252,681 292,418 545,099 613,934 -11% Order for Gully ductor Vac Unit has now been placed within budget and delivery expected mid October 2017. Budget to be carried over to 2017-18 financial year..

Sub Total 1,460,946 426,125 1,887,071 2,010,318 -6% *CMT = Commitment costs- Value of orders raised but not yet paid.

Report 1 Attachment Page 14 City of Mandurah Capital 2016/2017 Financial Report

2016/2017 Carryover Projects Actuals + Variance on Comments Actuals CMT* Budget CMT Actuals + CMT Buildings RS - MARC Redevelopment Stage 2 10,794,880 170,101 10,964,981 10,912,908 0% Complete. RS - MARC 61,822 - 61,822 135,000 -54% Complete. Mandurah Library - Counter & Carpets 31,178 - 31,178 20,000 56% Complete. Thomson St Netball - Toilet Upgrade 127,820 - 127,820 114,000 12% Complete.

Ablution Dawesville Foreshore Reserve 79,279 164 79,443 100,000 -21% Complete. SES Facility & Amenities Bldg 88,538 - 0 88,538 83,963 5% Complete. Darwin Tce Structure surface treatment 55,395 11,907 67,301 35,019 92% Complete. Mandurah Yacht Club - Storage Upgrade 1,089 - 1,089 3,000 -64% Complete. Mandurah Yacht Club - Ext Acc Toilet - - - 3,000 -100% Complete. Ron Christian Hall, Madora - Main Entran 2,230 - 2,230 9,827 -77% Complete. Regional Venues Improvement Fund 349,339 - 349,339 337,545 3% Complete.

Sub Total 11,591,569 182,171 11,773,740 11,754,262 0% Bridges Senior Citizens Footbridge 64,886 - 64,886 73,646 -12% Complete. Mandurah Ocean Marina Footbridge 36,955 - 36,955 36,955 0% Complete.

Sub Total 101,841 - 101,841 110,601 -8% Parks Tims Thicket Monitoring Bores 208 7,700 7,908 20,403 -61% To be scheduled as part of the Tims Thicket septage ponds upgrade. Milgar Reserve - Caterpillar Playground 76,616 - 76,616 77,001 0% Complete. MPAC Forecourt Paving Replacement 13,979 - 13,979 16,864 -17% Complete.

Sub Total 90,803 7,700 98,503 114,268 -14% Roads NEW Lakes Rd Continue north-south access 490,041 - 490,041 490,236 0% Complete. New Peel St Forrest St to Mandurah Tce 354,882 - 354,882 350,000 1% Complete. NEW Dower St North-South Access 209,163 85,602 294,765 379,666 -22% Complete. TM Old Coast Road Traffic Control Signal 479,180 - 479,180 487,851 -2% Complete. TM Allnutt St/Dower St Traffic Signals 11,606 - 11,606 88,226 -87% Complete. Wayfinding Signage & Posts Citywide 33,010 - 33,010 34,211 -4% Complete. SP Mandurah Rd Catalina to Broadstone 7,277 - 7,277 20,944 -65% Complete. Dower Street Carpark 35,871 - 35,871 20,000 79% Complete.

Sub Total 1,621,030 85,602 1,706,633 1,871,134 -9% Drainage

SD Clyde Pl Pump Stn & Pressure Main 119,458 - 119,458 119,458 0% Complete SD Maywood Way from No. 50/Buckingham Dr 27,490 - 27,490 17,000 62% Complete

Sub Total 146,948 - 146,948 136,458 8% Coastal & Estuary RBFS - Dawesville Ramp Replacement 54,341 - 54,341 48,357 12% Complete. Boardwalk Renewal 1/20th 191,520 - 191,520 171,011 12% Complete.

Sub Total 245,861 - 245,861 219,368 12% Equipment Civica & Pinforce Integration 24,361 - 24,361 28,725 -15% Project ongoing and expected to finish by year end. Equipment and materials waiting to be delivered and

Sub Total 24,361 - 24,361 28,725 -15% Other Infrastructure MARC Geothermal 1,043,636 3,225 1,046,861 1,010,000 4% Connection between geothermal and MARC plant room currently being carried out and pump installation expected in mid July. Project completion proposed for end of August Tims Thicket Septage Ponds upgrade 1,000 - 1,000 380,946 -100% Response from assessment by EPA received requesting additional information. Additional information provided on the 7th of April. Budget carried over to 2017-18 financial year

Sub Total 1,044,636 3,225 1,047,861 1,390,946 -25% Equipment Eastern Foreshore Seawall & Footpath Replaceme 1,783,998 - 77,393 1,706,605 2,367,961 -28% Complete

Sub Total 1,783,998 - 77,393 1,706,605 2,367,961 -28%

*CMT = Commitment costs- Value of orders raised but not yet paid.

Report 1 Attachment Page 15 City of Mandurah Operating Revenue 2016/2017 Financial Report

Directorate Variances Year to Date - June Total Actuals Budget Variance Actuals + CMT* Budget 2016/17 Variance

Chief Executive Office (79,654,835) (78,059,370) 2% 2% (79,654,835) (78,059,370) 2%

Strategy & Business Performance (158,798) (184,600) -14% -14% (158,798) (184,600) -14%

Sustainable Development (3,245,254) (3,200,237) 1% 1% (3,245,504) (3,201,237) 1%

People and Communities (5,713,494) (5,627,475) 2% 2% (5,713,494) (5,627,475) 2%

Works and Services (18,814,490) (18,432,306) 2% 2% (18,814,490) (18,182,306) 3%

(107,586,870) (105,503,988) 2% 2% (107,587,121) (105,254,988) 2% *CMT = Commitments are not used for revenue. Therefore 'Actuals' = 'Actuals + CMT'

TOTAL - Detail Business Units (107,586,870) (105,503,988) 2% (107,587,121) (105,254,988) 2%

Chief Executive Office (79,654,835) (78,059,370) 2% 2% (79,654,835) (78,059,370) 2%

Chief Executives Office (45,110) (47,000) -4% -4% (45,110) (47,000) -4%

Legal Services (8,938) (9,500) -6% -6% (8,938) (9,500) -6%

Elected Members (1,287) (1,000) 29% 29% (1,287) (1,000) 29% Civic Events & Functions -

Economic Development (20,080) (20,000) 0% 0% (20,080) (20,000) 0%

1 City Centre (350) (500) -30% -30% (350) (500) -30%

General Purpose Funding (6,336,249) (4,749,000) 33% 33% (6,336,249) (4,749,000) 33%

Rates (73,238,061) (73,229,924) 0% 0% (73,238,061) (73,229,924) 0%

Finance (4,761) (2,446) 1 95% (4,761) (2,446) 95%

Strategy & Business Performance (158,798) (184,600) -14% -14% (158,798) (184,600) -14%

2 Strategy & Business Performance (82) (29,100) -100% -100% (82) (29,100) -100%

Organisational Development (5,073) (5,500) -8% -8% (5,073) (5,500) -8%

Systems & Technology (6,032) (3,900) 55% 55% (6,032) (3,900) 55% General Administration - Marketing -

Visitors Centre (97,774) (95,100) 3% 3% (97,774) (95,100) 3%

Customer Services (49,837) (51,000) -2% -2% (49,837) (51,000) -2%

Sustainable Development (3,245,254) (3,200,237) 1% 1% (3,245,504) (3,201,237) 1% DIR Sustainable Development - (250) (1,000) -75%

3 Planning Services (281,844) (567,800) -50% -50% (281,844) (567,800) -50%

Rangers (1,327,449) (1,112,700) 19% 19% (1,327,449) (1,112,700) 19%

Environmental Health Services (300,250) (284,574) 6% 6% (300,250) (284,574) 6%

Eco Services/Climate Change (269,959) (125,083) >100% 116% (269,959) (125,083) 116%

Building Services (1,065,751) (1,110,080) -4% -4% (1,065,751) (1,110,080) -4%

People and Communities (5,713,494) (5,627,475) 2% 2% (5,713,494) (5,627,475) 2%

DIR People and Communities (1,273) - - (1,273)

Recreation Services (366,595) (298,200) 23% 23% (366,595) (298,200) 23%

MARC Operations (3,452,077) (3,309,100) 4% 4% (3,452,077) (3,309,100) 4%

HHCRC Operations (483,835) (510,500) -5% -5% (483,835) (510,500) -5%

Community and Social Development (232,171) (240,400) -3% -3% (232,171) (240,400) -3%

Youth Services (115,253) (96,200) 20% 20% (115,253) (96,200) 20%

Seniors (350,265) (347,750) 1% 1% (350,265) (347,750) 1%

Festivals & Events (450,390) (498,550) -10% -10% (450,390) (498,550) -10%

4 Libraries & Learning (163,868) (194,000) -16% -16% (163,868) (194,000) -16%

Museum (5,552) (2,775) >100% 100% (5,552) (2,775) 100%

5 Cultural Development (92,214) (130,000) -29% -29% (92,214) (130,000) -29%

Works and Services (18,814,490) (18,432,306) 2% 2% (18,814,490) (18,182,306) 3%

DIR Works & Services (5,794) (2,000) >100% 190% (5,794) (2,000) 190%

Citybuild (1,613,472) (1,425,000) 13% 13% (1,613,472) (1,425,000) 13%

Waste Management Services (12,064,310) (12,562,800) -4% -4% (12,064,310) (12,312,800) -2%

Infrastructure Management (5,229) (5,600) -7% -7% (5,229) (5,600) -7%

6 Cityfleet (94,858) (186,300) -49% -49% (94,858) (186,300) -49%

Cityparks (1,067,401) (768,500) 39% 39% (1,067,401) (768,500) 39%

Cityworks (329,205) (127,700) >100% 158% (329,205) (127,700) 158%

Operations Centre (1,352) (1,000) 35% 35% (1,352) (1,000) 35%

Marina (3,033,772) (3,004,052) 1% 1% (3,033,772) (3,004,052) 1%

Waterways (426,429) (243,854) 75% 75% (426,429) (243,854) 75%

Technical Services (172,668) (105,500) 64% 64% (172,668) (105,500) 64%

Key

a Less than -10% See notes for commentary on variance

b More than 10% Variance will be monitored

c Between -10% and 10% Acceptable variance

Report 1 Attachment Page 16 City of Mandurah Labour 2016/2017 Financial Report

Directorate Variances Year to Date - June Total Actual Budget Variance Actual + CMT* Budget 2016/17 Variance

Chief Executive Office 3,393,874 3,486,589 -3% -3% 3,393,874 3,486,589 97%

Strategy & Business Performance 4,840,263 4,954,644 -2% -2% 4,840,263 4,954,644 98%

Sustainable Development 5,472,599 5,628,273 -3% -3% 5,472,599 5,628,273 97%

People and Communities 9,597,923 9,978,234 -4% -4% 9,597,923 9,978,234 96%

Works and Services 17,061,844 17,748,486 -4% -4% 17,061,844 17,748,486 96%

40,366,503 41,796,226 -3% -3% 40,366,503 41,796,226 97% *CMT = Commitments are not used for labour. Therefore 'Actuals' = 'Actuals + CMT'

TOTAL - Detail Business Units 40,366,503 41,796,226 -3% 40,366,503 41,796,226 97%

Chief Executive Office 3,393,874 3,486,589 -3% -3% 3,393,874 3,486,589 97%

Chief Executives Office 422,593 458,586 -8% -8% 422,593 458,586 92%

-21% Legal Services 395,658 501,355 -21% 395,658 501,355 79%

7 Elected Members 235,439 214,573 10% 10% 235,439 214,573 110%

Civic Events & Functions 47,337 45,830 3% 3% 47,337 45,830 103%

8 Economic Development 447,055 414,644 8% 8% 447,055 414,644 108%

City Centre 85,142 99,508 -14% -14% 85,142 99,508 86% General Purpose Funding -

Rates 424,647 406,803 4% 4% 424,647 406,803 104%

Finance 1,336,003 1,345,290 -1% -1% 1,336,003 1,345,290 99%

Strategy & Business Performance 4,840,263 4,954,644 -2% -2% 4,840,263 4,954,644 98%

Strategy & Business Performance 500,464 504,012 -1% -1% 500,464 504,012 99%

Organisational Development 990,926 1,066,496 -7% -7% 990,926 1,066,496 93%

Systems & Technology 1,144,177 1,186,320 -4% -4% 1,144,177 1,186,320 96%

Marketing 648,819 625,453 4% 4% 648,819 625,453 104%

Visitors Centre 372,458 378,650 -2% -2% 372,458 378,650 98%

Customer Services 1,183,419 1,193,713 -1% -1% 1,183,419 1,193,713 99%

Sustainable Development 5,472,599 5,628,273 -3% -3% 5,472,599 5,628,273 97%

DIR Sustainable Development 293,403 286,978 2% 2% 293,403 286,978 102%

Planning Services 1,015,575 1,138,277 -11% -11% 1,015,575 1,138,277 89%

Rangers 1,437,917 1,398,567 3% 3% 1,437,917 1,398,567 103%

9 Environmental Health Services 871,796 829,140 5% 5% 871,796 829,140 105%

Eco Services/Climate Change 702,603 722,531 -3% -3% 702,603 722,531 97%

Building Services 1,151,307 1,252,780 -8% -8% 1,151,307 1,252,780 92%

People and Communities 9,597,923 9,978,234 -4% -4% 9,597,923 9,978,234 96%

DIR People and Communities 292,833 294,865 -1% -1% 292,833 294,865 99%

Recreation Services 631,800 640,024 -1% -1% 631,800 640,024 99%

MARC Operations 3,627,397 3,853,213 -6% -6% 3,627,397 3,853,213 94%

HHCRC Operations 963,574 1,115,472 -14% -14% 963,574 1,115,472 86%

Community and Social Development 925,012 909,657 2% 2% 925,012 909,657 102%

10 Youth Services 461,305 533,188 -13% -13% 461,305 533,188 87%

Seniors 336,945 354,540 -5% -5% 336,945 354,540 95%

11 Festivals & Events 450,791 424,799 6% 6% 450,791 424,799 106%

Libraries & Learning 1,474,971 1,481,936 0% 0% 1,474,971 1,481,936 100%

Museum 130,718 135,301 -3% -3% 130,718 135,301 97%

12 Cultural Development 302,576 235,239 29% 29% 302,576 235,239 129%

Works and Services 17,061,844 17,748,486 -4% -4% 17,061,844 17,748,486 96%

DIR Works & Services 432,858 452,978 -4% -4% 432,858 452,978 96%

Citybuild 1,775,163 1,925,344 -8% -8% 1,775,163 1,925,344 92%

Waste Management Services 206,861 218,624 -5% -5% 206,861 218,624 95%

13 Infrastructure Management 601,106 507,522 18% 18% 601,106 507,522 118%

Cityfleet 489,018 492,803 -1% -1% 489,018 492,803 99%

Cityparks 7,062,904 7,450,334 -5% -5% 7,062,904 7,450,334 95%

Cityworks 2,799,510 2,898,258 -3% -3% 2,799,510 2,898,258 97%

Operations Centre 542,346 610,615 -11% -11% 542,346 610,615 89%

Marina 577,217 616,549 -6% -6% 577,217 616,549 94%

Waterways 208,675 249,908 -16% -16% 208,675 249,908 84%

Technical Services 2,366,185 2,325,551 2% 2% 2,366,185 2,325,551 102%

Key

a More than 5% See notes for commentary on variance

b Less than -5% Variance will be monitored

c Between -5% and 5% Acceptable variance

Report 1 Attachment Page 17 City of Mandurah Other Employee Costs 2016/2017 Financial Report

Directorate Variances Year to Date - June Total Actuals Budget Variance Actuals + CMT* Budget 2016/17 Variance

Chief Executive Office 595,790 603,881 -1% -1% 602,605 603,881 0%

Strategy & Business Performance 1,225,483 938,098 31% 31% 1,227,107 938,098 31%

Sustainable Development 998,582 948,592 5% 5% 1,000,400 948,592 5%

People and Communities 1,332,822 1,251,771 6% 6% 1,338,230 1,251,771 7%

Works and Services 2,517,292 2,416,332 4% 4% 2,524,210 2,416,332 4%

6,669,969 6,158,674 8% 8% 6,692,552 6,158,674 9% *CMT = Commitment costs- Value of orders raised but not yet paid.

