Agenda ORDINARY COUNCIL MEETING (OC 05/19)

3 October 2019 Commencing at 5:30 pm

Town of Claremont 308 Stirling Hwy Claremont WA 6010

Suite 2/ 317, Subiaco WA 6008 T 08 9384 4003 | E [email protected] | www.wmrc.wa.gov.au

Dear Chairman and Councillors I advise that an Ordinary Meeting of the Western Metropolitan Regional Council will be held at the Town of Claremont, 308 Stirling Hwy, Claremont, WA 6010 on Thursday 3 October 2019 commencing at 5.30pm.

Stefan Frodsham Chief Executive Officer CONTENTS 1 DECLARATION OF OPENING ...... 4 2 RECORD OF ATTENDANCE AND APOLOGIES...... 4 3 DISCLOSURES OF INTERESTS ...... 5 4 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE ...... 5 5 PUBLIC QUESTION TIME ...... 5 6 APPLICATIONS FOR LEAVE OF ABSENCE ...... 5 7 PETITIONS, APPROVED DEPUTATIONS AND PUBLIC STATEMENTS ...... 5 8 ANNOUNCEMENTS BY THE PERSON PRESIDING WITHOUT DISCUSSION ...... 5 9 CONFIRMATION OF PREVIOUS COUNCIL MINUTES ...... 6 9.1. CONFIRMATION OF PREVIOUS ORDINARY COUNCIL MEETING MINUTES ...... 6 10 REPORTS OF COMMITTEES AND OFFICERS ...... 7 10.1. SAFETY MANAGEMENT PROGRESS REPORT ...... 7 10.2. FINANCIAL STATEMENTS ...... 10 10.3 LIST OF PAYMENTS AND SUNDRY DEBTORS ...... 12 10.4 MINUTES OF CEOAC MEETINGS ...... 13 10.5 CREDIT CARD LIMIT INCREASE ...... 15 10.6 WMRC BANK ACCOUNT SIGNATORIES ...... 17 10.7 RESERVE FUND ACCOUNT AMENDMENTS ...... 20 10.8 AUDIT AND RISK COMMITTEE TERMS OF REFERENCE...... 22 10.9 DELEGATIONS EXCEEDANCES ...... 24 10.10 MAJOR DECISIONS POLICY ...... 27 10.11 LOCAL LAW – STANDING ORDERS ...... 29 10.12 FEES AND CHARGES ...... 32 10.13 STRATEGIC COMMUNITY PLAN ...... 34 11 INFORMATION BULLETINS ...... 36 11.1 COMMUNICATIONS AND EDUCATION REPORT ...... 36 11.2 WASTE OPERATIONS PROGRESS REPORT FOR JULY/AUGUST 2019 ...... 44 11.3 PROGRESS ON COUNCIL RESOLUTIONS ...... 46 12 MOTIONS FOR WHICH PREVIOUS NOTICE HAS BEEN GIVEN ...... 48 13 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN ...... 48 14 MEMBERS’ QUESTIONS WITHOUT NOTICE ...... 48 15 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION ...... 48

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove Agenda 3 October 2019 2 16 MATTERS BEHIND CLOSED DOORS ...... 48 17 BUSINESS NOT DEALT WITH FROM A PREVIOUS MEETING ...... 49 18 GENERAL BUSINESS ...... 49 19 CLOSURE OF MEETING ...... 49

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove Agenda 3 October 2019 3 1 DECLARATION OF OPENING 2 RECORD OF ATTENDANCE AND APOLOGIES Councillors Cr. C Hohnen Chairman Shire of Peppermint Grove Cr. B Haynes Deputy Chairman Town of Claremont Cr. S Stroud Member City of Subiaco Cr. A Maurice Member Town of Mosman Park Cr. M Rodda Member Town of Cottesloe

Staff Mr. S Frodsham Chief Executive Officer WMRC Ms. A Bell Manager Finance & Governance WMRC Ms. A Hynes Manager Operations WMRC Ms. L Eustance Manager Communications & Education WMRC Ms. A Christie Executive Assistant WMRC

Leave of Absence Nil

Visitors Mr. L Wilks Solicitor Jones Day

Observers

Apology

WMRC OCM Agenda 3 October 2019 4 3 DISCLOSURES OF INTERESTS 4 RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE 5 PUBLIC QUESTION TIME 6 APPLICATIONS FOR LEAVE OF ABSENCE 7 PETITIONS, APPROVED DEPUTATIONS AND PUBLIC STATEMENTS 8 ANNOUNCEMENTS BY THE PERSON PRESIDING WITHOUT DISCUSSION

WMRC OCM Agenda 3 October 2019 5 9 CONFIRMATION OF PREVIOUS COUNCIL MINUTES 9.1. CONFIRMATION OF PREVIOUS ORDINARY COUNCIL MEETING MINUTES Minutes of the previous Ordinary Council Meeting held on 1 August 2019 have been circulated previously under separate cover and are at Attachment 9.1A.

RESPONSIBLE OFFICER RECOMMENDATION 9.1.1 That Council accepts the minutes of the previous Ordinary Council Meeting held on 1 August 2019 as a true and accurate record of proceedings.

WMRC OCM Agenda 3 October 2019 6 10 REPORTS OF COMMITTEES AND OFFICERS 10.1. SAFETY MANAGEMENT PROGRESS REPORT

Responsible Officer: Operations Manager Date: 18 September 2019 Attachments: 10.1A OSH Plan 10.1B Progress on Audit Recommendations

SUMMARY Risk and safety management issues are discussed below.

BACKGROUND Nil

DETAIL Incidents and Accidents Several minor incidents have occurred or were reported since the previous report to Council, including minor equipment failures, manual handling incidents and a minor vehicle collision. Where appropriate, control measures have been put in place. One incident involved a fire in a customer truck that had presented at the Recycling Centre. This is an occurrence that happens regularly enough that WMRC have a procedure in place for this eventuality. Staff handled the incident well. Safety Actions The following safety actions have occurred in July, August and September: • A safety committee meeting was held • Toolbox meetings were held at both the recycling centre and the administration office. • Safety Representatives elected for both the recycling centre and the administration office. • Training of staff in WMRC procedures continued. • A revised OSH Plan has been prepared for consideration. • Lifting equipment has been tested and tagged. • Emergency drills have been carried out. • Induction Manuals have been updated. OSH Plan A revised OSH Plan has been prepared for consideration and is provided as Attachment 10.1A. Audit Results LGIS conducted a 3 Steps to Safety assessment of the WMRC’s safety management systems on 11 June 2019. Progress on the recommended actions is provided at Attachment 10.1B.

WMRC OCM Agenda 3 October 2019 7 High Residual Risk Hazards Hazards with a high residual risk rating are outlined below. The item is unchanged.

Hazard Silos over-tipping while being loaded and crushing people or equipment Current Controls Staff are trained in loading silos and will wait for Site Supervisor if they encounter a problem while loading. Persons are to keep out of downhill area of silos during loading. Property is to be kept out of this area. Covered by SP7-2. RRR Likelihood Unlikely RRR Consequence Major RRR Risk Rating High RRR Classification High Residual risk Actions Required + Target Further controls not Dates considered reasonable or practicable: review if situation changes.

12 Months Safety July– August Ending Definition Statistics 2019 August 2019 (HiPo) Incidents involving personnel that did not High reach their ultimate potential and could have None None Potential resulted in a fatality. Incident Any work-related injury or occupational (LTI) Lost None None illness that results in permanent disability or Time Injury time lost from work of one day/ shift or more. (ADI) Any work-related injury or occupational Alternate illness, which results in a person being unfit None None Duties for full performance of their regular job on any Injury day after the injury or illness. Any work-related loss of consciousness, (MTI) injury or occupational illness requiring more Medical None None than First Aid treatment by a medical Treatment practitioner, or registered medical personnel Injury but not resulting in lost time.

WMRC OCM Agenda 3 October 2019 8 Any work-related injury or occupational illness requiring one-time treatment and (FA) First 1 1 subsequent observation of minor scratches, Aid Injury cuts, burns splinters etc. which do not require professional medical care. An event which, under slightly different (NM) Near 5 5 conditions, could have resulted in injury, Miss damage or business loss.

STATUTORY ENVIRONMENT WMRC has duties under the Occupational Safety and Health Act 1984 (OSH Act) to, so far as is practicable, provide and maintain a working environment in which the employees of the employer are not exposed to hazards.

CONSULTATION Consultation with staff on safety matters is carried out regularly at toolbox meetings.

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.1.1 That Council endorse the OSH Plan provided at Attachment 10.1A.

WMRC OCM Agenda 3 October 2019 9 10.2. FINANCIAL STATEMENTS

Responsible Officer: Finance & Governance Manager Date: 16 September 2019 Attachment: 10.2A July Accounts Attachment: 10.2B August Accounts

SUMMARY This report serves as a monthly summary of the Council’s operating financial position. Its primary purpose is to allow Councillors to be able to track budgeted figures to actual outcomes throughout the financial year.

BACKGROUND Reporting requirements are defined by Financial Management Regulations 34 of the Local Government (Financial Management) Regulations 1996. At its Special Council Meeting of 14 July 2016 meeting Council resolved inter alia to adopt a 10% value for reporting material variances in the Statements of Financial Activity. Accordingly, variances of 10% or more between actual and budgeted monthly figures are accompanied with explanatory notes.

DETAIL Operating statements are presented for the periods ended 31 July and 31 August 2019. • As at 31 July 2019 Council had an operating deficit of $246,022 compared to a budgeted operating deficit of $260,517 with a variance of $14,495. • As at 31 August 2019 Council had an operating deficit of $158,845 compared to a budgeted operating deficit of $182,439 with a variance of $23,594. • The year-to-date as at 31 August 2019 had an operating deficit of $404,867 compared to a budget operating deficit of $442,956 with a variance of $38,089 • Note that the Reserve Fund drawdowns are now recognised in the Statement of Financial Position as a movement in Equity and not as budgeted as a Non-operating Grant, Subsidy and Contribution.

STATUTORY ENVIRONMENT In accordance with the Local Government Act 1995 and Local Government (Financial Management) Regulations 1996, a Statement of Financial Activity is required to be presented to Council as a minimum requirement. In addition, an explanation of the net current assets of the month to which the statement relates is also required. In accordance with Regulation 34 (5), a report must be compiled on variances greater than the materiality threshold adopted by Council of 10%. As this report is composed at a summarised level, variance commentary considers the most significant items that comprise the variance.

WMRC OCM Agenda 3 October 2019 10 CONSULTATION None

REPORT IMPLICATIONS Policy Implications The Council’s financial reporting is prepared in accordance with its accounting policies. These are reviewed periodically to ensure compliance with legislative and statutory obligations. Financial Implications The report represents the financial position of the Council at the end of July and August 2019. Strategic Implications Strategic action 6.4 in Western Metropolitan Regional Council’s (WMRC) Corporate Business Plan is to “deliver responsible financial management”. This includes a key action to “provide accurate and transparent financial reporting”.

COMMENTS None

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.2.1 That Council note the financial statements for the periods ended 31 July and 31 August 2019.

WMRC OCM Agenda 3 October 2019 11 10.3 LIST OF PAYMENTS AND SUNDRY DEBTORS

Responsible Officer: Finance and Governance Manager Author: Executive Assistant Date: 24 September 2019 Attachment: 10.3A July 2019 Attachment: 10.3B August 2019 Attachment: 10.3C Sundry Debtors

SUMMARY The schedule of accounts paid for July and August 2019 are attached. The Sundry Debtors as at 24 September 2019 are also attached.

BACKGROUND Nil

DETAIL Nil

STATUTORY ENVIRONMENT Local Government Act 1995 and Local Government (Financial Management) Regulations 1996.

CONSULTATION Nil

REPORT IMPLICATIONS Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority RESPONSIBLE OFFICER’S RECOMMENDATION 10.3.1 That Council endorses the schedule of accounts paid of $244,522.89 and $1,324,121.49 for the months of July and August 2019 respectively. 10.3.2 That Council receives the schedule of sundry debtors outstanding at 24 September 2019.

WMRC OCM Agenda 3 October 2019 12 10.4 MINUTES OF CEOAC MEETINGS

Responsible Officer: Chief Executive Officer Date: 20 September 2019 Attachment: Attachment 10.4A – Minutes CEOAC 16 July Attachment 10.4B – Minutes CEOAC 19 September Attachment 10.4C – 2014 Terms of Reference Attachment 10.4D – Draft 2019 Terms of Reference

SUMMARY This item presents the confirmed minutes of the 16 July 2019 CEOAC meeting and the draft minutes of the 19 September 2019 CEOAC meeting for reception.

BACKGROUND The unconfirmed minutes of the 16 July 2019 CEOAC meeting were presented at the August 2019 OCM; and confirmed at the 19 September 2019 CEOAC meeting as a true and proper record of the meeting. They are presented here for reception (Attachment 10.4A).

The unconfirmed minutes of the 19 September 2019 CEOAC meeting are presented here for reception (Attachment 10.4B).

DETAIL The CEOAC meeting of 19 September was held at the WMRC offices. CEOs were happy with progress by WMRC on many fronts. The meeting recommended an updated Terms of Reference for the Committee. These were last updated in 2014 and both original and final version are presented at Attachments 10.4C and 10.4D for decision by Council.

STATUTORY ENVIRONMENT Nil

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil

WMRC OCM Agenda 3 October 2019 13 Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION 10.4.1 Council receive the confirmed minutes of the 16 July 2019 CEOAC meeting 10.4.2 Council receive the unconfirmed minutes of the 19 September 2019 CEOAC meeting. 10.4.3 Council approve the revised Terms of Reference for the CEOAC 10.4.4 The CEOAC Terms of Reference be subject to review at least once every three years.

WMRC OCM Agenda 3 October 2019 14 10.5 CREDIT CARD LIMIT INCREASE

Responsible Officer: Finance & Governance Manager Date: 12 September 2019 Attachment: Nil

SUMMARY The WMRC Corporate Credit Card limits need to be reviewed to ensure the limits are adequate for WMRC needs.

BACKGROUND The WMRC currently has two corporate credit cards which are held by the CEO and Site Supervisor. Recently, these limits have been insufficient and so it is proposed to update the limits as per the below: Card Location Holder Current Limit Requested Limit Administration Office CEO $5,000 $10,000 Recycling Center Site Supervisor $1,000 $2,000

DETAIL The Local Government (Financial Management) Regulations 1996 states that a Local Government must have a procedure for the authorisation and payment of accounts via credit card as well as effective security for the credit card. Policy 20 Corporate Credit Cards satisfies these stipulations but does not include information re credit card limits. The Site Supervisor’s card is typically used for items as required from Bunnings etc. The CEOs card is used for typically used for purchases of equipment, furniture, online transactions (such as the recent purchase of a dishwasher; and places at the WA Waste and Recycle Conference)

STATUTORY ENVIRONMENT Nil

CONSULTATION Management

REPORT IMPLICATIONS Policy Implications Policy 20 Corporate Credit Cards Financial Implications Nil

WMRC OCM Agenda 3 October 2019 15 Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Absolute majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.5.1 That Council increase the CEO’s credit card limit to $10,000 10.5.2 That Council increase the Site Supervisors’ credit card limit to $2,000

WMRC OCM Agenda 3 October 2019 16 10.6 WMRC BANK ACCOUNT SIGNATORIES

Responsible Officer: Finance & Governance Manager Date: 9 September 2019 Attachment: Nil

SUMMARY Recently the title of Support Services Office was changed to Executive Assistant to more accurately describe the role and tasks undertaken by the Executive Assistant. The role of Waste Operations Manager was also updated to Operations Manager.

BACKGROUND In accordance with the LG Act 1995 and Local Government (Financial Regulations) 1996, Council is required to maintain strict controls and security around its financial transactions and therefore two signatories are required before any transaction can be authorised. At the December 2018 Ordinary Council meeting it was resolved by absolute majority to update the signatories to WMRC bank accounts to reflect the current staffing profiles by title rather than name. These were Chief Executive Officer, Finance and Governance Manager, Support Services Officer, Waste Operations Manager and Site Supervisor. The Communications & Education Manager was added at the February 2019 Ordinary Council meeting The WMRC is required to update these signatories with regards to the following: • Investment Term Deposit Accounts • Online Business Banking • Business Bank Accounts • Corporate Credit Card With the reclassification of positions at WMRC it is necessary to update the records to reflect the current arrangements. The Chief Executive Officer is still required to authorise new personnel to be signatories regardless of their position entitlement.

DETAIL Previously, the following staff positions were authorised as signatories to the WMRC’s bank accounts: Chief Executive Officer, Finance and Governance Manager, Support Services Officer, Waste Operations Manager, Communications and Education Manager and Site Supervisor. These titles apply to both permanent and acting employees in the above-mentioned roles. Moving forward the list of authorised as signatories to the WMRC’s bank accounts will be: Chief Executive Officer, Finance and Governance Manager, Operations Manager, Communications and Education Manager, Executive Assistant and Site Supervisor

STATUTORY ENVIRONMENT Local Government Act 1995 and Local Government (Financial Regulations) 1996

WMRC OCM Agenda 3 October 2019 17 CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Delegations Register: Delegation # 2 - Payments from municipal and trust fund and transfer to and from reserve accounts.

DELEGATED BY Local Government

POWER TO DELEGATE Section 5.42 Local Government Act 1995 – a local government may delegate to the CEO the exercise of any of its powers or any of its duties as specified in s.5.42. DELEGATED TO: Chief Executive Officer POWER/AUTHORITY Regulation 12 Local Government (Financial DELEGATED: Management) Regulations 1996 Authority to make payments from the municipal fund and trust fund. Section 6.11 Local Government Act 1995 This includes the transfer of funds to and from Reserve accounts as allowed for in the budget. CONDITIONS: All payments are to be authorised by 2 appropriately delegated officers REFERENCES: N/A

POWER TO SUB-DELEGATE: Yes - s.5.44 Local Government Act 1995 – a CEO may delegate to any employee of the local government the exercise of any of the CEO’s powers or the discharge of any of the CEO’s duties under the Local Government Act 1995. SUB-DELEGATED TO: Finance and Governance Manager, Operations Manager, Communications and Education Manager, Executive Assistant and Site Supervisor RECORD OF USE: Details of decisions made are to be recorded in writing and retained in the Council record keeping system, along with any evidentiary documents. Such records/documents must contain enough information to ensure that the requirements of Regulation 19 of the Local Government (Administration) Regulations 1996 are met. DATE ADOPTED: 02/12/2010 LAST REVIEWED: 07/02/2019

WMRC OCM Agenda 3 October 2019 18 Financial Implications Financial transactions cannot be undertaken without the relevant authorisations in accordance with the Local Government Act 1995 Section 6.10, Local Government (Financial Management) Regulations 1996 regulation 11 and the Delegations Register. Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Absolute majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.6.1 That Council approve the following staff positions be authorised as signatories to the WMRC’s Bank Accounts: Chief Executive Officer, Finance and Governance Manager, Operations Manager, Communications and Education Manager, Executive Assistant and Site Supervisor with the following authorities: • Money Market Deposit Account • Investment Term Deposit Accounts • Online Business Banking • Business Banking Accounts 10.6.2 That the delegations register, Delegation # 2 be updated to reflect the new positions and arrangements.

WMRC OCM Agenda 3 October 2019 19 10.7 RESERVE FUND ACCOUNT AMENDMENTS

Responsible Officer: Finance & Governance Manager Date: 12 September 2019 Attachment: Nil

SUMMARY This Item reviews the existing reserve fund accounts as their name no longer meets the needs of the WMRC. Amendments are proposed to align the reserve fund account names to what is now required.

BACKGROUND At the March 2018 Ordinary Council meeting, Council approved transfers of funds as well as a name change for the reserve fund accounts. The names of the reserve funds no longer serve the WMRC and a change of name is suggested as per the below:

Current Name Proposed Name Purpose Future Development Reserve Development Reserve Capital Expenditure and other development costs as required Administration DiCOM Project Operating Reserve Legal fees and operating expenses as Reserve required

DETAIL The purpose of the reserve funds and planned expenditure was approved at the June 2019 Ordinary Council Meeting as part of the 2019/20 Annual Budget. The requested change does not include a change of purpose or any transfer of funds between the reserve accounts currently. Section 6.11 Reserve Accounts (2) of the Local Government Act 1995 states that a Local Government must give 1-month public notice when there is a change in the purpose of the reserve accounts or if reserves are used for another purpose. Given the requested change is for the names and not the purpose it is not necessary to notify the public of this change.

STATUTORY ENVIRONMENT Clause 6.11 Reserve Accounts of the Local Government Act 1995 applies and requires WMRC to give one month’s local public notice if there are changes to the purpose of reserve fund accounts.

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil

WMRC OCM Agenda 3 October 2019 20 Financial Implications Nil Strategic Implications The proposed changes to the Reserve Fund Accounts will provide the WMRC with greater flexibility

COMMENTS Any other matters of relevance

VOTING REQUIREMENT Absolute majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.7.1 That the proposed change of name for Reserve Accounts shown in Table 1 be endorsed

WMRC OCM Agenda 3 October 2019 21 10.8 AUDIT AND RISK COMMITTEE TERMS OF REFERENCE

Responsible Officer: Chief Executive Officer Date: 20 September 2019 Attachment: 10.8A

SUMMARY At its OCM of 1 August 2019, Council resolved that the remit of the Audit Committee be extended to cover risk management; the Committee be retitled the Audit and Risk Committee; and that the CEO draw up draft terms of reference for the new Committee.

BACKGROUND Nil

DETAIL The attached draft Terms of Reference for WMRC’s Audit and Risk Committee are based on those applying at the City of Subiaco. They have been reviewed by the Chairman of the Committee.

STATUTORY ENVIRONMENT Local Government Act 1995

CONSULTATION City of Subiaco

REPORT IMPLICATIONS Policy Implications Improved management of risk within the WMRC Financial Implications None directly Strategic Implications Nil

COMMENTS Any other matters of relevance

VOTING REQUIREMENT Simple majority

WMRC OCM Agenda 3 October 2019 22 RESPONSIBLE OFFICER’S RECOMMENDATION

10.8.1 Council approves the Terms of Reference for the Audit and Risk Committee.

WMRC OCM Agenda 3 October 2019 23 10.9 DELEGATIONS EXCEEDANCES

Responsible Officer: Manager Operations Date: 17 September 2019 Attachment 10.9A: Revised Policy 8 Public Tenders

SUMMARY The WMRC has recently become aware that several tenders over the delegated threshold of $1million have been invited and the evaluation criteria and form of contract have been determined without the required Council authorisation. This is a relatively minor matter without strategic implications as Council was aware these services were being sought, and standard criteria and contract forms were used. A review of WMRC’s Policy 8 Public Tenders, which has not been significantly updated for several years has recently been carried out, and a revised version prepared which brings the delegations references consistent with the Delegations Register, and allows tender submissions electronically, as is now standard for local governments.

BACKGROUND The WMRC Delegation Register (last reviewed by Council in February 2019), under Section 3.57 Local Government Act 1995; and Regulations 11 to 24 Local Government (Functions & General) Regulations 1996 delegates the: Authority to invite tenders in accordance with section 3.57 where: • there is a “discrete and identifiable” budget allocation provided by Council as part of their budget adoption or review; and • the value of the tender is not to exceed $1million (excluding GST). Authority to determine tender evaluation criteria, the form of contract and the Contract Superintendent in accordance with Regulation 14 where: • the value of the tender is not to exceed $1million (excluding GST); and • the criteria are to be in accordance with the Public Tenders Policy.

DETAIL The WMRC has recently become aware that several tenders over the delegated threshold of $1million have been invited and the evaluation criteria, form of contract have been determined without the required Council authorisation. A full historical review of tenders invited has not been conducted, but the following tenders were invited without Council authorisation since 2015: • RFT 01-2017 Waste Haulage Square Bins o possible value up to $1,100,000 over 5 years • RFT 02-2019 Bulk Waste Processing o possible value up to $2,600,000 over 5 years • RFT 03-2019 Waste Haulage Silos o possible value up to $1,170,000 over 5 years • RFT 04-2019 Pre-booked Verge Waste Collection Service o possible value up to $5,700,000 over 5 years based on pre-tender estimate

WMRC OCM Agenda 3 October 2019 24 While Council did not give specific authorisation for the invitation of these tenders, Council was aware that these services were being sought, and budgetary provision had been made as appropriate. All tenders were presented to Council for award. Tender evaluation criteria and form of contract used were standard. Processes Improved WMRC’s tender development process has been modified to include an early step of estimating the possible contract value and seeking Council authorisation if required. Public Tenders Policy A review of WMRC’s Policy 8 Public Tenders, which has not been significantly updated for several years has been carried out, and a revised version is attached at Attachment 10.9A which brings the delegations references consistent with the Delegations Register, and allows tender submissions electronically, as is now standard for local governments. These are the only significant changes suggested to the policy. Email tenders were accepted by WMRC for the first time with RFT 04-2019 Pre-booked Verge Waste Collection Service. This is contrary to the WMRC’s Policy 8 Public Tenders, which has not been significantly updated for several years. It is now standard for local governments to allow tender submissions electronically and is not considered to pose a significant risk.

STATUTORY ENVIRONMENT Section 3.57 Local Government Act 1995; and Regulations 11 to 24 Local Government (Functions & General) Regulations 1996

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Policy 8 Public Tenders, WMRC Delegation Register Financial Implications Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

WMRC OCM Agenda 3 October 2019 25 RESPONSIBLE OFFICER’S RECOMMENDATION

10.9.1 That Council note the exceedances of delegations. 10.9.2 That Council endorse the revised Council Policy 8 – Public Tenders

WMRC OCM Agenda 3 October 2019 26 10.10 MAJOR DECISIONS POLICY

Responsible Officer: Chief Executive Officer Date: 25 September 2019 Attachment 10.10A: Policy 35 Major Strategic and Financial Decisions

SUMMARY

Policy 35 – Major strategic and financial decisions – is a proposed policy to support the Council decision of 13 June 2019 that all major strategic and financial decisions by the WMRC should require unanimous support.

BACKGROUND

Following a recommendation of CEOAC, Council on 13 June 2019 resolved that all major strategic and financial decisions should require the unanimous support of all WMRC Councillors. Council required that the CEO should develop a policy to support its resolution in this respect.

DETAIL

Attachment 10.10A is a draft Policy 35 – Major Strategic and Financial Decisions. It sets out the objectives of the policy; and the broad circumstances of a proposal that would trigger a requirement for unanimity in decision making.

STATUTORY ENVIRONMENT

Local Government (Administration) Regulations 1996, as amended from time to time.

Local Government Act 1995, as amended from time to time.

CONSULTATION

The objectives of the draft Council Policy 35 – Major Strategic and Financial Decisions were the subject of consultation with CEOAC.

REPORT IMPLICATIONS Policy Implications Nil Financial Implications The approval of draft Council Policy 35 will necessitate unanimous agreement to major financial decisions including the approval of WMRC budgets and major contracts. Strategic Implications

WMRC OCM Agenda 3 October 2019 27 The approval of draft Council Policy 35 will necessitate major changes to the WMRC’s strategic direction being subject to the unanimous agreement of Council.

COMMENTS Nil

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.10.1 Approve the draft Council Policy 35 – Major Strategic and Financial Decisions.