TOTAL - Detail Business Units 6,669,969 6,158,674 8% 6,692,552 6,158,674 9%

Chief Executive Office 595,790 603,881 -1% -1% 602,605 603,881 0%

Chief Executives Office 64,772 69,104 -6% -6% 64,772 69,104 -6%

Legal Services 73,237 79,403 -8% -8% 73,237 79,403 -8%

Elected Members 32,182 30,634 5% 5% 32,182 30,634 5%

14 Civic Events & Functions 30,750 26,971 14% 14% 30,750 26,971 14%

Economic Development 97,273 96,979 0% 0% 97,319 96,979 0%

City Centre 12,006 13,528 -11% -11% 12,006 13,528 -11% General Purpose Funding -

Rates 57,402 53,462 7% 7% 57,918 53,462 8%

Finance 228,166 233,800 -2% -2% 234,421 233,800 0%

Strategy & Business Performance 1,225,483 938,098 31% 31% 1,227,107 938,098 31%

Strategy & Business Performance 68,748 67,912 1% 1% 68,748 67,912 1%

15 Organisational Development 629,661 381,712 65% 65% 629,721 381,712 65%

Systems & Technology 194,302 186,019 4% 4% 194,333 186,019 4% General Administration 721 - 721

Marketing 87,796 81,092 8% 8% 87,796 81,092 8%

Visitors Centre 52,675 50,217 5% 5% 52,675 50,217 5%

16 Customer Services 191,581 171,146 12% 12% 193,113 171,146 13%

Sustainable Development 998,582 948,592 5% 5% 1,000,400 948,592 5%

17 DIR Sustainable Development 62,488 51,977 20% 20% 62,488 51,977 20%

Planning Services 193,576 193,025 0% 0% 194,041 193,025 1%

18 Rangers 234,217 205,477 14% 14% 234,878 205,477 14%

Environmental Health Services 148,128 136,686 8% 8% 148,211 136,686 8%

Eco Services/Climate Change 127,343 131,014 -3% -3% 127,547 131,014 -3%

Building Services 232,831 230,413 1% 1% 233,235 230,413 1%

People and Communities 1,332,822 1,251,771 6% 6% 1,338,230 1,251,771 7%

DIR People and Communities 46,967 44,373 6% 6% 46,967 44,373 6%

19 Recreation Services 120,106 104,940 14% 14% 120,161 104,940 15%

MARC Operations 500,828 494,029 1% 1% 505,148 494,029 2%

20 HHCRC Operations 54,660 27,727 97% 97% 54,660 27,727 97%

21 Community and Social Development 156,628 133,571 17% 17% 157,288 133,571 18%

22 Youth Services 70,617 58,524 21% 21% 70,937 58,524 21%

Seniors 57,690 54,910 5% 5% 57,690 54,910 5%

Festivals & Events 57,591 61,045 -6% -6% 57,591 61,045 -6%

Libraries & Learning 216,849 232,883 -7% -7% 216,902 232,883 -7%

23 Museum 23,170 20,165 15% 15% 23,170 20,165 15%

24 Cultural Development 27,716 19,604 41% 41% 27,716 19,604 41%

Works and Services 2,517,292 2,416,332 4% 4% 2,524,210 2,416,332 4%

25 DIR Works & Services 89,419 69,691 28% 28% 89,419 69,691 28%

Citybuild 176,863 183,231 -3% -3% 177,107 183,231 -3%

Waste Management Services 40,020 39,402 2% 2% 40,020 39,402 2%

Infrastructure Management 101,440 103,499 -2% -2% 101,440 103,499 -2%

Cityfleet 90,467 92,499 -2% -2% 91,545 92,499 -1%

Cityparks 860,594 799,793 8% 8% 862,002 799,793 8%

Cityworks 483,486 495,633 -2% -2% 483,486 495,633 -2%

26 Operations Centre 119,124 88,678 34% 34% 119,124 88,678 34%

Marina 87,567 81,800 7% 7% 87,567 81,800 7%

Waterways 26,904 43,204 -38% -38% 26,904 43,204 -38%

Technical Services 441,407 418,902 5% 5% 445,594 418,902 6%

Key

a More than 10% See notes for commentary on variance

b Less than -10% Variance will be monitored

c Between -10% and 10% Acceptable variance

Report 1 Attachment Page 18 City of Mandurah Other Operating Costs 2016/2017 Financial Report

Directorate Variances Year to Date - June Total Actuals Budget Variance Actuals + CMT* Budget 2016/17 Variance

Chief Executive Office 4,115,889 4,320,546 -5% -5% 4,191,303 4,320,546 -3%

Strategy & Business Performance 3,362,784 3,616,624 -7% -7% 3,558,985 3,616,624 -2%

Sustainable Development 1,911,147 2,274,172 -16% -16% 1,993,068 2,274,172 -12%

People and Communities 4,673,020 5,361,381 -13% -13% 4,796,270 5,361,381 -11%

Works and Services 35,110,030 37,057,911 -5% -5% 35,947,044 37,057,911 -3%

49,172,871 52,630,634 -7% -7% 50,486,670 52,630,634 -4% *CMT = Commitment costs- Value of orders raised but not yet paid.

TOTAL - Detail Business Units 49,172,871 52,630,634 -7% 50,486,670 52,630,634 -4%

Chief Executive Office 4,115,889 4,320,546 -5% -5% 4,191,303 4,320,546 -3%

Chief Executives Office 329,749 344,700 -4% -4% 342,193 344,700 -1%

Legal Services 327,779 329,250 0% 0% 335,369 329,250 2%

Elected Members 680,218 639,086 6% 6% 728,487 639,086 14%

Civic Events & Functions 89,064 109,200 -18% -18% 89,347 109,200 -18%

Economic Development 1,319,778 1,534,660 -14% -14% 1,322,765 1,534,660 -14%

City Centre 133,828 195,450 -32% -32% 133,828 195,450 -32%

27 General Purpose Funding 242,692 101,000 >100% 140% 242,692 101,000 140%

Rates 776,279 780,450 -1% -1% 776,279 780,450 -1%

Finance 216,503 286,750 -24% -24% 220,343 286,750 -23%

Strategy & Business Performance 3,362,784 3,616,624 -7% -7% 3,558,985 3,616,624 -2%

28 Strategy & Business Performance 147,395 108,300 36% 36% 147,549 108,300 36%

Organisational Development 202,493 334,130 -39% -39% 223,506 334,130 -33%

Systems & Technology 2,584,805 2,678,873 -4% -4% 2,696,104 2,678,873 1% General Administration -

Marketing 195,750 218,000 -10% -10% 201,622 218,000 -8%

Visitors Centre 49,353 49,721 -1% -1% 49,846 49,721 0%

Customer Services 182,989 227,600 -20% -20% 240,359 227,600 6%

Sustainable Development 1,911,147 2,274,172 -16% -16% 1,993,068 2,274,172 -12%

DIR Sustainable Development 17,031 31,980 -47% -47% 17,031 31,980 -47%

Planning Services 85,614 121,900 -30% -30% 86,959 121,900 -29%

29 Rangers 703,173 633,775 11% 11% 710,434 633,775 12%

Environmental Health Services 333,438 391,117 -15% -15% 352,828 391,117 -10%

Eco Services/Climate Change 663,031 988,140 -33% -33% 713,388 988,140 -28%

Building Services 108,861 107,260 1% 1% 112,429 107,260 5%

People and Communities 4,673,020 5,361,381 -13% -13% 4,796,270 5,361,381 -11%

DIR People and Communities 85,182 128,000 -33% -33% 90,386 128,000 -29%

Recreation Services 578,182 560,220 3% 3% 580,963 560,220 4%

MARC Operations 836,202 915,654 -9% -9% 846,110 915,654 -8%

HHCRC Operations 196,167 207,000 -5% -5% 197,540 207,000 -5%

Community and Social Development 509,479 573,920 -11% -11% 525,207 573,920 -8%

30 Youth Services 163,542 145,520 12% 12% 175,397 145,520 21%

Seniors 219,551 242,610 -10% -10% 228,763 242,610 -6%

31 Festivals & Events 968,731 1,165,849 -17% -17% 976,147 1,165,849 -16%

Libraries & Learning 471,930 593,960 -21% -21% 480,246 593,960 -19%

Museum 70,612 132,627 -47% -47% 74,163 132,627 -44%

Cultural Development 573,442 696,021 -18% -18% 621,349 696,021 -11%

Works and Services 35,110,030 37,057,911 -5% -5% 35,947,044 37,057,911 -3%

DIR Works & Services 47,334 67,100 -29% -29% 60,695 67,100 -10%

Citybuild 8,755,018 8,407,881 4% 4% 8,964,722 8,407,881 7%

Waste Management Services 13,399,261 14,321,866 -6% -6% 13,415,567 14,321,866 -6%

Infrastructure Management 145,979 314,710 -54% -54% 200,147 314,710 -36%

Cityfleet 1,712,879 1,751,860 -2% -2% 1,753,320 1,751,860 0%

Cityparks 5,235,620 5,104,498 3% 3% 5,598,712 5,104,498 10%

Cityworks 2,733,591 3,014,334 -9% -9% 2,808,540 3,014,334 -7%

Operations Centre 157,222 179,151 -12% -12% 157,588 179,151 -12%

Marina 1,333,019 1,609,399 -17% -17% 1,349,151 1,609,399 -16%

Waterways 1,123,769 1,440,482 -22% -22% 1,123,769 1,440,482 -22%

Technical Services 466,337 846,630 -45% -45% 514,834 846,630 -39%

Key

a More than 10% See notes for commentary on variance

b Less than -10% Variance will be monitored

c Between -10% and 10% Acceptable variance

Report 1 Attachment Page 19 City of Mandurah Variance Commentary 2016/2017 Financial Report

Financial Report - June 2016/2017

Type Note Directorate Business Unit Variance Comment Operating Revenue 1 Chief Executive Office City Centre $ 150.00 -30% Minor variance 2 Strategy & Business Performance Strategy & Business Performance $ 29,017.85 -100% Contributions and donations not received. 3 Sustainable Development Planning Services $ 285,956.00 -50% Variance due to decrease in town planning applications. 4 People and Communities Libraries & Learning $ 30,131.79 -16% Variance due to Arty kids and Brush with Art revenue. 5 Cultural Development $ 37,785.96 -29% Variance due to Stretch Festival revenue.$25,000 grant still to be received. 6 Works and Services Cityfleet $ 91,442.33 -49% Profits on sale of assets not yet generated. Labour 7 Chief Executive Office Elected Members $ 20,865.75 10% Variance due $11,000 in long service leave and $9,000 in casual labour.Lond service leave to be recovered by transfer from provision in reserve at year end. 8 Economic Development $ 32,411.49 8% Variance primarily due to restructuring of business unit during the year. 9 Sustainable Development Environmental Health Services $ 42,655.57 5% Variance due to vacancy adjustment at budget review which is covered by materials budget underspend. 10 People and Communities Youth Services -$ 71,882.77 -13% Underspend due to youth development materials costs being included in labour budget. 11 Festivals & Events $ 25,992.42 6% Variance due to Crabfest labour costs being budgeted under projects materials . 12 Cultural Development $ 67,337.46 29% Variance due to casual labour covered under materials in the Cultural Development projects budget. 13 Works and Services Infrastructure Management $ 93,584.15 18% Variance due to temporary projects management labour to meet Citybuild projects demands. To be covered by transfer from reserve at year end. Other Employee Costs 14 Chief Executive Office Civic Events & Functions $ 3,779.36 14% Variance due to superannuation for casual and projects labour. 15 Strategy & Business Performance Organisational Development $ 247,948.55 65% Variance due to employee benefits in the form of gym memberships due to more than expected subscription. 16 Customer Services $ 20,435.16 12% Variance due to voluntary superannuation contributions and workers compensation being greater than anticipated. 17 Sustainable Development DIR Sustainable Development $ 10,511.31 20% Variance due to voluntary employee superannuation contributions. 18 Rangers $ 28,739.57 14% Variance due to voluntary employee superannuation contributions, conference expenses and protective clothing costs. 19 People and Communities Recreation Services $ 15,166.04 14% Variance due to superannuation contribution. 20 HHCRC Operations $ 26,933.22 97% Variance due to superannuation contribution. 21 Community and Social Development $ 23,057.46 17% Variance due to superannuation for casual and projects labour. 22 Youth Services $ 12,093.49 21% Variance due to superannuation for casual and projects labour. 23 Museum $ 3,004.59 15% Minor Variance 24 Cultural Development $ 8,112.06 41% Variance due to voluntary superannuation contributions and Fringe Benefit Tax being greater than anticipated. 25 Works and Services DIR Works & Services $ 19,727.73 28% Variance due to superannuation for casual labour.

Report 1 Attachment Page 20 City of Mandurah Variance Commentary 2016/2017 Financial Report

Financial Report - June 2016/2017

Type Note Directorate Business Unit Variance Comment 26 Operations Centre $ 30,446.30 34% Variance due to voluntary superannuation contributions and Fringe Benefit Tax being greater than anticipated. Operating Costs 27 Chief Executive Office General Purpose Funding -$ 170,069.64 >100% Variance due to impact of increase in government guarantee fee on loans being greater than anticipated. 28 Strategy & Business Performance Strategy & Business Performance $ 39,094.64 36% Variance due to projects work requiring more resources than planned. 29 Sustainable Development Rangers $ 69,397.55 11% Variance due to expenditure on firebreaks. Costs to be recovered through invoicing by end of June 2017. 30 People and Communities Youth Services $ 18,022.20 12% Variance due to youth development materials costs being included in labour budget. 31 Festivals & Events -$ 197,117.57 -17% Underspend due to Crabfest labour costs being budgeted under projects materials .

Report 1 Attachment Page 21 Report from Director People & Communities to Council Committee Meeting of 25 July 2017

2 SUBJECT: Land Use Plan – South East Dawesville Channel Reclaimed Site CONTACT OFFICER/S: Dale Christy AUTHOR: Dale Christy FILE NO:

Summary

The South East Dawesville Channel site is approximately 8 hectares of land reclaimed as a part of the Dawesville Cut development. The site has existing facilities that include the Southern Estuary hall, Port Bouvard Yacht Club and the John Tonkin College, Maritime Training Facility.

A draft masterplan was developed in 2005 and adopted by Council but was not publically advertised due to the need to establish the potential strategic tourism value of the site. As a part of the Mandurah Active Recreations Strategy the site was listed as a possible future active reserve, however the Strategy discounted the site based on the grounds that it held a significant value for tourism purposes.

The Port Bouvard Yacht Club had contacted the City in 2016 to discuss future development options for their yachting facility. The main issue for the Yacht club being the lack of space in their current leased area to the south and the west of the current building leaving limited options for any storage or development plans.

It is considered that the best approach in revisiting the draft masterplan would be to develop a ‘Land Use Plan’ for the site as opposed to a new draft masterplan. The ‘Land Use Plan’ would address the following objectives:

• Provide future direction and opportunities for the community Lease holders (Port Bouvard Recreation & Sporting Club, Department of Education) to expand and grow their facilities and services.

• Identify the key community accessible spaces that should be protected and where future planning should be focused.

• Establish an area that can remain open for future development options to be considered.

Council are asked to endorse the ‘Land Use Plan for South East Dawesville Channel' site, approve for the City to engage with the community lease groups at the site to revise their community lease areas in line with the ‘Land Use Plan' and to request that Officers develop a draft masterplan for the Public Open Space / Foreshore area, with Officers bringing a further report to Council for consideration.

Disclosure of Interest

Nil

Report 2 Page 22 Report from Director People & Communities to Council Committee Meeting of 25 July 2017

Location

South East Dawesville Channel Reclaimed Site

Previous Relevant Documentation

G.41/6/08 June 2008 - Council endorsed ‘in principle’; the Proposed Lease Area / Boundaries Plan for the purpose of negotiations and agreements with the Deptartment of Education and Training in relation to the Maritime Skills Centre.

G/34/6/99 15 June 1999 – Council considered a request from the Port Bouvard Yacht Club for the establishment of a yacht club on 1.15 hectares of the reclaimed land. Council resolved not to support any uses or facilities until a master plan was prepared for the site. Notwithstanding the resolution of Council, DOLA entered into a leasing arrangement with the Port Bouvard Recreation and Sporting Club over a 4,020m2 portion of the reclaimed land, for the purpose of ‘Junior Sailing and Boating Club’.

G.16/9/04 September 2004 - Council acknowledged the recommendations of the South East Dawesville Channel Consultation Study.

G.29/12/10 December 2010 - Resolved not to publically advertise the previously adopted South East Dawesville Channel Site Draft Concept Master Plan.

G. 19/8/14 26 August 2014 - Agrees to enter into a Memorandum of Understanding with Tourism WA with the intent of working co-operatively to attract private investment on Reserve 30624 Thisbe Drive, Dawesville, for a tourist caravan park.

G.36/11/05 November 2005 Council adopted the South East Dawesville Channel Site Draft Concept Master Plan as a guide to future planning for the site.

Background

The City holds the Management Order for the care, management and control of the South-East Dawesville Channel site for the purpose of ‘Recreation, Community Purpose and Foreshore Management’ under Section 41 of the Land Administration Act 1997.

Report 2 Page 23 Report from Director People & Communities to Council Committee Meeting of 25 July 2017

In 2003 the City of Mandurah and other key stakeholders undertook a community consultation process to determine the most appropriate use for the site (via the South-East Dawesville Channel Consultation Study). A number of recommendations were made as a result of the study, including;

• The preparation of a detailed design for the site; • A heritage assessment undertaken of the Southern Estuary Hall to determine its heritage significance and to assist in determining whether the Hall should be demolished or upgraded; and • That tourist related activities are supported provided that ‘tourism is not a dominant activity, but instead one which takes account of the ambience and general broad community use of the area.’

The outcomes of this study were considered and supported by Council in September of 2004.

As a consequence of Council’s support for the study’s recommendations, officers prepared a draft concept masterplan for the site (the South- East Dawesville Channel Draft Concept Masterplan; Refer Attachment 1). In November of 2005, Council adopted the South East Dawesville Channel Draft Concept masterplan for advertising.

Heritage Consultants Palassis Architects were engaged in March of 2007. In May 2007, the heritage assessment was completed and a number of recommendations were made. In summary these recommendations concluded, that the Southern Estuary Hall had limited heritage value and demonstrates minimal retention of the ‘original fabric’. As such, it was recommended that the structure be removed, a subsequent archival recording undertaken of the history of the site and that ‘interpretative’ recognition of the Southern Estuary Hall and the history of its use, be constructed on site.

During 2007, the draft masterplan was forwarded to the Department of Planning for preliminary advice.

The Department of Planning responded informally in August of 2007, citing the following concerns:

• The site is well located with convenient access to the ocean, Peel Inlet, Harvey Estuary as well as the Murray and Serpentine Rivers and is easily accessible via Old Coast Road. The site is the only useable area within the Park that is not within the 1:100 year floodway and has little or no conservation value. The site is therefore unique within the Peel Region and as such, has considerable potential to accommodate (not necessarily exclusively) a tourist facility or tourism related use/s.

• The City’s Local Tourism Strategy identifies the site as a ‘Strategic Tourism Location’;

• The Economic Development and Recreation Management Plan identifies this site as the ‘last large area of strategically located public land available on the estuary’ and recommends that long-term options for the land are not compromised by short-term planning decisions. The Management Plan clarifies this however by stating that a use may be considered for a short term/temporary period, insofar as it will not jeopardise future planning for the site;

• Based on the unique tourist potential of the site, development should not proceed until a reasonable level of planning has progressed.

In November 2010 City Officers reported to Council the progress on the site draft masterplan, Council resolved in light of the perceived tourism potential of the site the City would not publicly advertise the previously adopted South East Dawesville draft masterplan.

In August 2014, Council resolved to enter into a Memorandum of Understanding with Tourism WA with the intent of working co-operatively with Tourism WA to attract private investment on Reserve 30624 Thisbe Drive, Dawesville, for a tourism caravan park. In early 2015 Tourism WA advised the City that they were reluctant to progress further with the project and as a result the City did not pursue the matter.

Report 2 Page 24 Report from Director People & Communities to Council Committee Meeting of 25 July 2017

In 2015 the site was identified and assessed as a possible active reserve development as a part of the City’s Mandurah Active Recreation Strategy. Ultimately the site was not recommended as it was again determined that its potential strategic tourism value was of greater importance.

The Port Bouvard Recreation & Sporting Club approached the City to discuss plans for future expansion in 2016. The club raised the issue that the yachting club didn’t have enough land within its leased area to the south and west of the existing facilities for future development. Following these conversations the City agreed that a review of their leased area would be conducted as a part of the greater review of the land use at the site.

Comment

In order to revisit the draft masterplan of the site it is important that the City firstly identifies the land use areas at the site and their function. City Officers have developed a Land Use Plan (attachment 1) that clearly identifies 5 main areas on the South East Dawesville Channel reclaimed site they include:

• Community Lease Area Area designed to accommodate and deliver aquatic based programs and services, it is proposed that the community lease area of 0.92ha is realigned by reducing the lease boundary to the east of the building, then in turn increasing the lease boundary to the west and the south of the buildings. The size of the leased portion will remain the same for both Port Bouvard Recreation & Sporting Club and the Department of Education. However these amendments will provide greater flexibility for the tenants in any future development.

• Future Master Plan Area – 4.2 ha Future use yet to be determine

• Community Purpose Site Currently the site of Southern Estuary Hall community facility

• Public Accessible Recreation Space and Department of Transport Access Includes existing vehicle and pedestrian access, fishing platforms

• Public Open Space / Foreshore area.

The development of a Land Use Plan for the site, as opposed to a new draft masterplan. Enables the City to focus on identifying the key spaces of community value rather than the particular activities that could exist at the site.

The local residents have become increasingly concerned with the types of unapproved activities that are currently undertaken at the site. Many of the activities are causing damage to the amenity and have been described as an eyesore. The City has received a variety of feedback from local residents with information surrounding the activities in the space and evidence of the damage being caused. Please see below a number of photos recently taken of the site:

Report 2 Page 25 Report from Director People & Communities to Council Committee Meeting of 25 July 2017

Moving forward the City can identify options and strategies that can limit the unauthorised access to the site that is antisocial in nature and damaging to the amenity.

Consultation

There has been a number of conversations with local residents and the Port Bouvard Sporting & Recreation Club, around the potential future use of the site. As a part of a broader Draft Master Planning process City Officers intend to engage the broader community in this issue.

As this site is of a topical nature of this site local residents, Port Bouvard Sporting & Recreation Club and the John Tonkin College have been advised in writing of this report being presented to Council.

Statutory Environment

Nil

Policy Implications

Nil

Economic Implications

Nil

Strategic Implications

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

Environment: • Protect and ensure the health of the natural environment and waterways.

Social: • Provide employment and educational opportunities, services and activities that engage the City’s young people. • Provide a range of social, retail, recreational and entertainment experiences for the City’s residents and visitors.

Economic: • Develop a strong and sustainable tourism industry.

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

Report 2 Page 26 Report from Director People & Communities to Council Committee Meeting of 25 July 2017

Identity: • Encourage active community participation and engagement.

Leadership: • Develop and empower our community leaders to determine, guide and advocate for the City’s future.

Conclusion

In 2007 a Draft Master Plan was developed for the South East Dawesville Channel Site. However in 2010 Council opted not to publicly advertise the Draft Master Plan due to the site being identified as having a possible high value for tourism activity in the future. In 2015 the City has reviewed the site as a part of the Mandurah Recreation Strategy for potential use as an active reserve, it was deemed that the site had a too high a value for alternate community or tourism use.

As recently as 2016 the Port Bouvard Recreation & Sporting Club have raised concern with City Officers over the limitations of their current lease are for growth to the South and the West of their current buildings. Officers have developed a ‘Land Use Plan’ for the site that has the following objectives:

• Provide future direction and opportunities for the community Lease holders (Port Bouvard Recreation & Sporting Club, Department of Education) to expand and grow their facilities and services.

• Identify the key community accessible spaces that should be protected and where future planning should be focused.

• Establish an area that can remain open for future development options to be considered.

NOTE:

• Refer Attachment 1 South East Dawesville Channel Reclaimed Site – Land Use Plan

RECOMMENDATION

That Council:

1. Endorse the draft Land Use Plan for the South East Dawesville Channel site;

2. Approves the City to engage with Port Bouvard Recreation & Sporting Club and the Department of Education to revise their community lease areas in line with the Land Use Plan;

3. Requests that the City develops a draft Master Plan for the Public Open Space / Foreshore area (marked 3 on the plan) and provide a report back to Council for consideration.

Report 2 Page 27 Report 2 Attachment 1 Page 28 Report from Director People and Communities to Council Meeting of 25 July 2017

3 SUBJECT: Ocean Road Active Reserve – Stage 2 Facility Development CONTACT OFFICER/S: Dale Christy AUTHOR: Dale Christy FILE NO:

Summary

Stage One Ocean Road Active Reserve was completed in November 2015 and provides a shared-use, multi-purpose active sports reserve for students and residents in Dawesville and Southern Districts. As the only active reserve south of the Dawesville Cut, the City is committed to developing facilities to support community participation in sport and passive recreation and maximise participation and use of the space.

The City has identified the development of toilets change rooms and flood lights at Ocean Road Reserve under Cash-in-Lieu funds designed for the improvement or development of parks, recreation grounds or open spaces on land vested or administered by the local government. City Officers have been working to deliver the elements of a neighbourhood facility that include:

• 2 x Change rooms • 2 x Store Rooms • 2 x UAT • 1 x Kiosk Using the Cash-in-Lieu funds available the project budget is a total of $1,170,000. Officers have been working with the Mandurah Storm Rugby League Club regarding the future use of the facility, at this time National Rugby League launched its ‘Community Footy Facilities Fund’. The City has been encouraged to apply for funds under this scheme to deliver a facility that will serve a district function with the provision of community space at the site. It is anticipated that the National Rugby League will grant $200,000 as a contribution to the whole project. The City has an opportunity to maximise on the project delivery and benefit by providing the community space as a part of stage 2 of the project along with the base elements. In order to provide the complete project including community space it has been identified that there is a funding shortfall of $320,000. This shortfall is in part being met by the National Rugby League, however there is still a funding shortfall of $120,000.

Council is requested to support the request for additional funds of $120,000 accessed through the City’s Building Reserve to be allocated to the project for the provision of community space.

Disclosure of Interest

Nil

Report 3 Page 29 Report from Director People and Communities to Council Meeting of 25 July 2017

Location

Ocean Road Active Reserve, Dawesville

Previous Relevant Documentation

• G.25/3/17 Council awarded Citylights Holdings Pty Ltd trading as Auriemma Electrical Services the contract under Tender 18-2016 for Peelwood Reserve and Ocean Road Reserve Sports Lighting at the price of $198,629 (excl GST). Council approved the allocation of surplus budget funds from the Southport Cash-in-Lieu account to be expended in the development of new facilities at Ocean Road Active Reserve, including the Toilet and Changeroom Facility Development.

• G.32/4/16 Council approved a request to the Minister for Planning to release Cash-in-Lieu funds of $1,170,00 for the purpose of constructing toilets, changerooms and sports floodlighting at Ocean Road Active Reserve

• G.22/12/15 Council approved a request to the Minister for Planning to release Cash-in-Lieu funds of $167,000 for the purpose of constructing an ablution block on Batavia Avenue, Wannanup.

• G.22/3/14 Council noted the Dawesville and Southern District Active Recreation Strategy aimed at addressing the lack of suitable active open space south of the Dawesville Channel. The strategy assessed, identified and recommended suitable sites for the future development of active recreation facilities.

• GI. 19/8/11 Council approved unbudgeted expenditure of $175,000 for the provision of a public ablution facility on the Eastport Foreshore, Wannanup subject to the approval of the Minister of Planning approving additional expenditure from the Southport Cash-in-Lieu contribution.

Report 3 Page 30 Report from Director People and Communities to Council Meeting of 25 July 2017

Background

The City has identified the need for community infrastructure within the Ocean Road Active Reserve, where Cash-in-Lieu from Southport would be an appropriate use of funds for the construction of a toilet and change room facility and the installation of sports floodlighting. In April 2016 Council approved for the City to apply for $1,170,000.00 of Cash-in-Lieu funds for the construction and installation of a neighbourhood facility and sports floodlighting.

In 2015, the City received funding from the State Government through Royalties for Regions, Peel Development Commission and contributions from the Department of Education and St Damien’s Catholic Primary School to delivery stage one of the Ocean Road Active Reserve development.

Stage one, completed in November 2015 provided a shared-use, multi-purpose active sports reserve for students and residents in the Dawesville and Southern District in addition to waste water reuse infrastructure providing a sustainable water source for the community and school reserves. The reserve was designed to accommodate a wide range of outdoor sports including AFL, Cricket, Soccer, Rugby League, Rugby Union and Athletics. The reserve also incorporates associated sporting infrastructure including a centre cricket wicket and training nets, a long jump pit and throw circle, goal sleeves for field sports and a small storage shed.

As the only active reserve south of the Dawesville Cut, the City committed to developing facilities to support community participation in sport and passive recreation and maximise participation and use of the space. The City identified stage two of the Ocean Road Development (toilets, change rooms and flood lights) in the 10 year capital budget (2016/17 – 2017/18), however, the Department of Planning approved the use of $1,170,000.00 Cash-in-Lieu funds in May 2016 for the construction of a toilet and change room facility and the installation of sports floodlighting.

In 2016, the Mandurah Storm Rugby League Football Club expressed an interest in operating out of the proposed sports facilities at Ocean Road and at the same time, the National Rugby League (NRL) announced a total of $3 million in funding towards developing rugby league facilities across Australia, with a minimum of $500,000 available per year over six years.

Due to the interest in Mandurah Storm relocating to Ocean Road Reserve, the City was encouraged to apply for funding through the Community Facilities Grant and has received an indication of funding worth $200,000 to go towards a social/meeting space at the Ocean Road Reserve. The additional funds have prompted a review of the detailed design for the proposed toilets and change rooms facility to include additional social and meeting space that would accommodate the needs of a district level facility serving sports clubs and the broader community.

Comment

Currently there is a lack of community space south of the Dawesville Cut with the Southern Estuary Hall on Thisbe Drive, Dawesville as the only community facility available for hire. The facility is at the end of its usable life with maintenance and upkeep of the facility costing the city more each year to maintain to a suitable standard. Council has identified the need for a multipurpose community centre for Dawesville and Southern District in the Social Infrastructure Plan 2013-2043 (SIP). The estimated project timeline for the community centre is sometime between 2018 to 2021, however, this relies heavily on a combination of funding opportunities being available, and then successfully accessed, with a total project (build) cost estimated over $4,000.000. As such, an alternative interim model that will meet the basic needs of the community and sport and recreation Clubs is required. The key facility elements that would be delivered as part of the stage two project, subject to Council approval of the additional funding are outlined below;

Report 3 Page 31 Report from Director People and Communities to Council Meeting of 25 July 2017

• 2 x Change room facilities • Umpire's Change room • 2 x Universal Public Toilet • 2 x Storage Rooms • Small Kiosk • First Aid Room • Sports Floodlighting (100 lux - large ball training) • Meeting and Social Space.

Officers have been working with the Mandurah Storm Rugby League Club and National Rugby League Western Australia (NRL WA) to relocate the club from their current grounds at John Tonkin College (Tindale Street), with current facilities being inadequate, no change rooms, limited toilet access, no fixed storage or kiosk facilities. The Mandurah Storm Rugby League club have been very proactive and shown year on year growth over the last 4 years. The club sees the move to Ocean Road as an opportunity to not only access quality facilities but also target a new junior and senior market that does not currently have any sporting clubs based south of the Dawesville Cut. The City’s base ‘Neighbourhood’ facility design did not allow for the development of community space in this stage of the development, however, provision in the design was made for any future community space requirements. The National Rugby League have recently developed a Community Footy Facilities fund that is aimed at assisting grass roots clubs to provide adequate facilities. Both Mandurah Storm and NRL WA encouraged the City to apply for funding towards the project. In applying for extra funds towards the project the City has been presented with an opportunity to deliver the base elements plus a community space at the site in one stage. In recognition for the NRL’s capital contribution, the City will provide the Mandurah Storm priority winter access to the facility on days and times to be negotiated.

The community facility will be managed and maintained by the City and will only be accessed by the sporting clubs and the community at times where they have made a booking through the Recreation Services team. The arrangements in place will meet both the needs of the Mandurah Storm Rugby League Club and the wider community, by making the facility available for community use outside of Mandurah Storms booking times.

It is expected that the City will encourage any community groups in the Dawesville area to access the facility for both casual and regular bookings.

Consultation

Internal consultation has been conducted between the following City of Mandurah teams;

• Recreation Services • Infrastructure Management • Manager Tenders and Contracts • Manager Financial Services

The City has also met with representatives from the Mandurah Storm Rugby League Football Club, National Rugby League Western Australia (NRL WA) and National Rugby League (NRL) Statutory Environment

Nil

Report 3 Page 32 Report from Director People and Communities to Council Meeting of 25 July 2017

Policy Implications

POL-CNP 07 – Community & Recreation Facilities Policy

POL-CNP 04 – Recreation Facility Usage Policy

Economic Implications

The proposed increase to the project scope is dependent on two funding sources:

National Rugby League ‘Footy Facilities Fund’ Grant $200,000 City of Mandurah Building Reserve Contribution $120,000

Strategic Implications

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

Social • Provide a range of social, retail, recreational and entertainment experiences for the Cities residents and visitors.

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

Conclusion

The City, through the allocation of Cash-in-Lieu funds of $1,170,000, are intending to complete Stage 2 of the Ocean Road Active Reserve project with the delivery of a sports facility that would serve a neighbourhood function.

However, with the Mandurah Storm Rugby League Football Club requiring a home ground and the support of the NRL through facility funding of $200,000, the City has the opportunity to expand the scope of the stage 2 Ocean Road development and achieve a greater outcome for the Storm Rugby Club, local sporting groups and the wider community of the Dawesville and the Southern Districts.

The addition of meeting and social space in the Dawesville and Southern Districts will not only provide a long term base for sports clubs to become established and grow but will also deliver a central and flexible meeting space serving a district function for community groups to operate until such times as the Dawesville Community Centre is funded and developed.

The total project cost for this project is estimated to be $1,490,000, with funding of $1,370,000 funded through Cash-in-Lieu funds and a grant from the National Rugby League. Council are requested to support a $120,000 contribution to meet the shortfall in the project.

NOTE:

• Refer Attachment 1 Ocean Road Facility Concept Plan

Report 3 Page 33 Report from Director People and Communities to Council Meeting of 25 July 2017

RECOMMENDATION

That Council:

1. Approves the inclusion of a community meeting space as part of the change rooms / toilet facilities at the Ocean Road Active Reserve Sports facility, subject to an additional $200,000 being sourced externally.

2. Approves unbudgeted expenditure* of $320,000 for an extension for Ocean Road Active Reserve change rooms to be funded from:

Grants (National Rugby League) $200,000 Building Reserve $120,000

3. Requests the Chief Executive Officer to negotiate and finalise a funding agreement for the grant of $200,000 with the National Rugby League.

4. Requests the Chief Executive Officer (Manager Recreation Centres and Services) to finalise a priority winter usage agreement with Mandurah Storm Rugby League Club.

*ABSOLUTE MAJORITY*

Report 3 Page 34 Report 3 Attachment 1 Page OCEAN ROAD SPORTS OVAL SPORTS FACILITY ADDITION OPTION 4,

35 Sk.04 CITY OF MANDURAH 1:200 @ A4 Rev: P01 Date :08.06.17 Report from Director Works and Services to Council Meeting of 25 July 2017

4 SUBJECT: RoadWise – Community Safe Speed Promise CONTACT OFFICER/S: Allan Claydon/Terry Blanchard AUTHOR: Terry Blanchard FILE NO:

Summary

Council is requested to endorse a RoadWise initiative to engage the community in a Safe Speed Promise programme to highlight road safety within the City of Mandurah.

The ‘Community Safe Speed Promise’ provides a means for the community to work together with the City to reduce travel speeds, and take control of road safety on their local streets.

The programme encourages residents to sign a Safe Speed Promise and commit to driving within the speed limit and being a courteous driver. Upon signing, the City provides the driver with a vehicle sticker so that they are easily identifiable and can set an example for other motorists to follow.

Disclosure of Interest

Nil

Location

Citywide

Previous Relevant Documentation

Nil

Background

The Mandurah RoadWise Advisory Group has been working for many years in an effort to deliver on road safety initiatives that promote and encourage community involvement in road safety and good driver behaviour. The Community Safe Speed Promise is supported by WALGA, RoadWise and the Road Safety Council as part of the Towards Zero campaign.

The act of making the commitment increases the likelihood that the person will make a concerted effort to drive within the speed limit.

Speeding is not just driving faster than the posted speed limit, it is also driving too fast for the prevailing weather, traffic and road conditions.

Research shows that dropping three to five kilometres per hour on average travel speed would see an 18% decrease in fatalities in urban areas and a 9% decrease across the state. Pedestrians also benefit from the initiative with a recent study showing that 32% of pedestrians killed would have survived if the vehicle was travelling five kilometres slower and one in ten would have not been hit at all.

Once the person has signed the promise, the City will supply a sticker to place on the rear of their vehicle to highlight their commitment to other drivers.

Report 4 Page 36 Report from Director Works and Services to Council Meeting of 25 July 2017

Comment

While the initial thrust of the campaign is for individuals to make the promise with the City being the conduit to get the promises and stickers into the community, the Mandurah RoadWise Advisory Group believes through the City’s commitment the promotion can go much wider.

The Mandurah RoadWise Advisory Group contains a member from Mandurah Taxis and advises that the company would be happy to promote the promise and distribute stickers for signatories through the taxi network.

Further discussion within the group revealed that Mandurah may have several entities that may want to join the City in promoting the promise, these include:

• Major shopping developments (As an example Vicinity assist RoadWise with the road safety campaign at Christmas) • Mandurah Chamber of Commerce • RAC • Car Dealers • Vehicle maintenance shops • Mandurah bus companies • Fuel outlets

It is understood that the Mandurah Chamber of Commerce is seeking community initiatives to be involved in and road safety would be an ideal forum for their input.

Any entity which is associated with motor vehicles will have an interest in supporting the programme. It will not cost these companies any funds as the stickers will be purchased through the RoadWise budget. The cost of the stickers range from $0.84 to $1.29 depending on numbers purchased.