WMRC OCM Agenda 3 October 2019 28 10.11 LOCAL LAW – STANDING ORDERS

Responsible Officer: Chief Executive Officer Date: 20 September 2019 Attachment: 10.11A

SUMMARY At its OCM of 13 June 2019, the Chairman gave to the purpose of effect of the Local Law and Council resolved that the CEO lodge a public notice, summarising the purpose and effect of the proposed local law and inviting submissions. Notices regarding the proposed Local Law and inviting submissions were lodged in the West Australian and the local newspaper the Post; and were displayed at all public libraries across the WMRC’s district as well as at the WMRC office itself. No submissions were received by the closing date.

BACKGROUND At the December 2018 OCM, Policy 22 – Standing Orders, was presented to Council for re- endorsement. A question was raised at the meeting about whether there was a requirement for the Standing Orders to be adopted as a local law, and the decision on that recommendation was deferred to the following February 2019 OCM. As advised to Council at the 7 February 2019 OCM a review of the Local Government Act 1995 and Regulations, as well as relevant WALGA documentation, suggests that while it is not mandatory that Standing Orders be adopted as a local law, it is both the current practice of the great majority of WA local governments, and the recommendation from WALGA, that Standing Orders be adopted as Local Law. Council resolved that the CEO prepare a draft Standing Orders Local Law for consideration by Council. Agenda item 10.5 at the OCM of 4 April 2019 addressed the matter and provided a first draft of a local law – standing orders for the review of Council.

DETAIL Purpose and Effect of the proposed Local Law The purpose and effect of the proposed Local Law is as follows: 1. The Western Metropolitan Regional Council Standing Orders Local Law (Council Meetings) 2019 provides rules and guidelines which apply to the conduct of meetings of the Council and its committees. 2. All meetings will be conducted in accordance with the Local Government Act 1995, the Regulations under the Act and this Local Law. 3. The Local Law is intended to result in: (a) better decision-making by the Council and committees; (b) the orderly conduct of meetings dealing with Council business; (c) better understanding of the process of conducting meetings; and (d) the more efficient and effective use of time at meetings.

WMRC OCM Agenda 3 October 2019 29 Draft WMRC Local Law Attachment 10.11A is the final draft of the WMRC Local Law – Standing Orders; it is based on the template developed and provided by WALGA. The WMRC draft Local Law closely follows the template in all respects except for the differences listed in the table below. The attached draft Local Law is no different to that reviewed by Council at its 13 June meeting. The path is now clear for the WMRC to make this Local Law. Procedure The Procedure for making local laws is prescribed in S3.12 of the Local Government Act 1995. Attachment 10.6B sets out the process in detail. Following adoption of the Local Law – Standing Orders: • the adopted local law will be submitted for publishing in the Government Gazette; • after the local law is published in the Government Gazette, a signed and sealed copy will be sent to the Minister for Local Government; following which • a local public notice of the gazettal will be placed in a local newspaper, the libraries of the district and at the office of the WMRC; and • copies of the local law and supporting documentation will be provided to the Parliamentary Joint Standing Committee on Delegated Legislation (JSCDL).

STATUTORY ENVIRONMENT Local Government Act 1995

CONSULTATION Department of Local Government, Sport and Cultural Industries.

REPORT IMPLICATIONS Policy Implications The WMRC Standing Orders Local Law will supersede WMRC Policy #22 – Standing Orders Financial Implications None Strategic Implications None

COMMENTS None

VOTING REQUIREMENT Absolute majority

WMRC OCM Agenda 3 October 2019 30 RESPONSIBLE OFFICER’S RECOMMENDATION

10.11.1 Council adopt the WMRC Local Law -Standing Orders.

WMRC OCM Agenda 3 October 2019 31 10.12 FEES AND CHARGES

Responsible Officer: Chief Executive Officer Date: 20 September 2019 Attachment: Nil

SUMMARY The WMRC is commencing a new recyclable materials haulage service for the City of Subiaco.

BACKGROUND The City of Subiaco operates its own kerbside recycling collection service. The collected materials are delivered to Cleanaway’s Materials Recovery Facility for sorting, baling and marketing. It is uneconomic for the City to deliver small partial loads, creating an opportunity for savings to be made by delivering these loads to the WMRC transfer station for consolidation and haulage.

DETAIL The City of Subiaco estimates that it will deliver to us around 7 tonnes a week of recyclables. WMRC does not have a fee for this service. Deliveries would be made during normal business hours meaning that the WMRC’s marginal costs in handling the materials are negligible. Haulage to the Cleanaway Facility will be provided by a contractor with the cost being recovered from the City. There are no other direct costs involved for the WMRC. For very small amount of recyclables, this will not impact on WMRC’s ability to offer other services.

A handling fee of $20 per tonne will contribute to WMRC’s overheads and still result in savings for the City of Subiaco. It is suggested a fee of $20 per tonne excluding GST be set for the acceptance and handling of Member Council recyclables, to be available by prior arrangement only.

STATUTORY ENVIRONMENT Local Government Act 1995

CONSULTATION City of Subiaco

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Minor. Expected annual marginal revenue is $7,280 which will defray overheads. Strategic Implications Nil

WMRC OCM Agenda 3 October 2019 32 COMMENTS Nil

VOTING REQUIREMENT Absolute majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.12.1 A fee of $20 per tonne excluding GST be set for the acceptance and handling of Member Council recyclables.

WMRC OCM Agenda 3 October 2019 33 10.13 STRATEGIC COMMUNITY PLAN

Responsible Officer: Chief Executive Officer Date: 17 September 2019 Attachment: 10.13A

SUMMARY The Strategic Community Plan is presented for adoption by Council

BACKGROUND The WMRC is bound to comply with the requirements of the State Government Integrated Planning and Reporting Framework, including the requirement to develop and maintain a ten-year Strategic Community Plan (SCP) and a four-year Corporate Business Plan. The existing Strategic Community Plan was adopted 4 April 2013 and was based on assumptions that no longer hold. It was primarily written around the future of the WMRC revolving around the operation of the proposed DiCOM facility. The SCP was due for review in 2015; and a major review in 2017, but neither was carried out owing to the many legal and contractual uncertainties associated with the operation of the DiCOM facility. The SCP itself will provide the strategic context for the development of a new four-year WMRC Corporate Business Plan to replace that which expired in 2017.

DETAIL A new Strategic Community Plan has been developed in-house by WMRC. The SCP focusses on what we have previously described as the “interim strategy” as previously approved by Council. It has been advertised for comment from the general public and our member Councils. Very little comment has been received hence this version is substantially the same as the draft presented at the August OCM. All changes are minor with no change to the meaning of the document. The new SCP is built around the WMRC responding to the needs of its member Councils and their residents; and the requirements of the State Government’s Waste Avoidance and Resource Recovery Strategy 2030 by providing efficient and effective services in receiving, handling and transporting waste for recycling, treatment and disposal; and in waste education and promotion. It emphasises the vital role played by the West Metro Recycling Centre at Brockway Road in efficiently servicing its central west metropolitan catchment area.

STATUTORY ENVIRONMENT All Local Governments are required to produce a future plan including a Strategic Community Plan under S5.56(1) of the Local Government Act 1995. Regulations are made under S5.56(2) to outline the minimum requirements.

CONSULTATION The development of the new SCP has been the subject of consultation with the Department of Local Government, Sport and Cultural Industries.

WMRC OCM Agenda 3 October 2019 34 The draft SCP has been circulated for comment to WMRC staff, WMRC Councillors and their deputies, member Council CEOs and staff, community volunteers and has been available on the WMRC website since June 2019.

REPORT IMPLICATIONS Policy Implications Appropriate consultation on the SCP and subsequent finalisation of the document is required for WMRC compliance with the State Government’s Integrated Planning and Reporting Framework Financial Implications Cost has been minimised by preparing the draft SCP in-house Strategic Implications The new SCP will formalise the WMRC’s new strategic stance and enable the development of a new Corporate Business Plan

COMMENTS Nil

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

10.13.1 That Council adopt the Strategic Community Plan as presented.

WMRC OCM Agenda 3 October 2019 35 11 INFORMATION BULLETINS

11.1 COMMUNICATIONS AND EDUCATION REPORT

Responsible Officer: Manager Communications and Education Date: 18 September 2019 Attachment 11.1A: Position Paper CDS

SUMMARY An information bulletin detailing Communications and Education team activity for the period

BACKGROUND The Communications and Education team’s role includes corporate communications and marketing, community waste education, member council staff support and waste strategy/policy advisory/advocacy services. Contents include: 1. Containers for Change – CDS infrastructure 2. Waste Watchers Workshop – photo 3. Volunteers’ Skill Share Session 4. Schools’ Program 5. Celebrate Lake Claremont photo 6. Media Content

DETAIL Containers for Change – CDS infrastructure The attached position paper (Attachment 11.1A) describes the various types of Refund Points that are expected to be available to the public once the Container Deposit Scheme is in operation from 2 June 2020. The WMRC does not have the space at site to be a refund point, however it has been in conversation with a local charity organisation which is in the process of applying to be a refund point and has a verbal agreement to serve as a convenient drop off point for the public in conjunction with the local charity. It is not envisaged that the WMRC will be able to make any income through this arrangement, but it will provide a useful service to our community. Waste Watchers Workshop A Waste Watchers’ Workshop was held hosted by the Mosman Park Primary School P+C with 24 attendees mostly from Mosman Park. Developing links with local community organisations to host such workshops is an approach we will continue to pursue. The change to our community education program and the research that promoted it were each the subject of talks at the state Waste and Recycle Conference held 24 and 25 October.

WMRC OCM Agenda 3 October 2019 36

Waste Watchers Workshop held at Mosman Park Primary School.

Volunteers’ Skill Share Session The “Ace your op shopping with Steve” event was the first of what will become a series of volunteer- led activities. It was much appreciated by attendees. The next event is “Managing waste in an apartment block with Pam”

Attendees with purchases at Earthwise Op Shop

WMRC OCM Agenda 3 October 2019 37 Schools Program Another waste activity day was held in a Nedlands school. This was fully funded by the City of Nedlands. The program has not yet been comprehensively advertised to primary schools in our region as we have capacity constraints; we expect to advertise it in time for the next school year. However, two primary schools in our member Council area are in the process of booking activity days and there is a date booked for a Nedlands-based primary school for November. Celebrate Lake Claremont We attended this event with some of our low waste event kit and provided information and an activity on Claremont’s forthcoming three bin system.

Participants enjoying bin sorting activity in front of 3 bin banner created for Town of Claremont

WMRC OCM Agenda 3 October 2019 38 Media Content

Press The following articles featured in the Post Newspaper.

2 August p43

WMRC OCM Agenda 3 October 2019 39

24 August pp7, 46

WMRC OCM Agenda 3 October 2019 40

7 September 2019 pp5,93

WMRC OCM Agenda 3 October 2019 41

Polystyrene (EPS) recycling advertisement 9 August

Social media The reach of our Facebook page continues to be high with a page reach of around 12,000 over the last 28 days and an increase in page likes of 47. Our two highest rating organic posts over the last two months both concerned the introduction of new services at the West Metro Recycling Centre.

Website Our website continues to attract between 50 and 100 visits per day. 80% of visits are from new visitors.

WMRC OCM Agenda 3 October 2019 42

STATUTORY ENVIRONMENT WMRC Establishment Agreement 1998 6.1 (c)

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Communications and Education activities are provided for in the existing budget Strategic Implications Activities are aligned to Key Strategy 4 in the Strategic Community Plan 2013-23 and contribute to Key Strategies 1,2,3.

COMMENTS Any other matters of relevance

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

11.1.1 That the Communications and Education report to 18 September be noted

WMRC OCM Agenda 3 October 2019 43 11.2 WASTE OPERATIONS PROGRESS REPORT FOR JULY/AUGUST 2019

Responsible Officer: Operations Manager Date: 17 September 2019 Attachment: 11.2A Waste Tonnes Charts

SUMMARY This report provides updates on the status of waste operations. Council is requested to receive the report.

BACKGROUND Nil

DETAIL Waste Statistics Waste receivals (excluding AWT waste) for the year are down some 7% from this point in 2018-19. Member Council Waste tonnes are down 6% compared to this point in 2018-19. Commercial tonnages are down some 30% from this point in 2018-19. Green Waste tonnes have significantly increased compared to this point in 17-18, due largely to the receipt of GO Bin greenwaste. Attachment 11.2A provides waste receivals data to 30 June 2019. Licensing and Approvals WMRC is seeking development approval for several structures at the West Metro Recycling Centre, including some retroactive approvals for structures put in place without development approval by previous administrations. This application is with the WAPC. One of the structures has been identified as impinging on a Water Corporation easement, so WMRC is liaising with Water Corp to reach a mutually agreeable solution. Site Management WMRC’s Greenwaste Area lease site is owned by the Department of Local Government, Sport and Cultural Industries who are looking to redevelop the area surrounding the site into playing fields. WMRC is liaising with DLGSC as well as the Department of Planning, Lands and Heritage to reach a solution allowing the continued use of a suitable area for greenwaste handling.

STATUTORY ENVIRONMENT Nil

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil

WMRC OCM Agenda 3 October 2019 44 Financial Implications Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

11.2.1 That Council receive the Waste Operations Progress Report

WMRC OCM Agenda 3 October 2019 45 11.3 PROGRESS ON COUNCIL RESOLUTIONS

Responsible Officer: Chief Executive Officer Date: 20 September 2019 Attachment: Attachment 11.3A

SUMMARY A schedule showing progress on WMRC resolutions up to and including 20 September 2019 is presented in Attachment 11.3A. The schedule is extracted from the master schedule which has a record of all WMRC resolutions from 2007. Only uncompleted resolutions, or those only recently completed, are shown on the schedule as presented.

BACKGROUND In October 2007 Council decided that an information bulletin item tracking the progress of Council resolutions be presented at future meetings.

DETAIL Refer to Attachment 11.3A. Note that the schedule is now colour coded. Red - resolutions not yet implemented; orange – resolutions in progress; green – resolutions completed.