The WALGA representative obtained three quotations for the stickers. The following table shows the lowest quote:

Number of Stickers Cost 500 $ 646.80 750 $ 810.70 1000 $ 991.10 2000 $1674.20

It is intended that the City supply the stickers and associated paperwork for signing and the other entities provide a process for getting the promise signed and into the communities.

The City will have the pledge and stickers available at the City’s facilities including the Administration Centre, libraries and other areas where the public visit.

Once forms are completed the City’s Administration Officer for RoadWise will collect the forms and make a register of those who have made the promise. Details will be confidential and not shared with any outside organisation.

Consultation

Mandurah RoadWise Advisory Group

Statutory Environment

Nil

Report 4 Page 37 Report from Director Works and Services to Council Meeting of 25 July 2017

Policy Implications

Nil

Economic Implications

It is proposed to purchase 1000 stickers at a cost of $991.10 to be funded from the RoadWise 2017/2018 budget.

Strategic Implications

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

Identity: • Encourage active community participation and engagement.

Leadership: • Ensure that the City as an organisation behaves as a model corporate citizen.

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

Conclusion

The City’s involvement is seen as a catalyst for the programme spreading to commercial entities and the general Mandurah community.

This programme may be something the Mayor and Councillors may wish to be an ambassador for within the general community and encourage others to make the promise.

The City can offer an invitation to the wider community once the programme is adopted officially by Council. Further media releases can be addressed at a later date and through the City’s media personnel.

NOTE:

• Refer Attachment 1 Community Safe Promise Information and Form Attachment 2 Community Safe Promise Vehicle Sticker

RECOMMENDATION

That Council:

1. Adopts the Community Safe Speed Promise programme in principle and through the RoadWise Advisory Group promote and distribute the Community Safe Speed Promise forms and vehicle stickers.

2. Supports the distribution of the Community Safe Speed Promise information through the City’s facilities and invite external groups to take part in the initiative including the following: • Major shopping developments • Mandurah Chamber of Commerce • RAC • Car Dealers • Vehicle maintenance shops • Mandurah bus companies • Fuel outlets

Report 4 Page 38 Report from Director Works and Services to Council Meeting of 25 July 2017

ATTACHMENT 1 Community Safe Speed Promise Information and Form

Report 4 Page 39 Report from Director Works and Services to Council Meeting of 25 July 2017

Report 4 Page 40 Report from Director Works and Services to Council Meeting of 25 July 2017

ATTACHMENT 2 Community Safe Speed Promise Vehicle Sticker

Report 4 Page 41 Report from Director Sustainable Development to Council Meeting of 25 July 2017

5 SUBJECT: Road Dedication - Lot 262 (29) Cooper St, Mandurah CONTACT OFFICER/S: Ben Dreckow/Tony Free AUTHOR: Vicki Kelly/Lesley Petchell FILE NO: Parcel: 32505

Summary

Council is requested to consider finalising a land transaction which will enable the taking by consent of an 18 sq. metre portion of land from Lot 262 (29) Cooper Street Mandurah. The truncation of land is required as part of the installation of a roundabout on the corner of Cooper and Forrest Streets.

In November 2002, Council resolved that officers negotiate with the owners to acquire the land. In 2003 the roundabout was installed and the appropriate compensation was subsequently paid to the landowners.

The taking and subsequent dedication of the road widening land, was unable to be progressed at the time, as the surveyor identified a minor encroachment of the shed at the rear of Unit 1, which was required to be dealt with before any land redefinition could occur over the strata site. It should be noted that the shed has no impact on the truncation.

Officers have now consulted with the original surveyors, Landgate, and the Department of Planning Land & Heritage (DoPLH) and established a revised survey process that will enable the transaction to be effected, subject to the provision of a Council resolution and an indemnification letter from the City.

Council is, therefore, requested to approve the taking by consent of approximately 18 sq. metres of land from Lot 262 (29) Cooper Street Mandurah in accordance with Section 168 of the Land Administration Act 1997 (LAA), and the dedication of the road widening land in accordance with Section 56 of the LAA.

In accordance with the DoPLH most recent policy for Takings under the LAA, Council is also requested to indemnify the State against any compensation liability of the State or the taking of native title and non- native title rights and interests as well as reimbursing DoPLH the costs and disbursement incurred in relation to the acquisition of rights and interests.

Disclosure of Interest

Nil

Report 5 Page 42 Report from Director Sustainable Development to Council Meeting of 25 July 2017

Location

Corner Truncation 18 sq. metres

9 cm Encroachment

Previous Relevant Documentation

• G.44/11/02 19 November 2002 Council authorises the Chief Executive Officer to negotiate with the owners of Lot 262, 29 Cooper St to acquire a portion of the land to create a truncation on the corner of Cooper and Forrest Streets.

Background

The intersection of Cooper and Forrest Streets, Mandurah was identified as a blackspot intersection and a roundabout was subsequently installed in January 2003. At the time, to facilitate the construction of the roundabout, officers received council approval to negotiate with the landowners of Lot 262 (29) Cooper St, Mandurah to acquire an approximate 18 sq. metre corner truncation of their lot.

Lot 262 (29) Cooper Street is a strata titled lot, with two units insitu, however the only unit impacted by the truncation was Unit 1 and compensation was paid accordingly to the landowners of this unit.

Despite the roundabout being installed and the landowners being compensated, the actual taking and dedication of the road widening land was not finalised as the surveyor identified a 9cm encroachment from the shed located at the rear of Unit 1, 29 Cooper Street, onto the adjoining site at No. 27 Cooper Street.

Due to varying factors, the matter was not able to be progressed and the file lay dormant until 2015 when officers requested support from Landgate to finalise the road dedication.

Report 5 Page 43 Report from Director Sustainable Development to Council Meeting of 25 July 2017

Comment

Following extensive consultation with the original surveyors (Links Surveying), Landgate and the Department of Planning, Land & Heritage (DoPLH), officers have established a survey process whereby the deposited plan can be lodged purely for the purpose of road widening with a notation to be placed on file that a ‘Conversion to Survey Strata’ in the future will be required to address the shed encroachment.

The shed encroachment has no impact on the land required for the truncation, however as it impacts the strata plan, Landgate were reluctant to action any change to the site boundary without a notification of the encroachment being placed on the strata plan.

Links Surveying have completed the revised survey works which note the 9cm encroachment of the shed as instructed by Landgate and a deposited plan has been lodged at Landgate awaiting dedication to the Crown as road.

As it is over 10 years since the acquisition process and physical works were undertaken, officers have obtained new consent letters from both unit holders as well as entered into a formal road widening deed with the compensated landowners of Unit 1 to protect the City’s interests until such time as the land has been formally taken.

Despite Council’s support of 19 November 2002 approving the negotiations with the landowners to acquire the land, DoPLH have requested the provision of a Council resolution specifically authorising the taking of the land and dedication of the road in accordance with the relevant Land Administration 1997 (LAA) Acts.

Council is, therefore, requested to approve the Taking by Agreement of approximately 18 sq. metres of land from Lot 262 (29) Cooper Street Mandurah in accordance with Section 168 of the Land Administration Act 1997 (LAA), and the dedication of the road widening land in accordance with Section 56 of the Land Administration Act 1997 (LAA).

Consultation

Landgate Department of Planning, Lands and Heritage Links Surveys

Statutory Environment

Land Administration Act 1997 (LAA) Section 56 – Dedication of Roads (Land is reserved or acquired for use by the public, or is used by the public, as a road under the care, control and management of the Local Government).

Land Administration Act 1997 (LAA) Section 168 – Agreements may be made to purchase interests in land (for public purpose).

Policy Implications

Nil

Report 5 Page 44 Report from Director Sustainable Development to Council Meeting of 25 July 2017

Economic Implications

The costs incurred for survey works and legal fees have been covered within budget.

Strategic Implications

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

Infrastructure: • Enhance traffic management and parking infrastructure for the future.

Organisational Excellence • Deliver excellent governance and financial management.

Conclusion

With the support of Landgate, officers have been able to progress the acquisition of 18 sq. metres of land from Lot 262 (29) Cooper St Mandurah for the purpose of road widening which was unable to be finalised due to an encroachment outside of the required road land, but contained within the strata site.

New survey works have now been undertaken, and the DoPLH have advised their consent to progression of the taking and subsequent dedication of the road widening land, subject to the provision of a council resolution and an indemnification letter from the City.

RECOMMENDATION

That Council:

1. Requests the Minister for Lands to ‘Take by Agreement’ an approximate 18 sq. metre portion of land from Lot 262 (29) Cooper Street, Mandurah, in accordance with Section 168 of the Land Administration Act 1997;

2. Requests the Minister for Lands to approve the dedication of the road widening land, being portion of Lot 262 (29) Cooper Street, Mandurah, as road, as depicted on the location map, pursuant to Section 56 of the Land Administration Act 1997;

3. Indemnifies the Minister for Lands against any claims for compensation in respect of the road widening land, as depicted on the location map, pursuant to Section 56 of the Land Administration Act 1997;

4. Indemnifies and keep indemnifies the State of Western Australia, the Department of Planning Land & Heritage and the Minister for Lands (Indemnified Parties) and hold them harmless from and against all liabilities, obligations, costs, expenses or disbursements of any kind including, without limitation, compensation payable to any party as a result of the compulsory acquisition of any interests (whether native title or non-native title) in portion of Lot 262 (29) Cooper Street, Mandurah (Land) under the Land Administration Act 1997 or the Native title Act 1993 (Cth) which may be imposed on, or incurred by the Indemnified Parties relating to or arising directly or indirectly from the acquisition of the land.

Report 5 Page 45 Report from Chief Executive’s Office to Council Meeting of 25 July 2017

6 SUBJECT: Policy on Council Members Speaking in Public CONTACT OFFICER/S: Mark Newman AUTHOR: Wido Peppinck FILE NO:

Summary

Council at its meeting of 27 June 2017 resolved that officers prepare a policy outlining general principles as to Council Members speaking in public so that there is a clear understanding of their role not only as Elected Members, but as Election candidates.

Council has a current Media and Public Statements policy which addresses Elected Members speaking in public which accords with the provisions of the Local Government Act 1995 (as amended). The proposed policy would be a separate though related policy outlining general principles relating to Elected Members making public statements.

Council is requested to consider the proposed policy which seeks to provide clarity for the Mayor, Councillors and the Chief Executive Officer in relation to making public statements.

Disclosure of Interest

Nil

Previous Relevant Documentation

G.44/6/17 Questions from Elected Members: Councillor Peter Rogers: Policy addressing public speaking by Elected Members on lead up to Local Government Election

Background

The City currently has a Media and Public Statements policy with regards to Elected Members speaking to the media on policy matters of Council. Whilst the provisions of the Local Government Act 1995 (as amended) and the City’s Code of Conduct clearly authorise statements to the media on behalf of the City to only be made by the Mayor or Chief Executive Officer, there is nevertheless capacity for individual Elected Members to make known their views to the media so long as it is made clear that the view being put forward is their personal opinion and not a statement on behalf of the Council.

The Media and Public Statements policy reaffirms the direction of the Local Government Act 1995 (as amended) and the Code of Conduct and is intended to provide guidance to Elected Members in relation to restrictions on speaking on behalf of Council.

Comment

It is a relatively common experience that the Mayor or an Elected Member identified as such in a media or public statement is at risk of being perceived as speaking on behalf of or for the Local Government. It is therefore appropriate to take precautions minimising such an interpretation by preparing a policy which attempts to clarify the role of an Elected Member speaking in public to obligate them to make it clear that they are not speaking on behalf of the City or in the role of an Elected Member when making public statements.

The new policy is intended to be a separate though related policy to the City’s existing Media and Public Statements policy and is not intended to conflict but to clarify the role of Elected Members.

By introduction of a policy requiring clarification by the Elected Member that any public statement is not made on behalf of the Local Government and emphasising that it represents their own position or personal opinion helps incumbent Elected Members address limitations on what would otherwise be a normal right

Report 6 Page 46 Report from Chief Executive’s Office to Council Meeting of 25 July 2017 to speak in public on Local Government affairs and hopefully minimises the risk of that Elected Member being understood as speaking for the Local Government.

It is important to note that candidates for an Election who are not incumbent Local Government Elected Members do not have such restrictions and retain a normal right to speak in public on Local Government affairs and to make promises as to future Local Government actions or positions.

A copy the draft policy is attached to this report.

Consultation

McLeods Barristers and Solicitors

Statutory Environment

Local Government Act provisions:

Section 2.8 (1) (d) of the Local Government Act 1995 (as amended) provides that it is part of the role of the Mayor to speak on behalf of the Local Government.

Section 5.4 (1) (f) of the Local Government Act 1995 (as amended) provides that it is part of the function of the Chief Executive Officer to speak on behalf of the Local Government in relation to the day to day operations of the Local Government or if the Mayor agrees where the Chief Executive Officer makes a public statement on behalf of the Local Government of a kind which would ordinarily fall within the role of the Mayor as the spokesperson of the Local Government.

Section 2.10 of the Local Government Act 1995 (as amended) sets out the role of an Elected Member and the role does not include speaking on behalf of the Local Government.

Section 5.34 of the Local Government Act 1995 (as amended) provides that the Deputy Mayor may perform the functions of the Mayor if the office of Mayor is vacant or if the Mayor is not available or unable or unwilling to perform the functions of the Mayor.

Section 2.12 of the Code of Conduct – Elected Members (2016) sets out that statements to the media on behalf of the City are unless otherwise authorised, only to be made by the Mayor or the Chief Executive Officer.

Policy Implications

This policy is intended to operate in conjunction with the existing media and public statements policy.

Economic Implications

Nil

Strategic Implications

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

Organisational Excellence: • Deliver excellent governance and financial management.

Report 6 Page 47 Report from Chief Executive’s Office to Council Meeting of 25 July 2017

Conclusion

Council has requested officers to prepare a policy where guidance is provided to Elected Members to understand their obligations in relation to public statements. This would provide guidance for a clear understanding by Elected Members of their role not only as an Elected Member but also as Election candidates to ensure that Elected Members making public statements emphasise that the view being put forward is their personal view and not necessarily representative of the Council’s position.

• Refer Attachment 1 Policy - Public Statements by Councillors and CEO

RECOMMENDATION

That Council:

1. Adopts the proposed policy on Public Statements by Councillors and Chief Executive Officer.

2. Reaffirms that the existing media and public statements policy continue without change outlining that the authorised spokesperson to speak on behalf of Council are the Mayor and the Chief Executive Officer in accordance with the provisions of the Local Government Act 1995 (as amended) and the City’s Code of Conduct.

Report 6 Page 48

POL-CMR __

POLICY – PUBLIC STATEMENTS BY COUNCILLORS AND CEO

Policy Objective: To provide clarity as to the roles and responsibilities of the Mayor, the Deputy Mayor, Councillors and the Chief Executive Officer when speaking publically/issuing public statements. Introduction • Members of the public have the right to speak in public within the limits of the law.

• Members of Council, outside their official capacity as members of the Council, share that right.

• However the performance of a role as Council member overlaps with the role of a member of the public, and imposes special limitations on what would otherwise be a normal right to speak in public on local government affairs.

• The principal limitation is that a Council member who is not the Mayor cannot speak or purport to speak on a matter which the Local Government Act 1995 (WA) (LG Act) assigns to the role of the Mayor, or the function of the CEO. Speaking on behalf of Local Government: • S.2.8(1)(d) of the LG Act provides that it is part of the role of the Mayor to speak on behalf of the local government.

• S.5.41(f) of the LG Act provides that it is part of the function of the CEO to speak on behalf of the local government if the Mayor agrees.

• Under s.5.41, the CEO has additional broad functions including the function of managing the day-to-day operations of the local government. That function requires the CEO from time to time to speak in public as to the local government’s affairs, but the agreement of the Mayor is only required where the CEO makes a public statement on behalf of the local government of a kind which would ordinarily fall within the role of the Mayor as the spokesperson of the local government.

• S.2.10 of the LG Act sets out the role of a Council member, and the role does not include speaking on behalf of the local government.

• S.5.34 of the LG Act provides that the Deputy Mayor may perform the functions of the Mayor if – (a) the office of Mayor is vacant; or

(b) the Mayor is not available, or is unable or unwilling to perform the functions of Mayor.

Report 6 Attachment Page 49 Speaking Otherwise Than For The Local Government • Each of the Mayor, Deputy Mayor and a Councillor may speak in public to the extent that doing so does not conflict with the above roles.

• It is common experience that the Mayor or a Councillor identified as such in a media or other public statement is at risk of being understood as speaking for the local government. It is appropriate to take precautions against that risk. Policy: 1 The Mayor

1.1 When speaking to the media or otherwise in public the Mayor is the only member of Council who may speak on behalf of the City.

1.2 When the Mayor is speaking to the media or otherwise in public but not officially speaking on behalf of the City, the Mayor must make it clear that he/she is not speaking as Mayor or in any other City capacity.

2 The Deputy Mayor

2.1 The Deputy Mayor may only speak to the media or otherwise in public on behalf of the City in the circumstances set out in s.5.34 of the LG Act.

2.2 The Deputy Mayor must otherwise comply with the limits on the role of a Councillor when speaking to the media or otherwise in public.

3 Councillor

3.1 A Councillor may not speak to the media or otherwise in public on behalf of the City.

3.2 When a Councillor is speaking to the media or otherwise in public, he/she must make it clear that she/he is not speaking on behalf of the City, or in the role of a Council member.

3.3 A member of Council speaking on City matters to the media or otherwise in public may identify himself/herself as an elected member of the Council but must avoid any suggestion or appearance of speaking on behalf of the City.

4 Chief Executive Officer

4.1 It is part of the function of the Chief Executive Officer to speak on behalf of the City if the Mayor agrees.

4.2 The Mayor may give agreement to the CEO speaking on behalf of the City:

(a) on a specific occasion; or

(b) on a specific subject matter; or

4.3 Further to the above, the CEO may speak to the media or otherwise in public as to the City’s affairs in performance of the CEO’s functions under s.5.41 of the LG Act, including that of managing the day-to-day operations of the City. The CEO only requires the agreement of the

Report 6 Attachment Page 50 Mayor when making statements of the kind which would ordinarily fall within the role of the Mayor as spokesperson of the City. 5 Written, oral and electronic statements

This Policy applies equally to statements in public whether they are communicated orally, in writing, electronically, or by any other means. • The City’s Media and Public Statements Policy is intended to be applied in conjunction with this Policy, but in the case of any apparent overlap or conflict of provisions or principles, this Policy is to prevail.

Originating Section: Relevant Legislation: Legal, Governance and Elected Members Local Government Act 1995

Reviewer: Delegated Authority: Corporate Lawyer

Approved: Other References: Reviewed:

Report 6 Attachment Page 51 Report from Director Works and Services to Council Meeting of 25 July 2017

7 SUBJECT: Tender 14-2017: Building Works CONTACT OFFICER/S: Simon Hudson AUTHOR: Derek Lynch/Natasha Pulford FILE NO: F0000124299

Summary

The City of Mandurah invited tenders for the Building Works on 29 April 2017.

The tender involved respondents demonstrating in their submissions their capability to undertake all minor capital and maintenance building works.

Council approval is sought to select Go2 Group Pty Ltd as the preferred tenderer for Building Works for a period of one (1) year term and two (2) year extension periods of the Contract, subject to satisfactory performance and at the complete discretion of the City.

Disclosure of Interest

Nil

Previous Relevant Documentation

G.28/12/12 Tender number 12-2012: Supplementary Facilities Maintenance & Minor New Works (MH) (File No 258832) (Report 11) (J.23/12/12)

Comment

The tender closed at 2:00pm on Tuesday 30 May 2017. Tenders were received from the following:

1. Access Without Barriers Pty Ltd t/a AWB Building Co. Burswood 2. Acero Construction Pty Ltd Jandakot 3. Blue Manna Contracting Pty Ltd West Perth 4. Candor Contractors Pty Ltd Parkwood 5. Enviro Infrastructure Pty Ltd Bibra Lake 6. Go2 Group Pty Ltd Port Kennedy 7. JDS Building & Maintenance Services Butler 8. Protek 247 Building and Maintenance Services Perth 9. Safeway Building & Renovations Pty Ltd Mandurah 10. Shelford Constructions Pty Ltd Rockingham 11. FM Unit Trust t/a Minc Services WA Myaree 12. Pear Contracting Pty Ltd Balcatta 13 Vera Builders Brentwood

Pear Contracting Pty Ltd tender was rejected in accordance with clause 4 of the Conditions of Tendering for not submitting a pricing schedule.

Vera Builders tender was rejected in accordance with clause 4 of the Conditions of Tendering document for not submitting a Tenderers Offer form.

The following weighted qualitative criteria, approved under delegated authority, DA – CPM 02 Tenders, were used to assess and rank each tender submission:

Demonstrated Organisational Experience 15% Supervision and Resources 35% Price 50%

Report 7 Page 52 Report from Director Works and Services to Council Meeting of 25 July 2017

To ensure that pricing did not influence the assessment of the qualitative criteria, the pricing was not provided to the evaluation panel until the assessment of the qualitative criteria was completed.

An evaluation panel, comprising of officers from the Infrastructure Management and Projects Management, individually assessed each tender against the weighted qualitative criteria submitted by each tenderer.

A member of the City’s Governance and Tenders section coordinated and observed the tender qualitative evaluation process and is satisfied that the probity and procedural aspects relating to the evaluation were compliant.

Pricing

On completion of the assessment of the qualitative criteria prices extracted from the schedule of rates submitted by each of the respondents was entered into the Evaluation Matrix as shown in the Confidential Attachment. This was undertaken by a member of the City’s Governance and Tender’s section who then carried out a final analysis taking into account, local economic development, competitiveness and combined qualitative and price ranking in order to determine the tender which represented best overall value for money for the City.

As a result, the tendered submission from Go2 Group Pty Ltd was considered to be the most advantageous tender and is therefore recommended as the preferred tenderer.

Consultation

A reference check has been undertaken with nominated referees where it was confirmed that the preferred tenderer is considered to be capable of carrying out the Contract.

Statutory Environment

The requirements of Part 4 of the Local Government (Functions & General) Regulations 1996 have been complied with.

Policy Implications

Policy POL-CPM 02 – Purchasing of Goods or Services has been complied with. Policy POL-CPM 01 – “Buy Local” Regional Price Preference Policy has been complied with.

Economic Implications

The price for the contract is based upon a schedule of rates fixed for the initial one year term of the contract with one option to extend for two years upon satisfactory performance at the sole discretion of the City. Provision has been made in various cost codes across the City’s current financial budget for the minor capital and maintenance building works. The expenditure estimate for the contact is approximately $550,000 for the 2017/2018 financial year.

The hourly rates submitted by Go2 Group Pty Ltd were approximately $1 to $5 cheaper than other tenderers, and their mark-ups were lower by 1 to 5% also. The rates were rationalised against current market rates and are considered reasonable for this contract. It is likely that the City will achieve an overall savings of approximately 15% in comparison to the previous contract.

Strategic Implications

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

Report 7 Page 53 Report from Director Works and Services to Council Meeting of 25 July 2017

Economic: • Increase the level of regional employment.

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

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

Conclusion

Tenders for Building Works were recently invited where thirteen were received and eleven were assessed and weighted against both qualitative criteria and price. The result was that the submission from Go2 Group Pty Ltd represented overall best value for money for the City and it is therefore recommended as the preferred tender at the fixed schedule of rates offered for a period of one year, commencing on 1 September 2017 and expiring on 31 August 2018 with one option to extend for a further two years, subject to satisfactory performance at the sole discretion of the City, commencing on 1 September 2018 and expiring on 31 August 2020.

NOTE: • Refer Confidential Attachment.

RECOMMENDATION

That Council awards Go2 Group Pty Ltd the contract under Tender 14-2017 for Building Works.

Report 7 Page 54 Report from Director Works and Services to Council Meeting of 25 July 2017

8 SUBJECT: Tender 12-2017 – Cleaning of Public Toilet Facilities CONTACT OFFICER/S: Simon Hudson AUTHOR: Simon Hudson FILE NO: F0000123002

Summary

The City of Mandurah invited tenders for the Cleaning of Public Toilet Facilities on 13 May 2017.

Tenders were called for the purpose of cleaning public ablution facilities within the City of Mandurah boundaries. The tender specification requires cleaning of the City’s forty-four ablution facilities, which ranges from daily cleans to up to eight times a day for the Eastern Foreshore and includes the provision of consumables, the collection and disposal of sanitary bins and syringe disposal units and the locking and unlocking of thirty six ablutions.

Council approval is sought to select GJ & K Cleaning Services Pty Ltd as the preferred tenderer for Cleaning of Public Toilets for a period of two years, with the option to extend for a further one year at the schedule of rates offered.

Disclosure of Interest

Nil.

Previous Relevant Documentation

• G.40/5/14 27 May 2014 Awards Tender 05-2014 Cleaning of Public Ablution Facilities Background

The current contract for Cleaning of Public Ablution Facilities was awarded to GJK Facility Services for a period of three years and commenced on 30 June 2014.

To provide continuation of the services a tender for the Cleaning of Public Toilet Facilities was advertised in the 13 May 2017 edition of the ‘West Australian’ newspaper and in a notice which was displayed on the Administration Centre and Library notice boards.

The RFT seeks the provision of the required services for a period of two years, commencing on 1 September 2017, with the option to extend for a further one year at the schedule of rates offered.

Comment

The tender closed at 2:00pm on Thursday, 1 June 2017. Tenders were received from the following:

1. Cleanmaster (VIC) Pty Ltd Mentone 2. CMC Property Services Pty Ltd Hawthorn 3. GJ &K Cleaning Services Pty Ltd Collingwood 4. International Cleaning Services (Australia) Pty Ltd Norwood 5. Multiclean WA Pty Ltd Malaga 6. Office Cleaning Experts Pty Ltd t/a OCE Corporation Perth 7. DMC Cleaning Corporation Pty Ltd ATF Panich Family Trust t/a DMC Cleaning Kalamunda

International Cleaning Services (Australia) Pty Ltd’s tender was rejected in accordance with clause 4 of the conditions of tendering for not submitting a pricing schedule.

The following weighted qualitative criteria, approved under delegated authority, DA – CPM 02 Tenders, were used to assess and rank each tender submission:

Report 8 Page 55 Report from Director Works and Services to Council Meeting of 25 July 2017

Understanding of Specification 20% Understanding of Workload 15% Supervision and Resources 10% Contract Quality Assurance 5% Price 50%

An evaluation panel, comprising of officers from Project Management, Infrastructure Management and Facilities Management individually assessed each tender against the weighted qualitative criteria submitted by each tenderer.

Pricing

On completion of the assessment of the qualitative criteria, prices submitted were entered into the Evaluation Matrix as shown in the Confidential Attachment by a member of the City’s Governance and Tender’s section who then carried out a final analysis taking into account competitiveness and combined qualitative and price ranking in order to determine the tender which represented best overall value for money for the City.

As a result, the tendered submission from GJ & K Cleaning Services Pty Ltd was considered to be the most advantageous tender and is therefore recommended as the preferred tenderer.

It should be noted that the submission from GJ & K Cleaning Services Pty Ltd was not the lowest price tender however, based on their performance against the qualitative criteria, the Evaluation Panel found they represented the best value for money to the City. GJ & K Cleaning Services Pty Ltd also demonstrated a thorough understanding of the requirements of the Specification. Their proposed methodology combined with their pricing submission was considered the most advantageous to the City. The submission from CMC Property Pty Ltd was the lowest priced submission however their performance against the qualitative criteria was the lowest overall.

Consultation

A mandatory tender briefing was held Thursday, 18 May 2017 in the City’s Tuckey Room and was attended by - • Koas to Kleen, • CMC Property Services Pty Ltd • Cleanmaster (VIC) Pty Ltd • MI Group • GJ & K Facility Services • International Cleaning Services (Australia) Pty Ltd • Office Cleaning Experts Pty Ltd t/a OCE Corporation • DMC Cleaning Corporation Pty Ltd ATF Panich Family Trust t/a DMC Cleaning • FeLis Service

A reference check has been undertaken with nominated referees and the preferred tenderer is considered to be capable of carrying out the Contract.

Report 8 Page 56 Report from Director Works and Services to Council Meeting of 25 July 2017

Statutory Environment

The requirements of Part 4 of the Local Government (Functions & General) Regulations 1996 have been complied with.

Policy Implications

Policy POL-CPM 02 – Purchasing of Goods or Services has been complied with.

Economic Implications

The price basis for the contract is fixed for the initial two year term and one year extension period of the Contract.

The total contract value over three years is approximately $1,173,417.18.

None of the tenderers qualified for a regional price preference, however all tenderers proposed local employment of staff.

On a monthly like-for-like basis the rates applied for the ablutions by GJ and K Cleaning Services Pty Ltd are 1.5% higher than the previous contract rates. This is within the 2% increase in operating budgets that has been applied to the 2017/18 financial year. The day labour attendance hourly rate has risen by 4%, however the hourly after call out rate has fallen by 5%.

Strategic Implications

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

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

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

Conclusion

Tenders for the Cleaning of Public Toilet Facilities were recently invited. Seven were received and six were assessed against both qualitative criteria and price. The result was that the submission from GJ & K Cleaning Services Pty Ltd represented overall best value for money for the City and it is therefore recommended that the City selects GJ & K Cleaning Services Pty Ltd as the preferred tenderer at the fixed price offered for a period of two years commencing on 1 September 2017 and expiring on 31 August 2019, with one option to extend for a further one year subject to satisfactory performance, commencing on 1 September 2019 and expiring on 31 August 2020.

NOTE: • Refer Confidential Attachment

RECOMMENDATION

That Council awards G J & K Cleaning Services Pty Ltd the contract under Tender 12-2017 for the Cleaning of Public Toilet Facilities.

Report 8 Page 57 Report from Director Works and Services to Council Meeting of 25 July 2017

9 SUBJECT: Tender 18-2017 – Joinery and Cabinet Work CONTACT OFFICER/S: Simon Hudson AUTHOR: Michelle Lazzari FILE NO: F0000123034

Summary

The City of Mandurah invited tenders for the Joinery and Cabinet Work on 3 June 2017.

The City sourced tender submissions from suitably qualified contractors to undertake minor capital and maintenance joinery and cabinetwork for works as required.

Council approval is sought to select Hoolahan Family Trust trading as Merlin Cabinets as the preferred tenderer for Joinery and Cabinet Work for a period of two (2) years, with the option to extend for a further one (1) year at the schedule of rates offered, subject to satisfactory performance and at the complete discretion of the City.

Disclosure of Interest

Nil

Previous Relevant Documentation

• December RFQ 04-2012: Supplementary Separable Portion Three: Joinery and Cabinet 2012 Facilities Maintenance & Minor Work was awarded to Merlin Cabinets for a New Works period of two years from 1 January 2013 with an option to extend for an additional one year to a maximum total of three years subject to satisfactory performance.

Comment

The tender closed at 2:00pm on Tuesday 27 June 2017. Tenders were received from the following:

1. Hoolahan Family Trust trading as Merlin Cabinets Mandurah 2. JDS Building & Maintenance Services Butler

The following weighted qualitative criteria, approved under delegated authority, DA – CPM 02 Tenders, were used to assess and rank each tender submission:

Demonstrated Organisational Experience 20% Supervision and Resources 30% Price 50%

An evaluation panel, comprising of officers from the Operations Management and Projects Management, individually assessed each tender against the weighted qualitative criteria submitted by each tenderer.

Report 9 Page 58 Report from Director Works and Services to Council Meeting of 25 July 2017

Pricing

On completion of the assessment of the qualitative criteria, prices extracted from the schedule of rates submitted by each of the respondents was entered into the Evaluation Matrix as shown in the Confidential Attachment. This was undertaken by a member of the City’s Governance and Tender’s section who then carried out a final analysis taking into account local economic development, competitiveness and combined qualitative and price ranking in order to determine the tender which represented best overall value for money for the City.

As a result, the tendered submission from Hoolahan Family Trust trading as Merlin Cabinets was considered to be the most advantageous tender and is therefore recommended as the preferred tenderer.

Statutory Environment

The requirements of Part 4 of the Local Government (Functions & General) Regulations 1996 have been complied with.

Policy Implications

Policy POL-CPM 02 – Purchasing of Goods or Services has been complied with. Policy POL-CPM 01 – “Buy Local” Regional Price Preference Policy has been complied with.

Economic Implications

The price for the contract is based upon a schedule of rates fixed for the initial two year term of the contract with one option to extend for one further year upon satisfactory performance.

The expenditure estimate for the contract is approximately $93,700 per year (ex GST). The total contract value over 3 years is expected to be approximately $281,100 (ex GST). Provision has been made in various cost codes across the City’s current financial budget for the service of joinery and cabinet work.

The comparison of the rates provided by Merlin Cabinets and those within the previous contract shows a slight reduction in hourly rates and a lower margin on equipment materials than the previous contract. The hourly rates and mark-ups submitted by Hoolahan Family Trust trading as Merlin Cabinets were rationalised against current market rates and are considered reasonable with respect to the current economic climate and ongoing ability to deliver on contracts with those rates.

Strategic Implications

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

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

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

Report 9 Page 59 Report from Director Works and Services to Council Meeting of 25 July 2017

Conclusion

Tenders for Joinery and Cabinet Work were recently invited where two tenders were received, assessed and weighted against both qualitative criteria and price. The result was that the submission from Hoolahan Family Trust trading as Merlin Cabinets represented overall best value for money for the City and it is therefore recommended as the preferred tender at the fixed schedule of rates offered for a period of two (2) years, with one option to extend for a further one (1) year, subject to satisfactory performance at the sole discretion of the City.

NOTE: • Refer Confidential Attachment

RECOMMENDATION

That council awards Hoolahan Family Trust trading as Merlin Cabinets the contract under Tender T18-2017 for the Joinery and Cabinet Work.

Report 9 Page 60 Report from Director Works and Services to Council Meeting of 25 July 2017

10 SUBJECT: Tender 09-2017 – Fire Services CONTACT OFFICER/S: Simon Hudson AUTHOR: Simon Hudson FILE NO: F0000123602

Summary

The City of Mandurah invited tenders for Fire Services on 29 April 2017.

The contract is for the inspection, testing, preventive maintenance and audits of the City of Mandurah’s fire systems and equipment. The fire systems and equipment within the City’s buildings and facilities include: portable fire extinguishers, fire hose reels, automatic fire sprinkler systems, fire pump sets, fire hydrants and fire ring mains, gaseous flooding systems, fire detection systems, occupant warning systems, warden intercommunication systems, fire doors/walls, smoke doors/walls, fire rated penetrations.

Council approval is sought to select HECS Fire as the successful tenderer for Fire Services with a fixed schedule of rates for a period of one year with an option to extend for a further two year period.

Disclosure of Interest

Nil

Previous Relevant Documentation

• G.28/12/12 December 2012 Tender 12-2012 for the Supplementary Facilities Maintenance and Minor New Works Separable Portion Nine: Electronic Fire Alarm Detection Systems and Separable Portion Ten: Fire Fighting Equipment was awarded to Westside Fire Service.

Background

A tender for Fire Services was advertised in the 29 April 2017 edition of the ‘West Australian’ newspaper and the 4 May 2017 edition of the ‘Mandurah Mail’ newspaper and in a notice which was displayed on the Administration Centre and Library notice boards.

RFT T09-2017 sought the provision of the required services for a period of one year, commencing on 1 September 2017, together with an option to extend for a further two years.

Comment

The tender closed at 2:00pm on Tuesday 30 May 2017. Tenders were received from the following:

1. BSA Maintain Belmont 2. FireSafe Service & Maintenance Bibra Lake 3. Grama Bazita Service and Maintenance Pty Ltd Malaga 4. Grosvenor Engineering Group Pty Ltd Moorebank 5. HECS Fire Kardinya 6. FCF Fire and Electrical – WA South Warnbro 7. Protector Fire Services Malaga 8. Scavenger Fire & Safety Mandurah

Scavenger Fire & Safety tender was rejected in accordance with clause 4 and clause 10 of the Conditions of Tendering document for not submitting a Pricing Schedule and Tenderer’s Offer form.

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The following weighted qualitative criteria, approved under delegated authority, DA – CPM 02 Tenders, were used to assess and rank each tender submission:

Demonstrated Organisational Experience 15% Supervision and Resources 35% Prices 50%

An evaluation panel, comprising of officers from the Infrastructure Management, Project Management Facilities Management, individually assessed each tender against the weighted qualitative criteria submitted by each tenderer.