STATUTORY ENVIRONMENT Local Government Act 1995

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil Strategic Implications Nil

COMMENTS A substantial backlog of action required to action Council Resolutions that existed at the beginning of the 2018-19 financial year has been cleared. All Council Resolutions have been effected save for one, relating to the use of WMRC free services by non-member Councils, which is in progress.

WMRC OCM Agenda 3 October 2019 46 VOTING REQUIREMENT Simple majority

RESPONSIBLE OFFICER’S RECOMMENDATION

11.3.1 The information be received.

WMRC OCM Agenda 3 October 2019 47 12 MOTIONS FOR WHICH PREVIOUS NOTICE HAS BEEN GIVEN 13 QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN 14 MEMBERS’ QUESTIONS WITHOUT NOTICE 15 URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION 16 MATTERS BEHIND CLOSED DOORS

It is proposed that the following items 16.1, 16.2 and 16.3 to be read in a closed session.

RESPONSIBLE OFFICER RECOMMENDATION: That in accordance with Sections 5.23(2) (c)(d)(e) of the Local Government Act 1995, the meeting is closed to members of the public with the following aspect of the Act being applicable to these matters: (c) a contract entered into, or which may be entered into, by the local government and which relates to a matter to be discussed at the meeting; and (d) legal advice obtained, or which may be obtained, by the local government and which relates to a matter to be discussed at the meeting; and (e) a matter that if disclosed, would reveal — (i) a trade secret; or (ii) information that has a commercial value to a person; or (iii) information about the business, professional, commercial or financial affairs of a person, where the trade secret or information is held by, or is about, a person other than the local government

WMRC OCM Agenda 3 October 2019 48 17 BUSINESS NOT DEALT WITH FROM A PREVIOUS MEETING 18 GENERAL BUSINESS 19 CLOSURE OF MEETING Next meeting: To be held on 5th December at Town of Cottesloe.

WMRC OCM Agenda 3 October 2019 49

Minutes ORDINARY COUNCIL MEETING (OC 04/19)

1 August 2019 Commencing at 5:30 pm

Town of Mosman Park Cnr Bay View Terrace and Memorial Drive Mosman Park WA 6012

Suite 2/317 Churchill Avenue, WA 6008 T 08 9384 4003 | E [email protected] | www.wmrc.wa.gov.au

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove

CONTENTS

Item Subject Page 1 Declaration of Opening 4

2 Record of Attendance and Apologies 4

3 Disclosures of Interests 4

4 Response to previous public questions taken on notice 4

5 Public Question Time 5

6 Applications for Leave of Absence 5

7 Petitions, Approved Deputations and Public Statements 5

8 Announcements by Person Presiding Without Discussion 5

9 Confirmation of Previous Minutes 5

9.1 Ordinary Council Minutes 7

10 Reports of Committees and Officers 8

10.1 Safety Management Progress Report 8 10.2 Financial statements 13

10.3 List of Payments and Sundry Debtors 15

10.4 Minutes of CEOAC meetings 19

10.5 Minutes of Audit Committee 20

10.6 Audit and Risk Management 23

10.7 WMRC Policy Review 26

10.8 Fees and Charges Revision 27

10.9 Submission to DWER consultation 30

10.10 Waste & Recycle Conference Attendance 31

11 Information Bulletins 33

11.1 Communications and Education report 33

11.2 WMRC Operations Progress Report May/June 2019 39

11.3 Policy and Advocacy Report 41 11.4 Update on management improvements 43 11.5 Strategic Community Plan 46 11.6 Progress on Council resolutions 48

12 Motions for Which Previous Notice Has Been Given 50 13 Questions by Members of Which Due Notice Has Been Given 50 14 Members’ questions without notice 50 15 Urgent Business Approved by the Person Presiding or by Decision 50 15.1 2019/20 Budget Amendment 50 15.2 Significant matters identified by the auditors: Asset Sustainability Ratio 52 16 Matters Behind Closed Doors 56 16.1 DiCOM confidential progress report 6 16.2 CEO Performance Review 5 16.3 Employee Remuneration 6

16.4 Bulk Waste Processing RFT 6 16.5 Silo Haulage RFT 6 17 Business Not Dealt with from a previous meeting 56 18 General Business 56 19 Closure of Meeting 57 1. DECLARATION OF OPENING Chairman Charles Hohnen declared the meeting open at 5.35pm. 2. RECORD OF ATTENDANCE AND APOLOGIES Councillors

Cr. C Hohnen Chairman Shire of Peppermint Grove Cr. B Haynes Deputy Chairman Town of Claremont Cr. A Maurice Member Town of Mosman Park Cr. M Rodda Member Town of Cottesloe Staff

Mr. S Frodsham Chief Executive Officer WMRC Ms. A Bell Finance & Governance Manager WMRC Ms. A Hynes Manager Operations WMRC Ms. L Eustance Manager Communications & WMRC Education Ms. A Christie Support Services Officer WMRC Leave of Absence

Nil Visitors Anne Lake HR Consultancy (to 6:05)

Peter Ward Lawyer Francis Burt Lawyers (7:27-8:03)

Observers

Cr. P Macintosh Delegate Shire of Peppermint Grove Cr. P Shaw Delegate Town of Mosman Park Ms. C Bywater CEO Town of Mosman Park

Apology

Cr. S Stroud Member City of Subiaco 3. DISCLOSURES OF INTERESTS

CEO and Staff declared financial interest in Item 16.2 and Staff declared a financial interest in Item 16.3.

4. RESPONSE TO PREVIOUS PUBLIC QUESTIONS TAKEN ON NOTICE Page 4

Nil

5. PUBLIC QUESTION TIME Nil 6. APPLICATIONS FOR LEAVE OF ABSENCE

Moved: Cr Rodda Seconded: Cr Hohnen COUNCIL RESOLUTION That the following applications for leave of absence be granted • Cr. A Maurice – 2 October to 13 October 2019 • Cr. B Haynes – 29 August to 16 September 2019 • CEO S Frodsham – 7 October to 17 October 2019 CARRIED 4/0 7. PETITIONS, APPROVED DEPUTATIONS AND PUBLIC STATEMENTS Nil

8. ANNOUNCEMENTS BY THE PERSON PRESIDING WITHOUT DISCUSSION Moved: Cr Rodda Seconded: Cr Haynes That Confidential Items 16.2, 16.3, 16.1, 16.4 and 16.5 be heard out of sequence. CARRIED 4/0

Moved: Cr Haynes Seconded: Cr Rodda That the following items 16.2, 16.3 be considered behind closed doors at 5:40pm. CARRIED 4/0 Whilst the meeting was behind closed doors, Council resolved the following:

16.2 CEO PERFORMANCE REVIEW Moved: Cr Rodda Seconded: Cr Haynes COUNCIL RESOLUTION 16.2.1 Council consider the CEO’s annual performance review with the assistance of the reports provided. 16.2.2 That the Council resolve to approve the findings of the CEO Annual Review 16.2.3 That the CEO has successfully completed his 12-month Annual Review in keeping with both contractual and statutory requirements 16.2.4 That the CEO be awarded a 2.5 % increase to his cash component and his vehicle allowance to be backdated to his anniversary date.

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16.2.5 That the CEO be offered a contract extension of 24 months commencing in August and terminating in August 2021. 16.2.6 That the CEO be congratulated for his solid performance and innovation introduced over the past 12 months. CARRIED 4/0

16.3 EMPLOYEE REMUNERATION Moved: Cr Rodda Seconded: Cr Haynes COUNCIL RESOLUTION That Council:

16.3.1 Require that annual reviews of wages and salaries be subject to approval by Council. 16.3.2 Approve a 1.1% increase in wages and salaries for 2019-20, effective as from 1 July 2019. 16.3.3 Approve the WMRC Policy 34 - Employee Remuneration. 16.4.4 Approve the discontinuation of payments to employees from the proceeds of sale of recyclable materials. CARRIED 4/0

Staff were invited to re-enter the meeting and Anne Lake left the meeting at 6:05, doors were reopened at 6:15.

16.4 BULK WASTE PROCESSING RFT Moved: Cr Maurice Seconded: Cr Rodda RESPONSIBLE OFFICER’S RECOMMENDATION AND COUNCIL RESOLUTION 16.4.1 That Council award Request for RFT 02-2019 Receival and Processing of Bulk Waste to Perth Bin Hire based on the schedule of rates in their tender offer, presented as an attachment to this report. CARRIED 4/0 16.5 SILO HAULAGE RFT Moved: Cr Maurice Seconded: Cr Rodda RESPONSIBLE OFFICER’S RECOMMENDATION AND COUNCIL RESOLUTION 16.5.1 That Council award Request for Tender 03-2019 Haulage from Transfer Station to Nominated Sites: Silo System to WestTip based on the schedule of rates in their tender offer, presented as an attachment to this report. CARRIED 4/0 Peter Ward arrived at 7.27pm and the meeting proceeded behind closed doors.

Moved: Cr Rodda Seconded: Cr Haynes That the following item16.1, be considered behind closed doors at 7:30pm. CARRIED 4/0 Whilst the meeting was behind closed doors, Council resolved the following:

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16.1 DICOM CONFIDENTIAL PROGRESS REPORT Moved: Cr Maurice Seconded: Cr Rodda RESPONSIBLE OFFICER’S RECOMMENDATION AND COUNCIL RESOLUTION 16.1.1 This DiCOM Confidential Progress Report of 25 July 2019 be noted. CARRIED 4/0 Peter Ward left the meeting at 8.03pm

9. CONFIRMATION OF PREVIOUS MINUTES

9.1 CONFIRMATION OF PREVIOUS MINUTES

Minutes of the previous Ordinary Council Meeting held on 13 June 2019 have been circulated previously under separate cover and are at Attachment 9.1A.

Moved: Cr Haynes Seconded: Cr Maurice

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION

9.1.1 That Council accepts the minutes of the previous Ordinary Council Meeting held on 13 June 2019 as a true and accurate record of proceedings.

CARRIED 4/0

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10. REPORTS OF COMMITTEES & OFFICERS 10.1 SAFETY MANAGEMENT PROGRESS REPORT

Responsible Officer: Manager Operations Date: 16 July 2019 Attachment: 10.1A Safety Management Report

SUMMARY

Risk and safety management issues are discussed below. LGIS conducted a 3 Steps to Safety Program assessment of the WMRC’s safety management systems on 11 June 2019. The assessment report is included as Attachment 10.1A.

BACKGROUND Nil.

DETAIL Incidents and Accidents No incidents have occurred since the previous report to Council. Safety Actions The following safety actions have occurred in May, June and July: • An audit of the WMRC’s safety management systems was carried out by LGIS. • A comprehensive update WMRC’s Risk Register was made. • Toolbox meetings were held. • Training of staff in WMRC procedures continued. • A position on spirometry testing for staff has been developed. • A draft Objectives and Targets register for safety considerations has been developed.

Audit Results LGIS conducted a 3 Steps to Safety assessment of the WMRC’s safety management systems on 11 June 2019. A tier 2 assessment was conducted (appropriate for organisations with developed safety management systems and up to 100 FTE) as the WMRC’s systems are well developed. WMRC elected not to conduct a tier 1 assessment which covers organisations with limited safety management systems and up to 30 FTE. The assessment included site visits to the West Metro Recycling Centre and the Administration Office. The assessment report is included as Attachment 10.1A. An overall score of 63% was achieved. Several actions were recommended in the assessment report; these will be incorporated into the Safety Actions Register and actioned. Some have already been progressed: a draft Objectives and Targets Register has been developed and

Page 8

documented pre-start checks are being carried out.

The most critical of the actions are: • Ensure all WMRC employees are appropriately inducted. • Update the WMRC’s OSH Plan (Last considered by Council in 2012). • Extend Toolbox meetings to Administration Office staff. • Improve Contractor consultation, monitoring and management. • Ensure identified controls are implemented in a timely fashion to prevent hazards eventuating into harm. A previous assessment under the 3 Steps to Safety Program was conducted by LGIS in February 2016, with WMRC achieving a score of 79%. The WMRC’s overall score has decreased since the previous audit conducted in 2016. The assessment criteria have changed slightly, so the scores are not directly comparable, but the main reasons for the difference are summarized below: • Internal WMRC consultation and management is adequate for the Transfer Station, but not the Administration Office. • Contractor consultation and management is not being carried out adequately.

A significant number of the actions identified in the 2016 assessment are still outstanding and have been reidentified in the 2019 assessment. Safety resourcing Discussion with the LGIS representative indicated that most Local Governments of WMRC’s size have around 0.5FTE dedicated to safety. The WMRC at the time of the audit had 0.2FTE at best dedicated to safety, comprising the CEO and the Manager Operations. Since the audit, an opportunity has arisen to add an additional 0.3FTE dedicated to safety, without impacting on the 2019-20 budget. This additional resourcing should allow for safety actions to be addressed in a timelier manner.

High Residual Risk Hazards Hazards with a high residual risk rating are outlined below. One hazard has been re-evaluated as having a moderate residual risk and removed from the table: Unauthorised site entry/activity leading to injury. The likelihood of this occurrence was downgraded from Likely to Possible, given the impact the new security systems have in reducing unauthorised entries to site. The remaining item is unchanged.

Page 9

Hazard Silos over-tipping while being loaded and crushing people or equipment

Current Controls Staff are trained in loading silos and will wait for Site Supervisor if they encounter a problem while loading. Persons are to keep out of downhill area of silos during loading. Property is to be kept out of this area. Covered by SP7-2. RRR Likelihood Unlikely

RRR Consequence Major

RRR Risk Rating High

RRR Classification High Residual risk

Actions Required + Target Dates Further controls not considered reasonable or practicable: review if situation changes.

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12 Months Safety May - June Ending June Definition Statistics 2019 2019 (HiPo) High Incidents involving personnel that did not Potential None None reach their ultimate potential and could Incident have resulted in a fatality. Any work-related injury or occupational (LTI) Lost None None illness that results in permanent disability or Time time lost from work of one day/ shift or Injury more. (ADI) Any work-related injury or occupational Alternate illness, which results in a person being unfit None None Duties for full performance of their regular job on Injury any day after the injury or illness. Any work-related loss of consciousness, (MTI) injury or occupational illness requiring more Medical None None than First Aid treatment by a medical Treatmen practitioner, or registered medical t Injury personnel but not resulting in lost time. Any work-related injury or occupational illness requiring one-time treatment and (FA) First None 1 subsequent observation of minor scratches, Aid cuts, burns splinters etc. which do not Injury require professional medical care. An event which, under slightly different (NM) Near None None conditions, could have resulted in Miss injury, damage or business loss.

CONSULTATION Consultation with site staff on safety matters is carried out regularly at fortnightly toolbox meetings. Regular toolbox meetings will be introduced at the Administration Office to allow for consultation with the remaining staff.

REPORT IMPLICATIONS Policy Implications Nil

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Financial Implications Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Maurice

RESPONSIBLE OFFICER’S RECOMMENDATIONS AND COUNCIL RESOLUTION

10.1.1 That Council receive the Safety Management Progress Report 10.1.2 That Administration provide an update to each Ordinary Council Meeting, progress against the audit recommendations.

CARRIED 4/0

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10.2 FINANCIAL STATEMENTS

Responsible Officer: Finance and Governance Manager Date: 1 August 2019 Attachment 10.2A: May 2019 Monthly Management Accounts Attachment 10.2B: June 2019 Monthly Management Accounts

DETAIL Operating statements are presented for the periods ended 31 May and 30 June 2019. As at 31 May 2019 Council had an operating deficit of $263,455 compared to a budgeted operating deficit of $179,029 with a variance of $84,426. As at 30 June 2019 Council had an operating deficit of $153,193 compared to a budgeted operating deficit of $179,029 with a variance of $26,836. The year-to-date as at 30 June 2019 had an operating deficit of $1,654,562 compared to a budget operating deficit of $2,148,347 with a variance of $493,786. Note that the Reserve Fund drawdowns are now recognised in the Statement of Financial Position as a movement in Equity and not as budgeted as a Non-operating Grant, Subsidy and Contribution.

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CONSULTATION None

REPORT IMPLICATIONS Policy Implications The Council’s financial reporting is prepared in accordance with its accounting policies. These are reviewed periodically to ensure compliance with legislative and statutory obligations. Financial Implications The report represents the financial position of the Council at the end of May and June 2019. Strategic Implications Strategic action 6.4 in Western Metropolitan Regional Council’s (WMRC) Corporate Business Plan is to “deliver responsible financial management”. This includes a key action to “provide accurate and transparent financial reporting”.

COMMENTS

The 2018-2019 Financial Year ends $493k better than budget. Revenue was close to that forecast. Expenditure was less than forecast due to lower than expected legal and transfer station expenditure.

VOTING REQUIREMENT Simple majority

Moved: Cr Haynes Seconded: Cr Rodda

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 10.2.1 That Council note the financial statements for the periods ended 31 May and 30 June 2019.

Note revised report included as a late attachment 10.2B – presented at the meeting.

CARRIED 4/0

Page 14 10.3 LIST OF PAYMENTS AND SUNDRY DEBTORS

Responsible Officer: Finance and Governance Manager

Author: Support Services Officer Date: 19 July 2019 Attachment 10.3 A: May 2019 Payments Attachment 10.3 B: June 2019 Payments Attachment 10.3 C: Sundry Debtors

SUMMARY The schedule of accounts paid for May and June 2019; and the Sundry Debtors schedule as at 24 July 2019 are attached.

BACKGROUND Nil

DETAIL Nil

STATUTORY ENVIRONMENT Local Government Act 1995 and Local Government (Financial Management) Regulations 1996.

CONSULTATION Nil REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil Strategic Implications Nil

COMMENTS Nil VOTING REQUIREMENT

Page 15 Simple majority

Moved: Cr Haynes Seconded: Cr Rodda

RESPONSIBLE OFFICER RECOMMENDATIONS AND COUNCIL RESOLUTION 10.3.1 Council endorse the schedule of accounts paid of $859,107.75 and $368,217.30 for the months of May and June 2019 respectively. 10.3.2 Council receive the schedule of Sundry Debtors outstanding at 24 July 2019.

CARRIED 4/0

Page 16 10.4 MINUTES OF CEOAC MEETINGS

Responsible Officer: Chief Executive Officer

Date: 17 July 2019 Attachments 10.4A: Minutes of CEOAC 23 May 2019 Attachments 10.4B Unconfirmed Minutes of CEOAC 16 July 2019

SUMMARY This item presents the final minutes of the 23 May 2019 CEOAC meeting and the draft minutes of the 16 July 2019 CEOAC meeting for confirmation and reception respectively.

BACKGROUND The unconfirmed minutes of the 23 May 2019 CEOAC meeting were presented at the June 2019 OCM; and confirmed at the 16 July 2019 CEOAC meeting as a true and proper record of the meeting. They are presented here for reception (Attachment 10.4A).

The unconfirmed minutes of the 16 July 2019 CEOAC meeting are presented here for reception (Attachment 10.4B). Relevant action items arising from them are dealt with elsewhere in this Agenda as noted below.

DETAIL The CEOAC meeting of 16 July was held at the Town of Mosman Park. It was the first CEOAC meeting attended by the new ToMP CEO, Carissa Bywater. CEOs were pleased with confirmation of WMRC’s budget which projects reduced expenditure in 2019-20; WMRC’s reduced gate fees; and the progress on the Pre-Booked Bulk Waste Verge Collection project.

STATUTORY ENVIRONMENT Nil

CONSULTATION Nil REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil Strategic Implications Nil

Page 17 COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Maurice

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION

10.4.1 Council receive the confirmed minutes of the 23 May 2019 CEOAC meeting. 10.4.2 Council receive the unconfirmed minutes of the 16 July 2019 CEOAC meeting. CARRIED 4/0

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10.5 AUDIT COMMITTEE

Responsible Officer: Manager Finance and Governance Date: 10 July 2019 Attachments: 10.5A Minutes of Audit Committee meeting 1 Feb 2019 10.5B Interim Audit Management Letter 10.5C Audit Plan 2019 10.5D Fraud and Error Assessment Questionnaire 2019 10.5E Schedule of Policy and Procedural Review

SUMMARY Report to confirm the minutes of the 2 February 2019 Audit Committee meeting, to endorse and certify the Interim Audit Management Report, endorse the Audit Plan 2019, the Fraud Error Assessment Questionnaire 2019 and the Schedule of policy and procedural review to comply with Audit Regulation 17 and Financial Regulation 5.2(c).

BACKGROUND The draft minutes of the 2 February 2019 Audit Committee were sent to Audit Committee members in February. These minutes were accepted as a true record of the meeting at the 1 August 2019 Audit Committee and are presented here for confirmation by the WMRC Council. The Interim Audit Management Letter was recommended for endorsement by Council and certification by the Chairman and Chief Executive Officer for forwarding to our external auditors, Macri Partners. The Audit Plan 2019; Fraud and Error Assessment Questionnaire 2019; and the Schedule of Policy and Procedural review to comply with Audit Regulation 17 and Financial Regulation 5.2(c); are attached for Council endorsement.

DETAIL The final accepted minutes of the 1 February 2019 Audit Committee Meeting are presented at Attachment 10.5A. The Interim Audit Management Letter is presented at Attachment 10.5B. As a result of this review Macri Partners have raised a total of 10 matters for Council's consideration. All matters have been resolved, except for implementing a Disaster Recovery plan which was deferred to September due to the office move. The Audit Plan 2019 is at attachment 10.5C. The purpose of the Audit Plan is to summarise the external audit approach in relation to the statutory audit of the Western Metropolitan Regional Council (WMRC) for the financial year ending 30 June 2019. The Audit Plan has been prepared to inform the officers and the WMRC Audit Committee about the responsibilities of external auditors and how Macri Partners plan to discharge them.

The Fraud and Error Assessment Questionnaire 2019 is at attachment 10.5D. The primary responsibility to prevent and detect fraud rests with the Audit Committee and management who ensure a strong emphasis on fraud prevention and deterrence and encourage a culture of honest

Page 19 and ethical behaviour. The Schedule of Policy and Procedural review to comply with Audit Regulation 17 and Financial Regulation 5.2(c) is at attachment 10.5E. The CEO has undertaken a review of many policies to date and will work closely with the WMRC Managers to review the remaining policies and procedures.

STATUTORY ENVIRONMENT As amended from time to time: • Regulation 16 of the Local Government (Audit) Regulations 1996. • Regulation 17 of the Local Government (Audit) Regulations 1996. • Australian Auditing Standard 240 The Auditor’s Responsibilities Relating to Fraud in an Audit of a Financial Report. • Australian Auditing Standard 260 Communication with Those Charged with Governance. • Local Government Financial Regulation 5.2(c).

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Page 20 Moved: Cr Haynes Seconded: Cr Rodda

RESPONSIBLE OFFICER RECOMMENDATIONS AND COUNCIL RESOLUTION

10.5.1 The Confirmed Minutes of the 1 February 2019 Audit Committee meeting be received. 10.5.2 Council receive the Interim Audit Management Report including management comments for the year ended 30 June 2019 and note action taken by management to deal with issues raised by auditors. (Report at Item 15.2) 10.5.3 Council endorse the Fraud and Error Assessment Questionnaire for 2019. 10.5.4 Council endorse the Audit Plan for 2019. 10.5.5 Council endorse the schedule of policy and procedural review to comply with Audit Regulation 17 and Financial Regulation 5.2(c).

CARRIED 4/0

Page 21 10.6 AUDIT AND RISK MANAGEMENT

Responsible Officer: Chief Executive Officer Date: 19 July 2019

Attachment: Nil

SUMMARY This agenda item proposes that the Audit Committee be renamed the Audit and Risk Management Committee.

BACKGROUND In 2014, Regulation 17 of the Local Government (Audit) Regulations 1996 was introduced, requiring the Chief Executive Officer to review the appropriateness and effectiveness of the WMRC’s systems and procedures relating to risk management, internal control and legislative compliance. In response to these new requirements, local governments reviewed their approaches to risk management, and many adopted formal risk management policies and procedures. Within the WMRC, risk management procedures are integral to the WMRC’s Safety Management System, including the maintenance of a Safety Risk Register. Nevertheless, the WMRC must deal with many risks in its operation, among them commercial, legal, financial, strategic and reputational risk; and these should be the subject of overarching WMRC risk management policy and procedures.

DETAIL It is frequent practice among local governments that the oversight of risk management is conducted by an Audit and Risk Management Committee. It is proposed that: a. the remit of the Audit Committee be extended to the oversight of risk management policy and practice within the WMRC; and b. the Audit Committee be renamed as the Audit and Risk Management Committee. The development of a WMRC Risk Management Policy is covered in agenda item 10.7.

STATUTORY ENVIRONMENT Local Government (Administration) Regulations 1996 – Regulation 17

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil

Page 22 Financial Implications Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr B Haynes Seconded: Cr Rodda

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION

10.6.1 Council extend the remit of the Audit Committee to the oversight of risk management policy and practice within the WMRC. 10.6.2 the Audit Committee be renamed as the Audit and Risk Management Committee. CARRIED 4/0

Page 23 10.7 WMRC POLICY REVIEW

Responsible Officer: Chief Executive Officer

Date: 17 July 2019

Attachment 10.7A Council Policy 12 – Code of Conduct

Attachment 10.7B Council Policy 24 – Occupational Safety and Health

Attachment 10.7C Council Policy 35 – Major Strategic & Financial Decisions

Attachment 10.7D: Council Policy 36 – Risk Management

SUMMARY Revised Local Government (Administration) Regulations require the amendment of Council Policy 12 - Code of Conduct. Council Policy 24 – Occupational Safety and Health is due for review. Policy 35 – Major strategic and financial decisions – is a proposed policy to support the Council decision of 13 June 2019 that all major strategic and financial decisions by the WMRC should require unanimous support.

BACKGROUND Code of Conduct Phase one of the Western Australian Local Government Act Review addressed several key areas required for reform, including receipt of gifts. The process resulted in several changes to the regulations in relation to gifts, entertainment and travel. The revised regulations have explicit requirements for local government Codes of Conduct. Occupational Safety and Health Annual reviews of Council Policy 24 – Occupational Safety and Health are required.

Major Strategic and Financial Decisions Following a recommendation of CEOAC, Council on 13 June 2019 resolved that all major strategic and financial decisions should require the unanimous support of all WMRC Councillors. Council required that the CEO should develop a policy to support its resolution in this respect.

Risk Management Policy Local Government (Audit) Regulation 17 requires the CEO to review the appropriateness and effectiveness of all the WMRC’s systems and procedures including those dealing with risk management. The WMRC lacks formal policy and procedures to deal with aspects of risk beyond those relating to safety. DETAIL Code of Conduct Attachment 10.7A is a revised draft of Council Policy 12 – Code of Conduct that has the section on Gifts replaced with a new section that meets the requirements of Regulation 34B, as amended 20 January 2017, of the Local Government (Administration) Regulations 1996 which deals the

Page 24 requirements of Codes of Conduct in relation to gifts.

The text used in the revised Gifts section of the draft Code of Conduct closely conforms with that used by the Town of Claremont in its Code of Conduct, as adopted in October 2017.