A member of the City’s Governance and Tenders section coordinated and observed the tender qualitative evaluation process and was satisfied that the probity and procedural aspects relating to the evaluation were compliant.

Pricing

As a result, the tendered submission from HECS Fire was considered to be the most advantageous tender and is therefore recommended as the preferred tenderer.

Consultation

A tender briefing was held on 4 May 2017 at Works and Services Building – 3 Peel Street, Mandurah and was attended by –

• Grosvenor Engineering Group Pty Ltd • FCF Fire and Electrical – WA South • Scavenger Fire Safety • FireSafe Service & Maintenance • Protector Fire • Ballantyne Plumbing Gas and Electrical

A reference check has been undertaken with nominated referees and the preferred tenderer is considered to be capable of carrying out the Contract.

Statutory Environment

The requirements of Part 4 of the Local Government (Functions & General) Regulations 1996 have been complied with.

Policy Implications

Policy POL-CPM 02 – Purchasing of Goods or Services has been complied with.

Report 10 Page 62 Report from Director Works and Services to Council Meeting of 25 July 2017

Economic Implications

The price basis for the contract is fixed schedule of rates for the initial one year term of the contract and two year extension period.

Provision has been made in various cost codes across the City’s current financial budget for the Fire Services Contract.

The expenditure estimate for the contact is approximately $124,185.00 (ex GST) per year.

Strategic Implications

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

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

Conclusion

Tenders for Fire Services were recently invited. Eight were received and seven were assessed against both qualitative criteria and price. The result was that the submission from HECS Fire represented overall best value for money for the City and it is therefore recommended that the City selects HECS Fire as the preferred tenderer at the fixed schedule of rates offered for a period of one year commencing on 1 September 2017 and expiring on 31 August 2018, with one option to extend for a further two years subject to satisfactory performance, commencing on 1 September 2018 and expiring on 31 August 2020.

NOTE: • Refer Confidential Attachment.

RECOMMENDATION

That Council awards HECS Fire the contract under Tender 09-2017 for the Fire Services.

Report 10 Page 63 Report from Director Sustainable Development to Council Meeting of 25 July 2017

11 SUBJECT: Proposed Approach Towards the Creation of a Governance Model for the Peel Harvey Estuary CONTACT OFFICER/S: Tony Free / Brett Brenchley AUTHOR: Tony Free / Brett Brenchley

Summary

The Peel Harvey estuary is widely recognised through the community, and at all levels of government, as a valuable and significant environmental asset. A significant number of government and non-government entities are tasked with, or take responsibility for, the appropriate management of this asset. There is a fear that it will be very difficult to ensure this increased level of on-ground action and research will be fully effective without a clear governance model for management of the Peel Harvey estuary.

The City of Mandurah is considered one of the major stakeholders regarding management and associated governance of the Peel Harvey estuary and as such should strongly consider its position on the best approach for improved governance of the estuary. This report suggests four different approaches that the City could consider when advocating for better governance and management of the Peel Harvey estuary.

Council is requested to:

• support the Peel Harvey Catchment Council in their advocacy for improved governance and management of the Peel Harvey estuary, to ensure consistency in approach at the local level. • support the State government continuing with the strategic assessment for Perth and Peel, as the Peel Harvey estuary has been identified as a critical element. • support the proposed preparation of a revised Water Quality Improvement Plan, as funded through the Regional Estuaries Initiative, and advocate for improved accountability from the State government associated implementation of the current (2008), and revised WQIP. • prioritise input into policy reviews relevant to the Peel Harvey estuary, specifically State Planning Policy 2.1 • support the City’s activities around water and environmental management, associated with ensuring water quality in the Peel Harvey System.

Disclosure of Interest

Nil

Previous Relevant Documentation

• G.38/4/16 26 April 2016 Council requested that a report be proposed to consider a governance model for the Peel Harvey System.

• G.33/3/16 22 March 2016 Council considered a report on the Perth and Peel Green Growth Plan 3.5 million, with Council resolving (among other matters) to request the following actions be given a high priority:

- Establishment of Peel Regional Park, establishment of a marine management area in the estuary - Creation of a Wetland Buffer Policy - Review of the State Planning Policy 2.1

• G.31/1/12 31 January 2012 Council resolved to advocate for the future and establishment of a Peel Harvey governance model and the development of an integrated management plan for the Peel Harvey estuary

Report 11 Page 64 Report from Director Sustainable Development to Council Meeting of 25 July 2017

Background

The Peel Harvey estuary is widely recognised through the community, and at all levels of government, as a valuable and significant environmental asset that supports a wide range of land uses including tourism, recreation, fisheries and residential living.

A significant number of government and non-government entities are tasked with, or take responsibility for, the appropriate management of this asset. This includes, but is not limited to, Department of Water and Environmental Regulation (including Office of the EPA), Department of Biodiversity Conservation and Attractions (formerly Parks and Wildlife), Department of Primary Industries and Regional Development (formerly Fisheries), Department of Planning, Land Heritage, Department of Transport, City of Mandurah, Shire of Murray, Peel Harvey Catchment Council Inc. and various Landcare and community groups. Because of the large number of entities involved, it can be extremely difficult to ensure management of this asset is efficient and more importantly effective, without a clear structure of governance.

As with most highly significant environmental assets, the health of the Peel Harvey estuary is under threatened by some very complex land management issues including excessive nutrient loads, rising sea levels due to climate change and land clearing of catchment areas. Recently an increased level of investment has been made to fund on-ground action and scientific research in an attempt to better understand and address these complex issues. Most notably, in 2016 $6 million was committed by the State government through the Royalties for Regions Regional Estuaries Initiative to restore the function and health of the Peel Harvey estuary. Recent investment specifically by the City of Mandurah includes a $150,000 contribution to the Australian Research Council Linkage Project – Balancing estuarine and societal health in a changing environment. There is also significant aspiration for the water quality within the estuary to be improved via the Transform Peel project, specifically the water initiative element.

The outcome from this new level of on-ground activity and scientific research will hopefully place management authorities and community groups in a better position to work together with a common aim to improve the health of the Peel Harvey estuary. However, given the various focusses of outcomes, and legislative constraints, it will be difficult to ensure this increased level of on-ground action and research will be fully effective without the implementation of a clear governance model for management of the Peel Harvey estuary, with the health of the Estuary as the highest criteria/priority.

Comment

The City of Mandurah is considered one of the major stakeholders regarding management and associated governance of the Peel Harvey estuary. The City:

• represents and serves a community that resides on the edge of the Peel Harvey estuary • has made and continues to make significant investment in scientific research and on-ground actions to improve and protect the health of the estuary, and • is the approving authority for a number of practices and activities that either make use of or have the potential to impact the health of the estuary

Council is requested to consider the best approach for improved governance of the estuary and advocate with other stakeholders to support this approach. The following four sub-headings suggest different approaches that the City could consider when advocating for better governance and management of the Peel Harvey estuary.

1. Establishment of a Peel Harvey Estuary Management Authority

One approach that has been previously advocated for by several stakeholders of the Peel Harvey estuary involves the State government establishing a new statutory authority that has the responsibility of and authority to ensure appropriate management of the estuary in order to protect its environmental values. This follows the approach previously taken by the State government to address environmental management issues facing the Swan-Canning river system when it established the Swan River Trust in 1989.

Report 11 Page 65 Report from Director Sustainable Development to Council Meeting of 25 July 2017

The Swan River Trust was a Western Australian State government statutory authority defined by the Swan and Canning Rivers Management Act 2006. Originally established in 1989, its purpose is to protect and manage the Swan and Canning rivers and improve the environmental health, community benefit and amenity of the Swan Canning Riverpark. In 2015 the staff and functions of the Swan River Trust were merged with the then Department of Parks and Wildlife, transforming the Trust from a statutory authority into an advisory body.

Although advocated for strongly in the past, it is questionable whether the option of forming a separate statutory authority to oversee governance of the Peel Harvey estuary will prove to be effective. Using the Swan River Trust as an example, although formed in 1989, these rivers are still faced with extreme environmental pressures today and have experienced significant environmental degradation over the past three decades. Whilst the Swan River Trust has undoubtedly achieved some excellent results and has received national recognition for its work, this experience suggests that simply forming a statutory authority to oversee governance over a significant environmental asset is not the silver bullet that some people might expect it to be.

Also, given the recent move to absorb the Swan River Trust into the now Department of Biodiversity Conservation and Attractions and the new State government’s focus on downsizing the public sector, the likelihood of successfully advocating for a statutory body to govern the Peel Harvey estuary would be very low for the foreseeable future.

As a result, this approach is not recommended.

2. Establishment of the Peel Harvey Estuary Management Committee

An alternative to forming a separate statutory authority for governance of the Peel Harvey estuary, is to form a Management Committee derived of senior representatives of relevant State government departments. Such a committee could coordinate governance and oversee management of the estuary without the need to resource a separate government department. Such a committee could potentially be better placed to ensure effective coordination between relevant State government departments on matters applicable to the Peel Harvey estuary.

This option was acted upon with the Peel Harvey Estuary Management Committee (PHEMC) being established in 2014. The formation of the Committee is a positive and has the potential to elevate the significance of the Peel Harvey estuary within State government.

The PHEMC membership includes the Director Generals of State Government Agencies (Department of Premier and Cabinet, WAPC, Department of Planning Land and Heritage, Department of Biodiversity Conservation and Attractions, Department of Water and Environmental Regulation, Department of Industry Regulation and Safety, Department of Primary Industries and Regional Development) ChemCentre, Treasury, Peel Harvey Catchment Council, the local governments of the Shire of Serpentine Jarrahdale, Murray and Mandurah (at officer level), Peel Development Commission, the Mandurah Licenced Fishermans Association. Currently the Department of Transport and is not represented on PHEMC, despite suggestions by the PHCC that they should be. The Department of Treasury has recently been added.

The Peel Harvey Catchment Council has had discussions with the Department of Premier and Cabinet with respect to modifying the current PHEMC model, to improve the governance and management of the Peel Harvey estuary. The model has been developed based on the implementation of the proposed Strategic Conservation Plan (SCP), which will result from the Strategic Assessment for Perth and Peel, and thus be a legislative requirement of the State. The model put forward by the PHCC, in a simplified view is:

1. Strategic implementation via the PHEMC (consisting of relevant Director Generals of State government departments, local governments, PHCC, and the PDC reporting into the Department of Premier and Cabinet), with an independent Chair reporting directly to Cabinet

Report 11 Page 66 Report from Director Sustainable Development to Council Meeting of 25 July 2017

2. Regional Implementation Steering Group (consisting relevant regional land managers), with an independent Chair reporting to the PHEMC on the collective implementation of actions towards quantified outcomes defined in the Strategic Conservation Plan.

This model of regional input into the most senior levels of the State government, via an independent chair at the regional level, reporting into the PHEMC which is chaired by the Department of Premier and Cabinet, providing a clear level between on-ground works and policy setting at senior levels within the government.

It’s considered important at the local level that the City work via the PHCC, on an improved governance/management model for the Peel Harvey estuary. Differing voices on the need for the make- up of the governance/management model at the local level may be counterproductive.

It is recommended that Council endorses the PHCC in their advocacy on the governance/management model for the Peel Harvey estuary.

As part of this model, it’s critical that the State government continue with the strategic environmental assessment for Perth and Peel, as the Peel Harvey estuary has been identified as one of the key matters that needs to be resolved in accommodating the 3.5 million projected for Perth and Peel. This process draws on the Federal Government and thus our national and international obligations with respect to the Peel Harvey estuary. The strategic assessment has highlighted the importance of the Peel Harvey estuary and would result in more focus provided by the State government on the Peel Harvey estuary since the construction of the Dawesville Channel.

As a result, it is recommended that the Mayor write to the Premier requesting that the State government continue with the strategic assessment.

3. Review and application of state policies specifically relating to the Peel Harvey Estuary

In contrast to most other significant environmental assets managed by multiple State government departments, policy at a state level exists specifically for the protection of the health of the Peel Harvey estuary. The two main policies relevant to the Peel Harvey estuary are the Environmental Protection (Peel Inlet Harvey Estuary) Policy (EPP; 1992) and the Statement of Planning Policy (SPP) No 2.1 – the Peel- Harvey Coastal Plain Catchment.

The Environmental Protection (Peel Inlet-Harvey Estuary) Policy was formulated by the Environmental Protection Authority (EPA) and has three elements:

• ascribing beneficial uses for the estuary • setting targets for phosphorus loads entering the estuary, and • establishing a broad management framework.

In 2008, the EPA released the Water Quality Improvement Plan (WQIP) for the rivers and estuary of the Peel Harvey system. The WQIP is the strategic document that defines management actions and practices that when implemented are designed to meet the environmental quality objectives of the Environmental Protection (Peel Inlet-Harvey Estuary) policy. It is not particularly clear to others which organisation is responsible for the implementation of the WQIP. In 2013 the PHCC completed and published a review of the implementation of the WQIP. The key findings include “…the WQIP is a long way from full implementation, with many barriers and issues for each management measure….” And “…the plan lacks specific milestones or key performance indicators to which implementation can be measured, and overlooks a number of water quality concerns including nitrogen and sediments.” “Implementation approach has been fractured, relying on the interest of the more powerful players and the priorities of funding bodies rather than the most pressing needs of the Peel-Harvey Catchment being identified and resourced by a sound governance approach.”

The key components of the WQIP included:

Report 11 Page 67 Report from Director Sustainable Development to Council Meeting of 25 July 2017

• agricultural and urban land practices • urban and rural effluent • licenced agricultural premises • revegetation of wetlands and waterways • drainage management

It is considered appropriate that Council ought to advocate on behalf of our community for:

• the establishment of publically available accountabilities for the implementation of the WQIP, including quantifiable outcomes, with defined timeframes and responsibilities • the provision of reticulated sewer to currently unsewered areas of Mandurah • the establishment of a State wide wetlands policy under the Planning framework • the provision of funds for the implementation of River Action Plans, particularly along the Serpentine River • the provision of funds to improve water quality through stormwater retrofits.

A further report will be presented to Council outlining this matter and seeking formal Council adoption of the advocacy position.

The Statement of Planning Policy (SPP) No 2.1 – the Peel-Harvey Coastal Plain Catchment was formulated by the Western Australian Planning Commission in February 1992. It recognised the need for planning control to help ensure that land use changes would not cause environmental damage to the estuary. In contrast to the EPP 1992 which is exclusively designed to address nutrient issues, SPP 2.1 has a wider set of objectives, including:

• Improve the social, economic, ecological, aesthetic, and recreational potential of the Peel-Harvey coastal plain catchment. • Ensure that changes to land use within the catchment to the Peel-Harvey estuarine system are controlled so as to avoid and minimise environmental damage. • Balance environmental protection with the economic viability of the primary sector. • Increase high water-using vegetation cover within the Peel-Harvey coastal plain catchment. • Reflect the environmental objectives in the ‘Draft’ Environmental Protection Policy (Peel-Harvey Estuarine System) 1992. • Prevent land uses likely to result in excessive nutrient export into the drainage system.

In late 2016, officers were approached by the then Department of Planning, seeking to consult with the City on a review of SPP 2.1. This consultation is expected to commence in the second half of 2017.

It is recommended that the City provide a submission on any revision of SPP2.1 when publicly relevant for comment.

4. Demonstrating commitment to excellence with regard to the management of the Peel Harvey estuary

As a major stakeholder and approving authority for certain practices and activities that either make use of or have the potential to impact the health of the estuary, the City has the ability to directly ensure appropriate management of the estuary. Activities such as stormwater management, management of foreshore reserves and enforcement of local laws are all ways in which the City can contribute to better management outcomes.

Historically, the City has been widely recognised as a local government that demonstrates leadership and commitment to matters such as environmental protection and waterways management. This reputation puts the City in an excellent position to advocate for improved governance of the Peel Harvey estuary to other stakeholders, including State government, and have that advocacy viewed as highly credible.

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In combination with other approaches mentioned previously, the City could consider maintaining and placing increased effort into the management of water related and environmental practices, particularly those that relate to the Peel Harvey estuary in order to position itself as a most credible advocate.

Consultation

Discussions have occurred with the Peel Harvey Catchment Council and the Western Australian Local Government Association (WALGA).

Statutory Environment

There are no statutory implications for undertaking the advocacy measures recommended in this report. However, that advocacy may result in significant statutory implications for any matter that has the potential to have an impact on the estuary.

Policy Implications

This matter relates to Council’s Coastal Management policy POL-EVM1 and is not considered to be contradictory to or deviate from its objectives.

Economic Implication

Economic implications would relate to funds spent in relation to advocacy activities in regards to the first three suggested options, or project and promotional expenditure in relation to the fourth option mentioned.

The amount of this expenditure would be dependent on specific actions identified to be implemented through the corporate business plan and then subject to the annual budgeting process.

Economic implications would be significant should the health of the Estuary decline further.

Strategic Implications

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

Environment: • Protect and ensure the health of the natural environment and waterways.

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

Conclusion

Given the current complexity and uncertainty involved, it is in the best interest of the City and the community it represents to advocate strongly for a change with the governance of the Peel Harvey estuary.

Advocating for the creation of a statutory authority would require a high level of effort with relatively low chance of success. However, if successful, the experience of the Swan River Trust suggests that more is needed for effective governance and management of environmental assets than simply setting up a statutory authority.

A committee is an alternative that potentially provides the same benefits as a statutory authority. However, it would require significantly less resourcing and potentially provide improved coordination between government departments and other stakeholders if those entities are represented well on the committee. This approach has been suggested as a preferred option by some major stakeholders of the Peel Harvey estuary and they are currently pursuing this approach with State government. Adding another voice to

Report 11 Page 69 Report from Director Sustainable Development to Council Meeting of 25 July 2017 other stakeholders efforts would help this cause and be more effective than if the City were to advocate independently.

A committee would be more effective with solid key policies to support their objectives. The upcoming review of Statement of Planning Policy (SPP) No 2.1 – the Peel-Harvey Coastal Plain Catchment is an excellent opportunity for the City to try to create policy that positions its preferred governance approach well. Concurrently, the City should also advocate for more accountability of relevant departments in addressing the aims of the Environmental Protection (Peel Inlet-Harvey Estuary) policy following on from the recent submission made by the City on the Green Growth plan.