Occupational Safety and Health A revised version of Policy 24 is at Attachment 10.7B. The only substantive change is that Australian Standards including AS/NZS ISO 31000:2009, Codes of Practice and Guidance Notes are required to be appropriately referred to, rather than complied with. This change was suggested by LGIS as AS/NZS ISO 31000:2009 has strict requirements that are not appropriate for an organisation of WMRC’s size. Major Strategic and Financial Decisions Attachment 10.7C is a draft Policy 35 – Major Strategic and Financial Decisions. It sets out the objectives of the policy; and the broad circumstances of a proposal that would trigger a requirement for unanimity in decision making. Risk Management Policy Attachment 10.7D is a draft Risk Management Policy based upon that developed for and approved by the Town of Claremont. This draft policy has been put to the Audit Committee for initial review at its 1 August 2019 meeting; together with a proposal that the Audit Committee recommend to Council that the Committee’s remit be extended to the oversight of risk management.

STATUTORY ENVIRONMENT Local Government (Administration) Regulations 1996, as amended from time to time. Local Government Act 1995, as amended from time to time.

CONSULTATION The objectives of the draft Council Policy 35 – Major Strategic and Financial Decisions were the subject of consultation with CEOAC.

REPORT IMPLICATIONS Policy Implications The WMRC is required to maintain a register of notifiable gifts. For transparency, such registers are commonly made available on local government websites. An online version of a register has been prepared to post on the WMRC’s website as from 2 Aug 2019. References to relevant statutory instruments that apply to Council policies will be administratively modified with the qualification “as amended from time to time”. Financial Implications The approval of draft Council Policy 35 will necessitate unanimous agreement to major financial decisions including the approval of WMRC budgets and major contracts.

Strategic Implications The approval of draft Council Policy 35 will necessitate major changes to the WMRC’s strategic direction being subject to the unanimous agreement of Council.

Page 25 COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Haynes

RESPONSIBLE OFFICER RECOMMENDATIONS

That Council: 10.7.1 Approve the revised draft Council Policy 12 – Code of Conduct 10.7.2 Require the CEO to maintain a register of notifiable gifts and make it publicly available on the WMRC’s website. 10.7.3 Require the CEO to complete a draft Risk Management Policy for the review of the Audit and Risk Management Committee. 10.7.4 Endorse the revised Council Policy 24 - Occupational Safety and Health. 10.7.5 Approve the draft Council Policy 35 – Major Strategic and Financial Decisions.

The mover and seconder agreed to the amendment of 10.7.3 and the deferment of 10.7.5 as not all member Councils were present

COUNCIL RESOLUTION 10.7.1 Approve the revised draft Council Policy 12 – Code of Conduct 10.7.2 Require the CEO to maintain a register of notifiable gifts and make it publicly available on the WMRC’s website. 10.7.3 Adopt the draft Risk Management Policy for the review of the Audit and Risk Management Committee. 10.7.4 Endorse the revised Council Policy 24 - Occupational Safety and Health. 10.7.5 Defer the approval of Council Policy 35 – Major Strategic and Financial Decisions.

CARRIED 4/0

Page 26 10.8 FEES AND CHARGES REVISION

Responsible Officer: Manager Operations

Date: 15 July 2019 Attachment: Nil

SUMMARY

One of the Fees and Charges adopted by Council at its 13 June 2019 meeting is causing rounding errors when applying GST in both the WMRC’s weighbridge software (Arch Weighbridge) and accounting software (Xero).

Adopting a minor change to the Fee and Charge will allow WMRC to charge the adopted rate.

BACKGROUND Council adopted Fees and Charges for the 2019-20 financial year at its 13 June 2019 meeting.

DETAIL One of the Fees and Charges adopted by Council at its 13 June 2019 meeting is causing rounding errors when applying GST in both the WMRC’s weighbridge software (Arch Weighbridge) and accounting software (Xero). The rate for Non-member Council Greenwaste Tip Pass was adopted as $54.55 (ex. GST) and $60.00 (inc. GST). The GST inclusive rate for an GST exclusive rate of $54.55 is displayed as $60.01 in both the WMRC’s weighbridge software and accounting software. To ensure no customers have been overcharged, these transactions have been charged at a rate of $54.54 (ex. GST) and $59.99 (inc. GST). It is proposed that Council adopt this rate from 5 August 2019 forwards. Future fees and charges will be checked for this error before presentation to Council.

STATUTORY ENVIRONMENT

Section 6.16 of the Local Government Act 1995 permits the imposition of fees and charges when adopting the annual budget or during the financial year via an Absolute Majority decision of Council.

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Page 27

Nil Strategic Implications Nil

COMMENTS Nil

VOTING REQUIREMENT Absolute majority

Moved: Cr Maurice Seconded: Cr Rodda

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION

10.8.1 That Council by absolute majority pursuant to section 6.16 of the Local Government Act 1995, adopt a Non-member Council Greenwaste Tip Pass fee of $54.54 ex GST per pass to be effective at 16 August 2019. CARRIED 4/0

Page 28

10.9 SUBMISSION TO DWER CONSULTATION

Responsible Officer: Manager Communications and Education 17 July Date: 2019 Attachment 10.9A: WMRC submission on ‘Let’s not Draw the Short Attachment 10.9B: Straw’ WALGA submission on ‘Let’s not Draw the Short Straw’

SUMMARY DWER’s consultation ‘Let’s not draw the short straw’ concerning possible actions to reduce the use of a range of Single Use Plastic items closed during this period. The WMRC submission was based on that compiled by WALGA. Member Council comment was sought through the Plastic Free July morning tea event.

BACKGROUND DWER requested feedback by 5pm 12 July on potential actions to reduce the usage of a range single use plastic items.

DETAIL WMRC’s submission supports that made by WALGA and included a summary of the feedback gathered at the Plastic Free Morning Tea event attended by over 20 Member Council staff and Elected Members. The WMRC submission made three recommendations to DWER:

1. That DWER act on reducing the use of single-use plastics. 2. That any intervention by DWER combine different types of measures (regulatory, educational, infrastructure) to build a robust response to reducing single-use plastics. 3. That DWER engage with other State Government departments to promote more sustainable product design

STATUTORY ENVIRONMENT WMRC Establishment Agreement 1998 6.1 (c)

CONSULTATION The submission was developed in consultation with Member Council officers and elected members.

Page 29

REPORT IMPLICATIONS

Policy Implications Nil Financial Implications Nil. Strategic Implications It is important that the WMRC’s and Member Councils’ voices are heard at State Government level. Specifically, this is aligned with the following strategies in the Strategic Community Plan 2012/3: Key Strategies 1 and 3. It may contribute to Key Strategy 4 and affect Key Strategy 2.

COMMENTS As the birthplace of the global Plastic Free July movement, it is appropriate that WMRC make a submission on this matter

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Maurice

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION

10.9.1 That Council endorse WMRC’s submission to the DWER Single Use Plastics issues paper. CARRIED 4/0

Page 30

10.10 WASTE & RECYCLE CONFERENCE ATTENDANCE

Responsible Officer: Manager Communications and Education

Date: 17 July 2019 Attachment: None

SUMMARY The annual WA Waste and Recycle Conference will be held at Crown Perth on 25-26 September. There are also optional tours on Friday 27 September. This item is to inform councillors and give them the opportunity to attend.

BACKGROUND The annual Waste and Recycle Conference “Whose WARR is it anyway?” is hosted by the Waste Management and Resource Recovery Association of Australia (WMRR), Department of Water and Environmental Regulation (DWER), and Western Australian Local Government Association (WALGA), and is the leading waste and resource recovery event in Western Australia. WMRC staff have attended and presented in recent years and are included in the draft program for 2019. WMRC has had representation on the Program Committee for the past 2 years.

DETAIL Details of the Waste and Recycle Conference program have not yet been published, however two of the keynote speakers have been named as Bernadette Casey who is leading a textile reuse program in New Zealand and Herman Huisman of the Netherlands Ministry of Infrastructure and the Environment which is responsible for waste. Other main speakers will include representatives of DWER, the Waste Authority and industry. There will also be concurrent sessions on: • Circular Economy and local market development • Waste Education – research and program development • Better Practice • Waste Education – program implementation and workshops titled: • Implementing the WA CDS • Better Practice Landfill Management • Phasing out Single Use Plastics • Where others fear to FOGO There is a programmed session “Perfect Pitch” which will allow entrepreneurs to pitch a new product or idea relevant to the theme of the conference. There is a trade exhibition throughout the conference. Prices are $799.00 Early bird: Conference & Networking Event (open until 23 August) $920.00 Standard: Conference & Networking Event $500.00 Day Registration With discounts for speakers and members of the Program Committee. The optional tours are $250 Page 31

and are: • South West Landfill and FOGO Processing tour • Stopping Waste at Source Details of the conference can be found at wasteandrecycle.net.au The intention is for the CEO and one or two other officers to attend. This item gives a councillor an opportunity to attend.

STATUTORY ENVIRONMENT Not applicable

CONSULTATION None

REPORT IMPLICATIONS Policy Implications Nil Financial Implications The 2019/20 budget includes allowance for conference attendance Strategic Implications This item is aligned with the current Strategic Community Plan 2013-23

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Haynes

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 10.10.1That registration for Councillor Maurice to attend the Waste and Recycle Conference 25/26 September 2019 be coordinated by the WMRC.

CARRIED 4/0

Page 32

11. INFORMATION BULLETINS 11.1 COMMUNICATIONS AND EDUCATION REPORT

Responsible Officer: Manager Communications and Education

Date: 17 July 2019 Attachment: nil

SUMMARY An information bulletin detailing Communications and Education team activity for the period

BACKGROUND The Communications and Education team’s role includes corporate communications and marketing, community waste education, member council staff support and waste strategy/policy advisory/advocacy services. Contents include: 1. Online education toolkit 2. Volunteer re-engagement 3. Plastic Free Morning Tea 4. Primary School Activity Day 5. Media Report

DETAIL 1. Online education toolkit The development of the online education toolkit is ongoing with voiceover recording, copywriting and animation in progress. This contract was awarded to Market Force and is being largely funded through a DWER CIE Grant. It is expected to be complete early in FY 2019/20.

2. Volunteer re-engagement The second meeting of volunteers was held in June with ideas generated for volunteer-led future community education events. This will be followed up later in July. 3. Plastic Free July morning tea This event was open to all Member Council staff and Elected Members. Following a presentation on the histories of both plastic and Plastic Free July, the attendees completed feedback to DWER’s Single Use Plastic consultation (see Item 10.9) and set individual challenges for Plastic Free July.

Page 33

Beeswax wrap making demonstration

Completing DWER Single use Plastic consultation

4. Primary School Activity day The City of Nedlands approached the team to run an activity day at one of their primary schools at their cost. This was an opportunity to test out a new approach to Primary School engagement. Assisted by volunteers from the school and the Waste Watchers community, the team circulated groups of up to 60 students at a time through some of eight age-appropriate activity stations. This package is now available for schools in our area.

Year 6 students investigating alternatives to landfill

Page 34

Year 2 students learning about how to keep worm farms healthy

5. Media Report

Social Media The WMRC Waste Watchers facebook page has a page reach of 6,636 and 25 new page likes this month. There were no paid posts, and the highest rating organic posts both concerned Plastic Free July.

Page 35

Page 36

Print Media

Advertisement run in the Post Newspaper 28 June p5

STATUTORY ENVIRONMENT WMRC Establishment Agreement 1998 6.1 (c)

CONSULTATION Nil

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Page 37

Moved: Cr Rodda Seconded: Cr Haynes

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 11.1.1 That the Communications and Education report to 17 July 2019 be noted. CARRIED 4/0

Page 38 11.2. WASTE OPERATIONS PROGRESS REPORT FOR MAY/JUNE 2019

Responsible Officer: Manager Operations

Date: 15 July 2019 Attachment: 11.2A – Waste Tonnes Charts

SUMMARY This report provides updates on the status of waste operations. Council is requested to receive the report.

BACKGROUND Nil

DETAIL Waste Statistics Total waste receivals (excluding AWT waste) for the year are down some 15% from 2017-18. Member Council Waste tonnes are down 8% compared to 2017-18. Commercial tonnages are down very significantly from 2017-18. Green Waste tonnes are flat compared to 17-18. Attachment 11.2A provides waste receivals data to 30 June 2019. Licensing and Approvals

WMRC’s Greenwaste Area DWER Licence was extended to 30 June 2020.

STATUTORY ENVIRONMENT Nil

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications The continued trend of commercial waste receivals downwards affects the WMRC’s financial position. Page 39 Strategic Implications Nil

COMMENTS Any other matters of relevance

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Maurice

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION

11.2.1 That Council receive the Waste Operations Progress Report. CARRIED 4/0

Page 40 11.3 POLICY AND ADVOCACY REPORT

Responsible Officer: Chief Executive Officer

Date: 17 July 2019 Attachment: none

SUMMARY WMRC officers contribute to several WALGA, WMRR, LGIS, DWER and other forums on behalf of Member Councils. This report is intended to make sure Councillors are aware of progress and relevant issues.

BACKGROUND The current State Government has stated that it intends to demonstrate a consultative approach and WALGA has long used several forums and working groups to formulate positions on behalf of its members. WMRC has staff with the knowledge to provide useful input to these groups and regularly consults with Member Council officers to ensure that they are across relevant issues arising.

DETAIL In this period WMRC attended DWER’s Local Government Single Use Plastics Consultation Session, the WMRR WA Branch Committee Meeting and Waste Educators’ Working Group and the Waste and Recycling Conference Program Committee.

STATUTORY ENVIRONMENT Nil

CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Nil Strategic Implications Activities contribute to Key Strategies 1, 3, 4, 5 and 6 in the Strategic Community Plan 2013- 2023.

Page 41

COMMENTS None

VOTING REQUIREMENT Simple

Moved: Cr Rodda Seconded: Cr Haynes

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 11.3.1 That the report be noted. CARRIED 4/0

Page 42 11.4 MANAGEMENT IMPROVEMENTS

Responsible Officer: Finance & Governance Manager, Communications & Education Manager Date: 10 July 2019 Attachments: Nil

SUMMARY This report seeks to update Council on improvements recently implemented at the WMRC.

BACKGROUND The WMRC is undergoing a period of rapid change and improvement in line with the interim Strategic Plan which Council agreed to at the OCM on 6 December 2018. The Management Team are working closely together to bring the WMRC up to date in a range of management and administrative areas as detailed below.

DETAIL Finance & Governance Update The 2019/2020 Budget was approved by Council at the 13 June 2019 Ordinary Council Meeting and was submitted to the Department of Local Government on the 14 June 2019. The annual budget is balanced apart from legal fees and capital purchases as directed by Council at the 4 April Ordinary Council Meeting. In comparison to the 2018/2019 Budget, the WMRC expects 5% less revenue and 10% less expenditure. The WMRC has been able to deliver no increase to the Member Council contributions which are determined by our fixed costs as per the new fee model introduced on 1 Jan 2019. The WMRC has also been able to deliver the below reductions in gate fees which have been fully passed on to our Member Councils to ensure they are receiving the best value for money for the disposal of their waste. • Reduced gate fees from $155 to $145 a tonne for General Waste ($255 in 2018/2019) • Reduced gate fees $170 to $155 for Bulk Waste ($255 in 2018/2019) • Greenwaste fees remain at $35 a tonne for the 2019/2020 budget ($90 in 2018/2019)

The Finance & Governance department is undergoing significant change to increase efficiency in terms of cost and effective time usage as per the below: • Changed accounting software from MYOB to Xero which has greater functionality, clarity and more up-to-date information of the organisation’s financial situation • CEO and manager involvement in the 2018/2019 Budget Review and the 2019/2020 Annual Budget to ensure a realistic budget • Frequent Budget v Actual Expenditure reports to management which gives more control over individual cost codes

Page 43 • Payroll and other processes are now done inhouse. • The Finance and Governance role has been expanded to include HR. A HR support system which connects to the Xero accounting software is in the process of being implemented. Staff can view payslips, submit leave applications and tick to confirm they have read, understood and agree to WMRC policies. • Reviewed and, where possible, automated the processes for the payroll, creditor payments and debtors’ invoices. This will significantly reduce the turnaround time for invoice authorisations to be within supplier payment terms • Going paperless as soon as feasible (assisted by the City of Perth who are also going paperless and have been very helpful to date) • Digitalised the asset register through Xero which allows monthly depreciation at the click of a button. Assets automatically pop up ready to be registered and are easier to dispose of. • Corrected all finance related findings from our auditors during our interim audit 2018/2019. • This includes the introduction of new forms for changes to supplier details and asset disposals so that there is relevant evidence for each process. • We have also increased the amount of monthly reconciliations from 3 to 8 to ensure we have better control of WMRC finances and a lower chance of fraudulent behaviour. • Written procedures so that all WMRC staff know how to obtain quotes and purchase orders, set up contracts and carry out the new processes listed above. • Implemented a schedule for the review of financial procedures • Introduced related party disclosures to reduce the risk of fraudulent behaviour

Communications & Education Update The role of the Manager Communications and Education has expanded to include marketing and promotion activities and more recently electronic communications. Our IT infrastructure was well below standard for the organisation and hindering effective and efficient work. Upgrades have included the following activities: • Moving from an ADSL IT link with download speeds of 2-4 Mbps to a fixed wireless link where download speeds are over 60 Mbps • Migrating emails, documents and user services from an old server to a cloud-based Office 365 service using OneDrive and SharePoint. This offers much improved and more flexible and team working and improved data security. • Migrating from an old fixed line telephone system to a business SIP system with new handsets. This offers expanded functionality across both the administration office and site • Updates of selected computers/screens and rebuilds of some machines to run Windows 10 (from Windows 7)

Promotional/marketing activities have included the following:

Page 44 • Professionally designed advertising for programs and existing/new services at the • West Metro Recycling Centre • Redesign of all event and organisation collateral in line with the new branding • Consistent use of new electronic templates and stationery across the organisation • Redesigned and updated community factsheets across a range of relevant topics • Provision of professionally designed stickers and flyers to member Councils and their residents

STATUTORY ENVIRONMENT Nil CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil Financial Implications Accounted for in the 2018/19 and 2019/20 budget as appropriate Strategic Implications This is essential enabling work to allow the WMRC to fulfil its strategic plan

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Haynes

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 11.4.1 That Council receive the update. CARRIED 4/0

Page 45 11.5 STRATEGIC COMMUNITY PLAN

Responsible Officer: Chief Executive Officer

Date: 10 July 2019 Attachment: Attachment 11.5A Draft SCP

SUMMARY This item notes that following Council’s resolution at the May OCM to release the Strategic Community Plan for consultation, it has now been circulated to member Councils and is available for public feedback on the WMRC website. The consultation period has been extended from 12 July 2019 to 31 August 2019 to ensure every opportunity for public comment.

BACKGROUND The WMRC is bound to comply with the requirements of the State Government Integrated Planning and Reporting Framework, including the requirement to develop and maintain a ten- year Strategic Community Plan and a four-year Corporate Business Plan. The existing Strategic Community plan was adopted 4 April 2013 and was based on assumptions that no longer hold. It was primarily written around the future of the WMRC revolving around the operation of the proposed DiCOM facility. The SCP was due for review in 2015; and a major review in 2017, but neither was carried out owing to the many legal and contractual uncertainties associated with the operation of the DiCOM facility. The SCP itself will provide the strategic context for the development of a new four-year WMRC Corporate Business Plan to replace that which expired in 2017.

DETAIL A new draft Strategic Community Plan has been developed in-house by WMRC. The draft SCP (attached) focusses on what we have previously described as the “interim strategy” as previously approved by Council. The new SCP is built around the WMRC responding to the needs of its member Councils and their residents; and the requirements of the State Government’s Waste Avoidance and Resource Recovery Strategy 2030 by providing efficient and effective services in receiving, handling and transporting waste for recycling, treatment and disposal; and in waste education and promotion. It emphasises the vital role played by the West Metro Recycling Centre at Brockway Road in efficiently servicing its central west metropolitan catchment area. The consultation period has been extended to ensure that enough time is allowed for member Council and community feedback. The SCP is anticipated to be presented to the October OCM. Please note that the attached draft SCP is an improved version of that previously presented to Council. Page 46 STATUTORY ENVIRONMENT All Local Governments are required to produce a plan for the future including a Strategic Community Plan under S5.56(1) of the Local Government Act 1995. Regulations are made under S5.56(2) to outline the minimum requirements.

CONSULTATION The development of the new draft SCP has been the subject of consultation with the Department of Local Government, Sport and Cultural Industries. The draft Strategic Community Plan has been circulated for comment to WMRC staff, WMRC Councillors and their deputies, member Council CEOs and staff, community volunteers and is available on the WMRC website as pe the consultation plan presented at the May OCM.

REPORT IMPLICATIONS Policy Implications Appropriate consultation on the draft SCP and subsequent finalisation of the document is required for WMRC compliance with the State Government’s Integrated Planning and Reporting Framework. Financial Implications Cost has been minimised by preparing the draft SCP in-house. Strategic Implications The new SCP will formalise the WMRC’s new strategic stance and enable the development of a new Corporate Business Plan.

COMMENTS Nil

VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Haynes

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 15.1.1 That Council note the extension to the consultation period to 31 August 2019 for the Strategic Community Plan. CARRIED 4/0

Page 47

11.6 PROGRESS ON COUNCIL RESOLUTIONS

Responsible Officer: Chief Executive Officer

Date: 18 July 2019 Attachment: Attachment 11.6A

SUMMARY A schedule showing progress on WMRC resolutions up to and including 18 July 2019 is presented in Attachment 11.6A. The schedule is extracted from the master schedule which has a record of all WMRC resolutions from 2007. Only uncompleted resolutions, or those only recently completed, are shown on the schedule as presented.

BACKGROUND In October 2007 Council decided that an information bulletin item tracking the progress of Council resolutions be presented at future meetings.

DETAIL Refer to Attachment 11.6A. Note that the schedule is now colour coded. Red - resolutions not yet implemented; orange – resolutions in progress; green – resolutions completed.

STATUTORY ENVIRONMENT Local Government Act 1995

CONSULTATION Nil

REPORT IMPLICATIONS

Policy Implications Nil Financial Implications Nil Strategic Implications Nil

Page 48 COMMENTS Nil VOTING REQUIREMENT Simple majority

Moved: Cr Rodda Seconded: Cr Maurice

RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 11.6.1 The information be received. CARRIED 4/0

Page 49

12. MOTIONS FOR WHICH PREVIOUS NOTICE HAS BEEN GIVEN Nil 13. QUESTIONS BY MEMBERS OF WHICH DUE NOTICE HAS BEEN GIVEN Nil 14. MEMBERS’ QUESTIONS WITHOUT NOTICE Nil

15. URGENT BUSINESS APPROVED BY THE PERSON PRESIDING OR BY DECISION

15.1 2019/2020 BUDGET AMENDMENT Responsible Officer: Finance and Governance Manager Date: 30 July 2019 Attachment 15.1A: 2019/2020 Annual Budget (11.7A) SUMMARY To present an updated 2019/2020 Annual Budget. BACKGROUND The Department of Local Government has identified a minor error in the 2019/2020 Annual Budget. DETAIL The Department of Local Government has pointed out that note 1.14 of the 2019/2020 annual budget does not match the Rate Setting Statement. The reason for this is that there was a minor error in the estimation of the bank account balance at the beginning of the 2019/2020 financial year. This has now been corrected and note 1.14 now matches the rate setting statement. The correction makes minor changes to the Statement of Cash Flows, the Statement of Financial Position and note 1.18 (which is an excerpt of note 1.14). The effect of this error is minimal. Revenue, expenses, the capital works schedule, fees and charges, and investments all remain unchanged. The WMRC does not require any further Page 50 funding from Member Councils. The spreadsheet used to calculate the annual budget has been changed to avoid this error from occurring again. STATUTORY ENVIRONMENT Section 6.2 of the Local Government Act 1995 requires that not later than 31 August in each financial year, or such extended time as the Minister allows, each local government is to prepare and adopt, (by Absolute Majority) in the form and manner prescribed, a budget for its municipal fund for the financial year ending on the next following 30 June. CONSULTATION Nil

REPORT IMPLICATIONS Policy Implications Nil

Financial Implications Nil Strategic Implications Nil COMMENTS Nil VOTING REQUIREMENT Simple majority.

Moved: Cr Rodda Seconded: Cr Haynes RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 15.1.1 That Council note the report. CARRIED 4/0

Page 51 15.2 SIGNIFICANT MATTERS IDENTIFIED BY THE AUDITORS: ASSET SUSTAINABILITY RATIO Responsible Officer: Finance and Governance Manager Date: 30 July 2019 Attachments 15.2A: Letter from the Department of Local Government Attachments 15.2.B: Report on WMRC Asset Sustainability Ratio

SUMMARY To present to the Audit Committee a report addressing significant matters identified by the auditor. BACKGROUND In the 2017/2018 External Audit, Macri Partners found that the Western Metropolitan Regional Council has an Asset Sustainability Ratio (ASR) that has been well below Department standards for the last three years. Macri Partners identified this as a significant issue in its Audit Report dated 8 November 2018. Section 7.12A(4) of the Local Government Act 1995 states that a local government must prepare a report stating the intended action to address matters identified as significant by the auditor. The report must: • state what action the local government has taken or intends to take with respect to each of those matters; • give a copy of the report to the Minister within three months of the audit report being received by the local government; and • within 14 days of providing a report to the Minister, the CEO must publish a copy of the report on the local government’s official website. The WMRC is yet to respond to the above requirements in respect of the deficiencies in its ASR. A report should have been brought to the earlier attention of the Audit Committee but was omitted in the handover of duties to the new Acting Manager of Finance and Governance that was conducted in December 2018. The Department of Local Government, Sport and Cultural Industries has raised the matter of the deficiency of addressing the issue in a letter (attachment 4.6A) to the WMRC dated 28 June 2019. In order to complete the required action, the Audit Committee must seek Council’s endorsement of the enclosed report before it is forwarded to the Minister and published on the WMRC website. DETAIL What is the Asset Sustainability Ratio? The Asset Sustainability Ratio (ASR) indicates whether the WMRC is replacing or renewing existing non-financial assets at the same rate that its overall asset stock is wearing out and reaching the end of usefulness. The ASR measures expenditure on an existing asset to return the service potential or the life of the asset up to that which it had originally. It is periodically required expenditure as it reinstates existing service potential it may reduce operating and maintenance costs. The calculation of the ASR is as per the below equation:

Page 52 Capital Expenditure on Replacement of Assets (Renewals) ASR = Depreciation Expenditure The ASR excludes expenditure on new or additional assets. Depreciation expense represents an estimate of the extent to which the assets have been consumed during that period. Measuring assets at fair value is critical to the calculation of a valid depreciation expense value. An asset revaluation is currently underway. What is the ASR supposed to be? The standard is met if the ASR can be measured and is 90% (or 0.90). A ratio over 0.90 indicates that a local government is likely to be sufficiently maintaining, replacing or renewing existing infrastructure assets as they reach the end of their useful lives. A ratio under 90% indicates that a local government is likely to not be sufficiently maintaining, replacing or renewing existing infrastructure assets as they are being depreciated. This may create a ‘renewals backlog’ which results in a reduction in the service levels and/or useful lives previously expected. This can create a burden on member councils who will either incur financial costs to restore the asset or a convenience cost from not being able to utilise the asset (e.g. road closures due to excessive potholes) ASR low in the three years to 2017/18 The WMRC’s ASR was well below the Departmental standard of 90% in the three years to 30 June 2018 owing to uncertainties about the strategic direction and future of the organisation. In large part these uncertainties were due to a major contractual dispute in relation to waste processing. The nature of the dispute necessitated that considerable funds be allocated to legal expense; and that capital expense be minimised in the event the WMRC became exposed to liabilities flowing from possible adverse outcomes of the dispute. The WMRC therefore deferred the replacement or renewal of its assets and maintenance of assets has been on an ‘as required’ basis in the three years to 2017/18. This placed the WMRC in a situation of ‘asset renewal backlog’. The following table shows the low extent of capital expenditure on replacement of assets and its effect on the ASR in the three years to 2017-18.