Finally, the City will complement its advocacy in this space well if it applies best practice management of matters it is responsible for that have the potential to have an impact on the estuary and promotes these practices strongly. Building on an already strong reputation as a leader in waterway and environmental management should remain a key strategic focus

RECOMMENDATION

That Council:

1. Supports the Peel Harvey Catchment Council in advocating for the establishment of an appropriate governance/management structure for the Peel Harvey estuary.

2. Endorses the Mayor writing to the Premier requesting that the State government continue with the strategic assessment for Perth and Peel.

3. Advocate for the preparation of a new Water Quality Improvement Plan for the Peel- Harvey and the establishment of resources and accountabilities for its delivery.

4. Provide a submission to the review of Statement of Planning Policy (SPP) No 2.1 – the Peel-Harvey Coastal Plain Catchment, once released for public comment.

5. Continue to have best practice water related and environmental management as a key strategic focus of the City.

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12 SUBJECT: Public Transit Priorities for Mandurah Council Position Statement CONTACT OFFICER/S: Tony Free AUTHOR: Ben Dreckow

Summary

The Perth to Mandurah passenger rail line became operational in 2007 after much planning and analysis regarding planning for public transport in Mandurah during the preceding 15 year period. This planning was primarily via the Mandurah Inner Area Strategic Plan (MIASP) which was adopted by Council in 2001 and published by the Western Australian Planning Commission (WAPC) in 2002. This planning confirmed a multi-precinct based centre for Mandurah and the City of Mandurah has progressively implemented the recommendations of MIASP since this time with the development of Precinct Plans and road and infrastructure upgrades.

Planning at a metropolitan and sub-regional level since the completion of MIASP has confirmed or retained the central part of Mandurah within the highest category of centre after the Perth CBD and is currently designated as a ‘Strategic Metropolitan Centre’. Other centres at this level identified include Armadale, Cannington, Fremantle, Joondalup, Midland, Morley, Stirling, Rockingham and Yanchep.

In the time since the opening of the Perth to Mandurah passenger rail line, planning to improve and reinforce public transport improvements beyond the rail line has been facilitated through various submissions and participation in regional and sub-regional planning initiatives of the State Government. These have been included in Council’s adopted Local Planning Strategy without necessarily a key focus on an implementation plan to deliver further improvements.

Council’s Strategic Community Plan seeks to ensure that Council advocates and facilitates the provision of an integrated movement network with strategies to ensure that “access to the Mandurah City Centre caters for all forms of transport”. This report seeks to outline key priorities regarding public transit in Mandurah as components of an Integrated Transport Plan currently being prepared. Those key priorities include (in order of hierarchy of mode):

1. Improvements to the Mandurah passenger rail line that includes:

(a) an extension to Ravenswood and ultimately Pinjarra; (b) further improvements at the Mandurah Transit Station such as additional car parking and promotion of transit orientated development; and (c) an additional train station to the north of the existing Mandurah Station to service the northern suburbs of Mandurah, acknowledging the current State Government’s has committed to a station at Karnup; and (d) a connection between Cockburn Central and Thornlie that provides connection to the south-east metropolitan area and further connections to between the Forrestfield Airport Link and the Thornlie line.

2. The development of a high frequency street based transit system to service the central Mandurah area in a staged approach with ultimately be extended to the Peel Health campus, Halls Head Town Centre, Halls Head Beach precinct and along Mandurah Terrace (north of Peel Street);

3. The development of a rapid bus transit system along Mandurah Road between the northern suburbs of Mandurah to the Mandurah Transit Station; and along Old Coast Road to the southern suburbs of Mandurah and the Mandurah Transit Station;

Council is requested to support the key priorities proposed.

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Disclosure of Interest

Nil

Previous Relevant Documentation

• G.23/10/16 25 October 2016 Council provided a submission on the draft Perth Transport Plan @ 3.5 Million plan dated July 2016;

• G.33/3/16 22 March 2016 Council provided a submission Perth and Peel Green Growth Plan for 3.5 million – Draft Strategic Conservation Plan for the Perth and Peel Regions and associated Action Plans A – I dated December 2015.

• G.8/6/15 25 August 2015 Council provided a submission on the WAPC’s Perth and Peel @ 3.5 Million and South Metropolitan Peel Sub-Regional Planning Framework.

• SP.2/9/09 29 September 2009 Council provided a submission on the South Metropolitan and Peel Sub-Regional Structure Plan (June 2009);

• G.51/8/09 18 August 2009 Council provided submission on Directions 2031: Draft Spatial Framework for Perth and Peel (June 2009).

Background

The opening of the Perth to Mandurah passenger rail line has been a catalyst for planning to improve and reinforce public transport improvements beyond the rail line and has been facilitated through various submissions and participation in regional and sub-regional planning initiatives of the State Government. These initiatives have been included in Council’s adopted Local Planning Strategy without a necessarily a key focus on an implementation plan to deliver further improvements.

A summary of these submissions relative to public transport and planning for the central area of Mandurah are as follows:

Directions 2031 and Beyond (August 2009)

This submission argued for Mandurah to be identified as a primary centre within the then hierarchy of centres identified for the Perth and Peel Regions based on the following economic criteria:

(a) Mandurah is focussed in a relatively compact location to allow the benefit of clustering and the economies of agglomeration;

(b) Is sufficient distance from the main centre (Perth CBD) so as not to be overshadowed by it;

(d) Can be supported by an active program to promote externally orientated economic activity.

Mandurah has the potential to work as the ‘second city’ due to the following factors:

• Compactness Compactness can be achieved along the estuary edge from the Mandurah Ocean Marina to the Old Traffic Bridge and from the Mandurah Transit Station to Pinjarra Road. Inner Mandurah has sufficient space to accommodate a ‘Primary Centre’, however this will need to be in consolidated nodes. These nodes need to be linked via quality public transport. The urban form (i.e. grid pattern) lends itself to adapt to change, and for regeneration, is a great base to work with.

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• Separation Mandurah is sufficiently separated from the Perth CBD to relate in a similar way that the Gold Coast does to Brisbane. The current allocation of Primary Centres in Directions 2031 results in considerable overlap between the Perth CBD and Joondalup to the north and Rockingham to the south. For each centre to function as desired, an independent and separate 30minute travel time catchment is required.

• Population and Labour Catchment In the projected population numbers in Directions 2031, within the Mandurah catchment there will be 315,000 people with a workforce of 137,000. (note however, comments below on population numbers) The labour pool will exist in Mandurah’s catchment and when combined with other factors it will not be a limiting factor for Mandurah.

• Amenity Mandurah has the required amenity via its estuary, canals, beaches and the Mandurah Ocean Marina. The existing and potential amenity of Mandurah is very high. There is potential to increase the amenity of the City’s streets. Significant retail, office and residential opportunities exist in the central Mandurah area, as expressed by development proposals/discussions with private landowners and via the City’s planning.

• Public Transport The public transport infrastructure in Mandurah does, or could easily equal that of Rockingham and Joondalup, noting the commitment the City has made to the Foreshore Express service which links the Transit Station with the foreshore.

It is suggested that from an urban economic perspective, future investment in Mandurah may provide a better return for the State.

In addition to the above, in order to assist in achieving Mandurah’s full potential, Government assistance is also required to facilitate the use of existing crown land to assist in the provision of community facilities, employment generating activities, tourist attractions, activities and general amenity improvements as part of an urban regeneration process.

As a result of the above, Council (in part) resolved the following in responding to the then draft Directions 2031:

“To assist in achieving Mandurah’s full potential as a Primary Centre, Government needs to invest in following infrastructure:

(a) Appropriate inter-city public transport linkages, particularly between the Mandurah Transit Station and the City Centre (b) A commitment to the Gordon Road Train Station, in order to lead to a regeneration of land immediately surrounding and within both the Gordon Road Station and the Mandurah Station (c) Funding for the underground of powerlines, street upgrades and general amenity improvements (d) The delivery of an appropriately designed entrance road (Road A) (e) The widening of the Mandurah Estuary Bridge (f) The replacement of the Old Traffic Bridge; and

Perth and Peel at 3.5 Million

Perth and Peel @ 3.5 Million was released in mid-2015 by the WAPC to look at a spatial framework for Perth beyond the objectives based outcomes suggested in Directions 2031. This plan was also accompanied by Sub-Regional Framework Plans with Mandurah included in the South Metropolitan Peel Sub-Regional Planning Framework.

Much of this plan within a Mandurah context was focused on additional urban expansion areas of Ravenswood North and West Pinjarra.

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As part of the submission, it was recommended that a refined plan be prepared for the Mandurah – Pinjarra district that should be driven and led by the existing urban form and identity of the location (i.e. from the ground up as opposed to top down approach); and that the areas identified in the plan for new urban development are tested and refined based on consolidated neighbourhood structure and refined public transport network for this location.

As part of this work, the plan provided as Attachment 1 was prepared for consideration which includes the following:

(a) Extension of the Perth-Mandurah Railway to Pinjarra (primarily via Pinjarra Road); with stations at Gordon Road; Ravenswood and Pinjarra;

(b) A light rail/street based system from Halls Head to the Peel Health Campus via the City Centre and Mandurah Transit Station; and

(c) Bus Rapid Transit Ways along Old Coast Road / Mandurah Road; and along Lakes Road to Nambeelup and the central corridor of Ravenswood;

To support such a network it is recommended that the plan reconsider the infill dwelling targets for Mandurah and Pinjarra based on their access to amenities, good urban structure, existing and proposed public transport and the regeneration opportunities available when dwellings in existing suburbs in close proximity and adjacent to transit corridors are ready for redevelopment.

In August 2015, Council resolved the following with respect to its submission on Perth and Peel @ 3.5 Million and Sub-Regional Planning Framework (relevant to public transport):

• a comprehensive public transport plan is required to determine the urban form of the Perth and Peel Region and the detailed planning required for the sub-regions and that future transit corridors are embedded into the planning framework to provide certainty of their provision;

• further emphasis should be placed on infill development and efficient use of the existing urban footprint, including the consideration of 1970’s/1980’s subdivision areas being included as long term infill on the basis of the consolidated public transport plan;

• the urban expansion areas of Ravenswood North and West Pinjarra are reduced in area into consolidated nodes on the basis of expanded infill areas noted above and the cells of development are considered along the Pinjarra Road corridor in Furnisdale / Barragup and the Lakes Road corridor in Greenfields / Parklands; and the WAPC commits to the preparation of a refined plan for the Mandurah – Pinjarra corridor and Mandurah – Rockingham corridor of the exploration or consideration of the delivery of a refined Mandurah-Pinjarra-Rockingham Public Transport Network that is based on the following:

- Extension of the Perth-Mandurah Railway to Pinjarra (primarily via Pinjarra Road); with stations at Gordon Road; Ravenswood and Pinjarra;

- A light rail/street based system from Halls Head to the Peel Health Campus via the City Centre and Mandurah Transit Station; and

- Bus Rapid Transit Ways along Old Coast Road / Mandurah Road; and along Lakes Road to Nambeelup and the central corridor of Ravenswood;

or a considered alternative of the above, where the urban form is predicated on access to transit.

• response to global transport trends with direct and strategic initiatives on the urban footprint in Perth and Peel which includes shifting the model share to active and public transport;

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• priority is given to the provision of jobs and employment; tertiary education facilities and public transport in existing centres in preference to new (or ‘emerging’ centres) in the urban fringe;

• the cost benefit analysis of higher density suburban development on the fringe of the existing urban footprint in the provision of infrastructure, transport and the ongoing social and health impacts of similarly located urban areas compared to maximising the use of existing urban land as noted above;

It is acknowledged that the Shire of Murray’s submission supported much of the above, however provided a plan suggesting the extension of the Armadale rail line to Pinjarra and connecting Mandurah and Pinjarra via a light rail network.

Whilst these submissions may appear to contradict each other, it is important to note that both options are predicated on a transit based urban form for the region and not a sprawl based option.

At this stage neither Perth and Peel @ 3.5 Million and the Sub-Regional Frameworks have been completed.

Perth Transport Plan for 3.5 Million People and Beyond

This plan was released for public comment in mid-2016 and considered by Council in October 2016 with many similar themes provided in response with the key features being the following (as it relates to public transport as opposed to road infrastructure upgrades):

1. Acknowledges and supports the concept of an integrated transport plan for Perth and Peel Regions, whereby public transport, the road network, walking and cycling networks are all equally considered within the one plan.

2. Requests that serious consideration be given to incorporating, at the very least, the major transport infrastructure identified in the Transport Plan, into the Western Australian Planning Commission’s Perth and [email protected] South Metropolitan Peel Sub-Regional Planning Framework documents, to assist in creating an integrated land use and transport plan for Perth and the Peel Region.

3. Requests that the proposed Cockburn Central to Thornlie rail extension and the Forrestfield Airport Link to the Thornlie line be given the highest priority from a rail network perspective.

4. Requests that the future train stations on the Mandurah line be incorporated into the plan with timeframes for their delivery to ensure greater levels of certainty around the provision of stations.

5. Requests that consideration be given to the exploration or consideration of the delivery of a refined Mandurah-Pinjarra Public Transport Network, appropriate for Mandurah’s status as a ‘Strategic Activity Centre’, that is based on the following;

5.1 Extension of the Perth-Mandurah Railway to Pinjarra (primarily via Pinjarra Road), with stations at Gordon Road, Ravenswood and Pinjarra;

5.2 A street based high frequency bus service from Halls Head to the Peel Health Campus via the City Centre and Mandurah Transit Station, with scope to upgrade to future light rail; and

5.3 Bus Rapid Transit Ways along Old Coast Road / Mandurah Road, and along Lakes Road to Nambeelup and the central corridor of Ravenswood which incorporates the duplication of the Mandurah Road estuary bridge.

The plan was finalised by the State Government in February 2017 with no key modifications having been made to the draft. Given the current State Government’s ‘Metronet’ agenda, it is understood that many of the priorities in the Perth Transport Plan may be being reassessed.

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Local Planning Strategy

The Council’s response to its spatial planning framework has been through the Local Planning Strategy. This work has been ongoing for some time based on topic related strategies being adopted such as Activity Centres, Urban Form and Housing, Biodiversity, Rural Subdivision and in October 2013 a summary plan was adopted by Council with references to these individual strategies.

In order to satisfy the WAPC’s requirements for a new local planning scheme, in January 2017, these strategies were combined together to form one consolidated Local Planning Strategy. The transport infrastructure component of the strategy was largely based on the submissions to the above mentioned plans and reports prepared by the State Government, however includes the following summary:

“The way we move around is the key focus of infrastructure delivery in the planning framework, complimented by the infrastructure required to deliver essential services to the residents and businesses within Mandurah.

In preparing this strategy, there is a required recognition that the priority for movement within Mandurah requires a shift away from a car dominated approach. This is a change in the nature of planning in Mandurah with a key focus on mixed use strategic centres based on walkable catchments supported by transit.

This is complimented by focusing on the delivery of improvements to the public transport system across Mandurah, to focus on the major roads and activity centres, rather than a local bus network that is not efficient in moving people. This can be achieved by introducing the notion of a secondary transport network provided on the major roads linking destinations.”

The District Structure Plan included within the Local Planning Strategy is provided as Attachment 2. This plan does not identify any further extensions to the Perth to Mandurah Rail nor does it identify any further stations on this line, however does identify a ‘Priority Bus Network’ along the following key roads:

• Mandurah Road (serving northern suburbs) • Old Coast Road (serving southern suburbs) • Pinjarra Road • Mandurah Terrace (north) / Sutton Street • Peel/Allnutt Street; and • Murdoch Drive / Lakes Road (south).

This Priority Bus Network does not necessarily distinguish the difference between a bus network within the regional road network serving the low density suburbs and one within the central area streets serving infill development, however overtime, this plan should be modified once further refinement of the overall network has been undertaken, ideally with an Integrated Transport Plan.

Comment

Arising from the above, it is opportune to revisit the overall public transit network for Mandurah, and in particular the Council’s priorities to aid and assist in further planning and dialogue with State Government agencies and provide a direction for a pending Integrated Transport Plan.

This timing is also important due to the stages in the development pattern within Mandurah as the planning and approvals for new greenfields subdivisions progresses towards build out and the focus shifts to:

• The pattern of development immediately surrounding Mandurah (and in particular to the east within the Shire of Murray); and • The form and nature of the infill development area of Central Mandurah.

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These two forms of development should be transit lead and seek to reinforce the importance of Mandurah as a ‘regional city’ in a state and national context.

In a hierarchy of forms of ‘transit’, it is recommended that Council’s priorities should be as follows:

Passenger Rail (Rapid Transit)

Passenger Rail is the system utilised for the Perth to Mandurah rail together with the Armadale/Thornlie, Joondalup (which currently extends to Butler), Fremantle and Midland lines and currently being extended to Forrestfield via the Perth Airport.

Rapid Transit operates with its own fully controlled ‘Right of Way’ and in contemporary systems operate with fully protected grade crossings with no access by other vehicles and have high speed, capacity, reliability, and safety.

The development patterns within the Perth and Peel will extend eastwards from Mandurah to Pinjarra and in order to provide for transit lead development outcomes, an extension of the Mandurah line to Pinjarra is suggested for serious consideration.

Current planning contained within the Public Transport Plan (Transport @ 3.5 million – July 2016) describes this corridor as requiring infrastructure for a network of 3.5 million people for Perth and Peel under ‘high priority public transit corridors’:

“According to Perth and Peel @ 3.5 million, Pinjarra/Ravenswood will become one of the most significant growth areas in the metropolitan area. Consequently, the need for high quality, frequent transit between Pinjarra, Mandurah Station and the Mandurah CBD will become more important. An exclusive bus lane is reserved along Pinjarra Road for this purpose. A bus facility in Pinjarra and Mandurah CBD would be required for layover and turnarounds. It is likely that the Mandurah station bus facility will also require substantial expansion to accommodate this growth.

It could be argued that this approach will merely contribute to suburban sprawl outcome and not one that this corridor should continue to support. Further urban development in this region should capitalise on its existing assets and attributes which will require a contained and more dense urban form that experienced with the previous generation of planning, with a key focus on the existing centres at Mandurah and Pinjarra and the linkages (physically and economically) between the two being critical.

In order to progress a Mandurah – Pinjarra Regional City, the concept of connecting the two key components to the existing Passenger Rail Line warrants serious consideration. The notion of utilising the existing Mandurah Road / Pinjarra Road corridor with tunnels at Mandurah Road / Allnut Street and Mandurah Road / Pinjarra Road is the most logical alignment, with a stop at Ravenswood and creation of a new district level centre in this location.

The existing rail line, where operating within the median of the freeway or Mandjoorgoordap Drive (which generally has a reserve width of 100m) has a 25m wide corridor, or when in its own ‘right of way’ a width of approximately 45m.

At the present time, Mandurah Road and Pinjarra Road (to the west of the Serpentine River) has a reserve width of 60m. Further east in Furnisdale / Barragup, Pinjarra Road has a width of 40m but widening in the Peel Region Scheme to 60m designated. Between Ravenswood and Pinjarra, the reserve width is approximately 55m, and closest to Pinjarra a width of 40m.

Designating a 25m wide right of way and planning for access to intersecting roads with no level crossings may be significant barriers to achieving this outcome.

As an alternative, the following possibilities exist:

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• utilising Old Mandurah Road and Patterson Road to the east of Ravenswood, terminating at the existing Pinjarra Station site (which is on the existing Australind line); or

• utilising a form of light rail transit that operates in a narrower corridor and that allows road crossing points, in a form that maintains speed and capacity.

Further to the extensions to the east, further improvements to the north have been proposed that could have a positive impact on Mandurah and Peel Region. Current transport links that service Mandurah are primarily focused along the coastal southern corridor, linking the region to the Perth CBD. With significant employment centres located within the eastern corridors of the metropolitan area, such as Canning Vale, Kewdale, together with the entertainment precinct at Burswood (including the Perth Stadium) and the Perth Airport, it is economically vital to the Mandurah region that equitable access to these areas is provided.

Currently, the option of accessing these areas via public transport from Mandurah would difficult and provide an attraction to the increased vehicle use. A link connecting the Mandurah Rail Line to the Thornlie / Armadale line, (allowing the bypassing of the Perth CBD), significant journey time could be saved and thus making additional employment and key attractors more readily accessible from the region.

In addition the above a number of improvements to the existing line should be prioritised as follows:

1. Improvements at the Mandurah Station

The current State Government has committed to funding a multi-level car park at the Mandurah station (in order of $20m).

In January 2006, prior to the completion of the Perth to Mandurah Rail Line, Council endorsed a vision for the Mandurah Station to be a transit orientated development (TOD) node and a Gordon Road station to perform the ‘park’n’ride’ facility given this location’s constraints to development from the Gordon Road Waste Water Treatment Plant.

The Mandurah Station site as a TOD site and elimination of the parking was sketched as follows:

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In the preparation of the structure plan for the Mandurah Junction development in 2009, consideration was given to how the Mandurah Station sit could accommodate parking in a multi-deck scenario with additional development as follows (noting the pedestrian bridge construction is in a different form to the one shown):

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The current Mandurah station accommodates approximately 1150 car bays on a site of approximately 5.8ha. The provision of additional car parking bays is supported at the current Mandurah site in recognition of reducing the impact on surrounding streets (to ensure that amenity in these spaces is maintained or enhanced to support further density) and based on little, if any, support for a further station at Gordon Road being provided.

However the design of decked car parking at the Mandurah Station requires consideration of ensuring improvements at the site overall as an entry statement to Mandurah and allowing for further development opportunities by containing the decked car parking to relatively smaller footprints that allows for development outcomes, primarily on the western side (Galgoyl Road) side of the station site.

2. Additional Station(s) to the North

The original master plan for the Perth Urban Rail Development Project (South West Metropolitan Railway) that culminated in the delivery of the Perth to Mandurah Rail Line had additional stations identified at South Perth, Mandogalup (Rowley Road), Stakehill, Karnup (Paganoni Road), Lakelands and Gordon Road. To date, one additional station at Aubin Grove has been delivered since 2007.

The State Government planning documents produced as referenced in the Background Section have not necessarily confirmed or clarified the provision of future stations and as a result, Council submissions have requested the future train stations on the Mandurah line be incorporated into the plans with timeframes for their delivery to ensure greater levels of certainty around the provision of stations.

The principle method of delivery of the rail line and its associated stations was based on the stations being the ‘origin’ of the public transport trip rather than the ‘destination’, which the stations primarily located within or adjacent to major arterial roads. This largely resulted in the stations at Mandurah and Rockingham being located outside the major ‘centres’ in a relatively isolated locations but geographically central to a wider and therefore, car based catchment.

For context, in respect to the distance between existing (and potential) stations the following provides a number of examples

• Aubin Grove to Cockburn Station 3.3km • Cockburn to Murdoch Station 6.6km • Murdoch to Bull Creek Station 2.2km

• Mandurah to Warnbro Station 23.5km

• Proposed Karnup Site to Warnbro Station 12.5km • Proposed Lakelands Site to Mandurah Station 6.5km • Proposed Karnup Site to Mandurah Station 11.0km • Proposed Gordon Road Site to Mandurah Station 1.6km

A station at Karnup, located adjacent to Mandurah Road and within an area of approximately 48 hectares of State Government owned land is primarily the mid-point between the existing Mandurah and Warnbro Stations. This location has the potential to be a conduit for a bus-rapid transit line that operates along Mandurah Road to the Mandurah Station (as Mandurah Road is the central spine between the suburbs north of Gordon Road with a total population of approximately 25 000) and north along the Dampier Avenue/Warnbro Sound Avenue corridor to the Warnbro and Rockingham stations (approximate 2036 population of 50 000) providing an integrated transit system for the coastal suburbs located between Mandurah and Rockingham, albeit for relatively low density suburbs.

The proposed station site at Lakelands, located close to Lake Valley Drive, has a site area of 1.89 hectares, and is approximately 1km from Mandurah Road. It would primarily serve the immediate suburbs of Meadow Springs, Lakelands and Madora Bay and would need to rely on accessibility via bus

Report 12 Page 80 Report from Director Sustainable Development to Council Meeting of 25 July 2017 services as the potential to provide car parking bays within the site would be limited (300 approximately). Further, the ‘walkable catchment’ (ie those living within 800m would be a relatively small at 2500 given the limited development to the east of the site by virtue of Paganoni and Black Swan Lakes.

The current station site at Gordon Road, has a site area of approximately 2 hectares, and is located adjacent to the Mandurah Greyhounds site within the area of the Gordon Road Waste Water Treatment Site. Further it is located in close proximity to the Mandurah Education and Training (MET) Campus and existing low-density light industrial land. The station is shown on the WAPC’s Gordon Road Precinct Structure Plan (June 2006) with a recommendation to “retain the proposed Gordon Road train station and park and ride facilities as a future proposal.” The station is located only 1.6km from the Mandurah Station (by comparison the Perth Underground and Elizabeth Quay stations are 600m) and could have the potential for development regeneration of the existing light industrial area and serve Frederick Irwin Anglican School and MET Campus.

Since the initial work undertaken by Council in 2006 reviewing the linkages between the Mandurah and Gordon Road Stations and the WAPC’s Gordon Road Precinct Structure Plan, no significant discussion or dialogue regarding a station at Gordon Road has progressed.

Its support (or otherwise) would largely be based on the capacity to accommodate extensive parking that would be relocated from the Mandurah station to unlock further development at this site. However given the relative remote location of the Mandurah station to areas of amenity that would drive density, it is questionable whether this objective would ever be realised.

The current State Government has announced a commitment to deliver the Karnup Station by 2021. The City of Rockingham are committed to achieving a high degree of TOD outcomes for this site whilst noting its site’s location’s context, which is somewhat different without the delivery of new urban development at Keralup.

In summary, each station has its own merits, however a detailed business case would be required to test each of the outcomes. Nonetheless, Council’s should support is the delivery of a further station north of the Mandurah Station to provide support for Mandurah’s northern population base. However in doing so, it is acknowledged that the current State Government has committed to a station at Karnup.

Street Based Transit System

Street based transit systems have many varied forms and functions from semi-segregated to one that mixes with the general traffic to a vehicle type that does not rely on tracks, but provides a significant high degree of certainty, regularly and capacity.

Street based systems, which would be a contemporary ‘tram’ in gaining momentum worldwide with systems being delivered in many forms, including in Australia in Adelaide, Gold Coast, Parramatta, Sydney and Canberra. Some of these systems are a hybrid of ‘segregated’, have their own exclusive lanes within the road or mix with the general street traffic. Based on public transport delivery in Western Australia that does not yet have any light rail transit (LRT), for Mandurah’s context, the terminology ‘street based transit’ is proposed as the form and function may rely on a form of transport that is still evolving with the digital age. However in order to ensure certainty and regularity, some form of the system is required to be ‘fixed’. Without this key difference to a bus network, confidence for the system to be permanent reduces which then reduces the passenger attraction, amenity and redevelopment potential arising.

There is no doubt that a full scale LRT system is an expensive exercise with recent systems in Australia such as the Gold Coast LRT costing approximately $37M/km, Sydney CBD currently under construction for $88M/km and a system in Canberra under construction for $29M/km.

The future growth within Mandurah will transition into one that is predominantly infill development. The centre of Mandurah has been identified as having the capacity for 8000 additional dwellings,

Report 12 Page 81 Report from Director Sustainable Development to Council Meeting of 25 July 2017 accommodating approximately 15,000 additional people. Central Mandurah is based on a traditional grid system which provides a high level of regularity and accessibility.

In planning for infill, the following key principles are applicable to future planning in this centre:

• Maximise access to the City Centre by public transport, walking and cycling

• Legible priority public transport routes linking the City Centre, railway station and major health, education and retail facilities

• High frequency public transport services on major routes

• Network of safe (mainly off road) bicycle facilities linking City Centre, rail station and health and education facilities

• Manage the demand of car travel on inner city streets consistent with the capacity of the street network

• Fine grained street network with moderate levels of traffic to provide good access by all modes

To cater for aspirational levels of retail, employment and entertainment activities within the Mandurah City Centre as outlined in the Local Planning Strategy, initial traffic modelling prepared based on a business as usual transport system shows a high degree of congestion. This needs to be avoided in order to achieve outcomes that set the Mandurah City Centre out as a key regional centre.

Arising from the above, the plan presented as Attachment 3 has been prepared to identify a network that has the potential to be staged, with the following key outcomes:

• focuses on key nodes as a catalyst for significant redevelopment and an urban form that is transit based;

• significantly reduces private vehicle use;

• identifies opportunities to utilise ‘value capture’ in order to provide for funding mechanisms; and

• a catalyst for implementation of Federal Government’s ‘Smart Cities Plan’ and State Government ‘Growth Plans’.

The network is based on a staged approach with the following identified:

• Stage 1 – Mandurah Station along Peel/Allnutt Streets to Sutton Street and across Mandurah Bridge to the Western Foreshore (approx. 4km);

• Stage 2 – City Centre eastwards along Pinjarra Road into Dower Street (connecting redevelopment sites along Pinjarra Road, Mandurah Forum and Rushton Park Precinct amongst others) (approx. 2.5km)

• Stage 3 - Extend to Halls Head Beach/Roberts Point as a catalyst for regeneration of this precinct as indicatively outlined in the Foreshore Focus 2020 Master Plan Vision, and support infill development of the northern Halls Head area (approx. 2.2km); and

• Future Stages connecting to Halls Head Town Centre (1.8km) and along Mandurah Terrace north to Mandurah Road (2.6km) (primarily as park’n’ride to the City Centre ) and to the Health Campus (1.8km) along Murdoch Drive.

Report 12 Page 82 Report from Director Sustainable Development to Council Meeting of 25 July 2017

A full analysis and business case of such project will be required, but this plan sets out a potential framework and staging based on the City Centre being the focus for entertainment and employment, setting the stage for access by vehicles being reduced with parking areas on the edges of the core and identifying key redevelopment nodes, much of which is in government or City control.

Detailed testing of each of the streets identified would be required, however indicatively, in the original planning and design for the Peel / Allnutt Street some indicative sketches were prepared to demonstrate how such a system could be accommodated within the road reserve space provided within a 24m road reserve:

Sutton Street has a width of 20m and planning undertaken with the City Centre Precinct Plan provides for 2.0m setbacks to create a 24m building line to building line, however a number of existing residential developments may require Sutton and Sholl Streets to be considered in conjunction with each other. Pinjarra Road and Dower Streets currently have a 20m wide reserve with widening proposed for Pinjarra Road to a 28m wide reserve (east of Sutton Street).

Rapid Bus Transit System

The Public Transport Plan document supporting the overarching Perth and Peel Transport Plan describes “high priority public transit corridors” as follows:

“consisting of queue jump lanes, signal priority, or transit lanes, [corridors] may be created to improve the operating conditions of street transit and semi-rapid transit. These corridors are generally developed to serve a number of different bus routes with higher levels of patronage or where congestion is creating long and unreliable journey times.

Queue jump lanes give priority to transit vehicles at intersections, allowing them to bypass queued traffic and move through the intersection once permitted by the traffic signals. In this capacity, they are an effective and cost efficient (relative to full bus lanes) method of giving priority to transit vehicles on roads where delay at traffic signals can disrupt transit operations. However, their effectiveness is hampered when mid-block traffic creates congestion issues outside of intersection areas, or where traffic queues exceed the length of the queue jump lane. In these circumstances, dedicated bus lanes are preferable, which can be operational all day or only in the peak periods.”

Whilst not identified within the completed Perth and Peel Transport Plan, the delivery of a high frequency bus based system along Mandurah Road between the northern suburbs of Mandurah to the Mandurah Transit Station; and along Old Coast Road to the southern suburbs of Mandurah and the Mandurah Transit Station would connect the balance of Mandurah’s suburban population to the above mentioned network connections.

This model would be based on the provision of signal priority at key intersections and building on the existing bus network but refocused on the key corridors. A high percentage of existing retail and

Report 12 Page 83 Report from Director Sustainable Development to Council Meeting of 25 July 2017 secondary schools are be located adjacent to this corridor and space is provided within existing road reserves to upgrade stops at key locations that increase the amenity of the service beyond the suburban network that current exists.

The northern service would provide a conduit between the Mandurah Station and the next station provided to the north as outlined above with Mandurah Road being the central point of this corridor as a realignment of current bus service 558 that travels north of the Mandurah Station via an extended Galgoyl Road to Mandurah Road (as opposed to Allnutt Street and Park Road) with increased frequency.

The southern connection which could be reconfiguration of the existing 593 and 594 services that travel from Dawesville north along Old Coast Road, but remain on Mandurah Road to the station rather than Coolibah Avenue and Dower Street to provide a more direct connection.

Statutory Environment

Nil

Policy Implications

The recommendations of this report are required to be included within the strategic policy framework that includes the Local Planning Strategy and a pending Integrated Transport Plan.

Economic Implications

A transit delivered urban form for the regional and infill development in the centre of Mandurah has the opportunity to capitalise on City Deals, Smart Cities and Value Capture that are seeking to redefine the way regional cities grow and deliver infrastructure.

Strategic Implications

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

Environment: • Factor climate change predictions into land-use planning, building design and future Council decisions.

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

Economic: • Increase the level of regional employment.

Infrastructure: • Facilitate the provision of diverse housing stock. • Enhance traffic management and parking infrastructure for the future. • Facilitate the provision of an integrated and expanded public transport network.

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

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

Report 12 Page 84 Report from Director Sustainable Development to Council Meeting of 25 July 2017

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

Conclusion

Given the current dialogue and discussion regarding the reshaping of regional cities and delivery of transit lead growth, it is imperative that Council ensures its priorities for public transit are defined and lead further planning required to provide for a key regional city. Arising is the opportunity to outline a vision for public transport that is consistent key growth principles and is robust to adapt to technological changes.

This report seeks to outline key priorities regarding public transit in Mandurah that provides for improvements to the existing Mandurah passenger rail line and prioritises the east-west connection between Mandurah and Pinjarra, a high frequency street based transit system within the Mandurah central area as a catalyst for infill development and regeneration; and the resetting of the existing bus system that provides a bus transit system along Mandurah Road between the northern suburbs of Mandurah to the Mandurah Transit Station; and along Old Coast Road to the southern suburbs of Mandurah and the Mandurah Transit Station.

NOTE:

• Refer Attachment 1 Mandurah – Pinjarra Indicative Public Transport Plan Attachment 2 Local Planning Strategy – District Structure Plan Attachment 3 Mandurah Strategic Centre – Potential Street Based Transit System

RECOMMENDATION

That Council:

1. Supports improvements to the Mandurah passenger rail line that includes:

(a) an extension to Ravenswood and ultimately Pinjarra;

(b) further improvements at the Mandurah Transit Station such as additional car parking and promotion of transit orientated development; and

(c) an additional train station to the north of the existing Mandurah Station to service the northern suburbs of Mandurah, acknowledging the current State Government has committed to a station at Karnup;

(d) A connection between Cockburn Central and Thornlie that provides connection to the south-east metropolitan area and further connections to between the Forrestfield Airport Link and the Thornlie line be given a high priority.

2. Supports the development of a high frequency street based transit system to service the central Mandurah area in a staged approach with can be ultimately be extended to the Peel Health campus, Halls Head Town Centre, Halls Head Beach precinct and along Mandurah Terrace (north of Peel Street);

3. Supports the development of a rapid bus transit system along Mandurah Road between the northern suburbs of Mandurah to the Mandurah Transit Station; and along Old Coast Road to the southern suburbs of Mandurah and the Mandurah Transit Station;

Report 12 Page 85 Y

N Comet HW FWY 0 1 2 3 4 Bay KARNUP WEST kilometres Extension of Rail Line Urban Investigation

City Centre City Centre Street Based Transit HWY

Industrial TONKIN Bus Rapid Transit RD

KWINANA Industrial Expansion (in road corridors) OORDAP DR MANDJOOG Industrial Investigation Density / Infill

review areas WESTERN Rural Residential

Rural MANDURAH State Forest

Open Space SOUTH Open Space Investigation Waterway GORDON ROAD

Public Purposes MANDURAH (Existing) North Dandalup Reservoir

PINJARRA

RAVENSWOOD

Peel Inlet

West Pinjarra

Harvey PINJARRA Estuary

HWY PINJARRA MANDURAH - PINJARRA INDICATIVE PUBLIC TRANSPORT PLAN Prepared to Generate Discussion in Reviewing the South Metropolitan WILLIAMS Peel Sub-Regional Planning Framework (May 2015) Report 12 Attachment Page 86 Report 12 Attachment Page 87 Report 12 Attachment Page 88