Annual Budget Asset Sustainability Total Capital Budget Ratio (new and replacement of assets) 2015/2016 0.03 $112,450 2016/2017 0.04 $112,500 2017/2018 0.00 $15,000

Page 53 Recovery of the ASR Since the beginning of the 2018-19 year, the strategic direction and the future of the WMRC has become far clearer. The extent of uncertainty in respect of the WMRC’s legal disputations were considerably reduced by a Supreme Court judgement in favour of the WMRC in August 2018; and a series of consultations with WMRC Member Councils led to greater certainty about the strategic direction of the organisation. The developments clarified the operational environment for the WMRC to the extent that the organisation embarked on a new Strategic Community Plan which was released for public comment in June 2019. The greater certainty for the organisation provided the confidence necessary for Council to approve seven-fold increase in capital expenditure on replacement of assets in the 2019-20 budget. This step has restored the ASR well above the minimum required and acts to redress the shortfalls in capital expenditure identified by Macri and Partners in the 2017/18 Audit Report.

Annual Budget Asset Sustainability Total Capital Budget Ratio (new and replacement

of assets)

2018/2019 0.211 $37,000 2 2019/2020 2.28 $288,000 Notes: 1. To be confirmed following finalisation of 2018-19 accounts 2. Estimate based on approved capital budget and estimated depreciation expense Depreciation Method With the development of a digitised asset register we have changed the depreciation method. Buildings continue to be depreciated via the straight-line method (i.e. equal portions for each year of useful life), but other assets are now depreciated via the diminishing value method. Both methods are approved by the Department of Local Government. Diminishing value means more depreciation occurs at the beginning of an assets life which more accurately represents the value and usefulness over time. This effectively decreases the amount of depreciation for the 2019/2020 financial year. Increasing the replacement of assets and decreasing the depreciation means that the ASR for the 2019/2020 should be at a more acceptable level. Asset Management Planning Once the new ten-year Strategic Community Plan is completed and approved, work will begin on the Corporate Business Plan which will incorporate a new Asset Management Plan; and projections of revenues and expenditure for the four succeeding financial years. Resolution of any remaining backlog in asset replacement including its effect on the ASR, will form part of the new Asset Management Plan.

STATUTORY ENVIRONMENT Section 7.12A(4) of the Local Government Act 1995 CONSULTATION Nil REPORT IMPLICATIONS Policy Implications Page 54 Nil Financial Implications Maintenance of the ASR will be addressed in the proposed 2020/21 budget and forthcoming WMRC Corporate Business Plan 2020/21 – 2023/24. Strategic Implications Nil COMMENTS Achievement and maintenance of the ASR will be fully addressed in the 2020/21 budget proposal. VOTING REQUIREMENT Simple majority.

Moved: Cr Rodda Seconded: Cr Haynes RESPONSIBLE OFFICER RECOMMENDATION AND COUNCIL RESOLUTION 15.2.1 That Council endorse the attached report for provision to the Minister for Local Government and publication on the WMRC website. CARRIED 4/0

Page 55 16. MATTERS BEHIND CLOSED DOORS

Items 16.1, 16.2, 16.3, 16.4 and 16.5 be considered in a closed session and are detailed on pages 5 and 6. RESPONSIBLE OFFICER RECOMMENDATION: That in accordance with Sections 5.23(2) (a)(c)(d)(e) of the Local Government Act 1995, the meeting is closed to members of the public with the following aspect of the Act being applicable to these matters: For 16.1 5.23(2) (c)(d)(e) For 16.2 5.23(2) (a) For 16.3 5.23(2) (a) For 16.4 5.23(2) (c)(e) For 16.5 5.23(2) (c)(e) Being: (a) A matter affecting an employee or employees (c) a contract entered into, or which may be entered into, by the local government and which relates to a matter to be discussed at the meeting; and (d) legal advice obtained, or which may be obtained, by the local government and which relates to a matter to be discussed at the meeting; and (e) a matter that if disclosed, would reveal — (i) a trade secret; or (ii) information that has a commercial value to a person; or (iii) information about the business, professional, commercial or financial affairs of a person, where the trade secret or information is held by, or is about, a person other than the local government.

17 BUSINESS NOT DEALT WITH FROM A PREVIOUS MEETING NIL 18 GENERAL BUSINESS NIL 19 CLOSURE OF MEETING The Chairman thanked everyone for attending and the meeting closed at 8.34pm.

The next meeting of Council will be held on 3 October 2019, at the Town of Claremont. Page 56

Occupational Safety and Health Management Plan

2019-20

Suite 2/317 Churchill Avenue, Subiaco WA 6008 T 08 9384 4003 | F 08 9384 7511 | E [email protected] | www.wmrc.wa.gov.au

WESTERN METROPOLITAN REGIONAL COUNCIL Suite 2/317 Churchill Avenue SUBIACO WA 6008

3 OCTOBER 2019 CONTENTS 1. Introduction ...... 3 2. Purpose ...... 4 3. Health and Safety Policy ...... 4 3.1 Statement of Commitment ...... 4 3.2 Implementation of Policy Commitment...... 4 4. Strategic Objectives and Aims ...... 5 5. Safety Responsibilities ...... 6 5.1 Council ...... 6 5.2 Chief Executive ...... 6 5.3 Managers and Supervisors ...... 6 5.4 Operations Manager ...... 7 5.5 Occupational Safety and Health Committee ...... 7 5.6 Employees ...... 7 6. Health and Safety Achievements ...... 8 7. Performance Indicators and Targets ...... 9 8. Safety Actions 2019-20 ...... 10 9. Review ...... 11

2019-20 2019/2020 2

1. INTRODUCTION

The WMRC is an operational-centric local government organisation which provides waste management services to its five member Councils and their residents. The WMRC operates the West Metro Recycling Centre at Shenton Park, WA which provides waste transfer, recycling, problematic and hazardous waste management services for its member Councils and surrounding communities.

This Plan documents the WMRC’s commitment to a workplace that is free from injury and illness, while acknowledging legislative occupational health and safety (OH&S) responsibilities and the need to provide a safe and healthy work environment for its employees and other persons. This Plan reaffirms the WMRC’s view that OH&S is a priority across all areas; it underpins all activities; responsibilities for safety are assigned; safe work practices are supported with appropriate training and support; and targets are set to measure progress and achievement towards OH&S goals.

In May 2019 the LGIS, an external consultant and the WMRC's insurer, assessed the WMRC’s safety management system, resulting in an overall score of 63%. The assessment was carried out under the LGIS' 3 Steps to Safety program. The LGIS assessment covered the following elements of the WMRC's safety management system:

a. Management commitment b. Consultation c. Hazard management and safe work procedures d. Training and Supervision e. Reporting and monitoring

This Plan documents how OS&H will be prioritised and supported at all levels of the organisation by providing a framework for the WMRC's OH&S responsibilities for the next twelve months. The development of this Plan has been informed through the following key drivers: a. the WMRC's commitment to providing a safe and healthy workplace environment for its employees, contractors, customers and others; b. public legislative compliance; c. continuous improvement; and d. previous OH&S audits and recommendations.

191003 - WMRC OH&S Management Plan 2019-20 3

2. PURPOSE

The purpose of this plan is to establish and maintain an effective health and safety management system. The WMRC is committed to implementing a structured approach to workplace health and safety in order to achieve a consistently high standard of safety performance.

This plan will assist the WMRC in meeting its obligations in accordance with work health and safety legislation; and applies to all staff, high-risk contractors and other people at risk from work and other activities carried out at WMRC workplaces.

3. HEALTH AND SAFETY POLICY

The following Statement of Commitment and the Implementation of Policy Commitment provide the direction WMRC will follow in pursuit of a safe and healthy workplace. These commitments are as follows. 3.1 STATEMENT OF COMMITMENT

The WMRC is committed to providing a workplace that enables all work activities to be carried out safely. We will take all reasonably practicable measures to eliminate or minimise risks to the health, safety and welfare of workers, contractors, visitors, and anyone else who may be affected by our operations.

We are committed to ensuring we comply with the WA Occupational Health and Safety Act 1984 (the Act). We will also comply with any other relevant legislation, applicable Codes of Practice and Australian Standards as far as possible.

This OHS Management Plan and WMRC’s OHS policies and procedures set out the safety arrangements and principles which are to be observed by the WMRC and its staff to ensure compliance with the Act and to provide appropriate mechanisms for continuing consultation and management of OHS matters. 3.2 IMPLEMENTATION OF POLICY COMMITMENT

The WMRC is committed to ensuring, so far as is reasonably practicable, the health and safety of its workers (employees, contractors and volunteers) while they are at work, and that the health and safety of the customers is not put at risk from our operations. This will be achieved by: a. Providing and maintaining a healthy and safe work environment through the implementation of safe work practices, safe systems of work and the provision of safe plant and equipment. b. Ensuring that workplaces under the control of the WMRC are safe, without risk to health, and have safe means of entry and exit. c. Routinely consulting in order to maintain effective and co-operative relationships between WMRC and its workers, and with other duty holders, on health and safety matters in the workplace.

191003 - WMRC OH&S Management Plan 2019-20 4

d. Reviewing, through appropriate mechanisms, the effectiveness of the safety measures taken.

The WMRC’s commitment to providing a safe and healthy working environment for its employees includes: a. providing relevant, up to date OH&S information to all workers on matters such as workplace safety and their responsibilities; b. providing expert assistance in OH&S matters where necessary; c. providing instruction and/or training in work processes where appropriate; d. developing and implementing strategies which include workplace assessment, hazard identification, and appropriate remedial action to eliminate or control hazards; and e. implementing and maintaining appropriate information, reporting and statistical systems.

4. STRATEGIC OBJECTIVES AND AIMS

The WMRC's strategic objectives in occupational health and safety are to:

a. establish and maintain an effective occupational health and safety system; and b. ensure a structured and consistent safety management system that is implemented across all WMRC's work areas.

The aims of this Plan are to: a. establish key safety objectives; b. establish the performance indicators which the WMRC will use to measure and report on its safety performance; c. establish safety targets; d. set actions to be achieved within the next twelve months; e. focus on key areas aimed at minimising the risk of workplace injuries; f. improve employee capabilities by identifying training needs and providing appropriate training to: i. empower employees at all levels to perform their duties safely; and ii. ensure employees are aware of, and understand, their roles and responsibilities in relation to OSH. g. work towards gaining a score of at least 75% in the next LGIS Safety Audit; and h. assist Council in making considered and informed decisions within a transparent, accountable, ethical and compliant workplace environment.

191003 - WMRC OH&S Management Plan 2019-20 5

5. SAFETY RESPONSIBILITIES

The success of this Plan heavily relies on various stakeholders fulfilling their core responsibilities which are:

5.1 COUNCIL The Chair and members of Council are responsible for ensuring that the WMRC complies with any duty or obligation under the Act. This is achieved by exercising due diligence, including the following responsibilities. a. Acquire and keep an up to date knowledge of work health and safety matters relating to the business of the WMRC. b. Gain an understanding of WMRC’s operations and the hazards and risks involved. c. Require work health and safety to be a standing agenda item for each Council meeting. d. Regularly review the performance of the WMRC’s occupational health and safety system.

5.2 CHIEF EXECUTIVE The Chief Executive is responsible for providing safety leadership, in demonstrating and practicing a visible and tangible commitment to the improvement of health, safety and injury management systems, practices and culture. These responsibilities include: a. Ensuring that appropriate resources and processes are provided to enable hazards to be identified and risks to be eliminated or minimised. b. Ensuring that information regarding incidents, hazards and risks is received, considered and responded to in a timely way. c. Ensuring that WMRC has, and implements, an occupational health and safety system for complying with its OH&S duties and obligations. d. Ensuring that responsibilities for safety within the organisation are well understood and reflected in position descriptions. e. Reviewing and reporting to Council on the performance of the WMRC’s occupational health and safety system. f. Providing leadership and support to managers and staff in the implementation of WMRC’s OH&S Management Plan.

5.3 MANAGERS AND SUPERVISORS

Managers and supervisors are to ensure that: all work activities are conducted in a manner consistent with the Council OH&S policy and this OH&S Management Plan.

191003 - WMRC OH&S Management Plan 2019-20 6

5.4 OPERATIONS MANAGER

The Operations Manager, in addition to the responsibilities above is responsible for: a. Reviewing progress of the Plan and update the OH&S Committee. b. Reviewing legislative compliance. c. Communicating any changes to the relevant work areas. d. Preparing standing OH&S reports to Council.

5.5 OCCUPATIONAL SAFETY AND HEALTH COMMITTEE

The Occupational Safety and Health Committee is responsible for: a. Addressing systemic health and safety issues affecting employees. b. Monitoring and reviewing safety performance at each work site. c. Providing a forum for discussing and resolving OH&s issues in the workplace. d. Facilitating consultation between management and staff over OH&S issues. e. Ensuring meeting agendas cover the monitoring of the implementation of the Plan 5.6 EMPLOYEES

Every employee is responsible for: a. Understanding that safety is the responsibility of every employee of the WMRC. b. Understanding the Plan and how it affects their everyday work activities. c. Actively participating in the WMRC’s OH&S practices and procedures.

191003 - WMRC OH&S Management Plan 2019-20 7

6. HEALTH AND SAFETY ACHIEVEMENTS

In 2018-19, the WMRC achieved the following improvements to safety management: • Toolbox meetings at the West Metro Recycling Centre were reinstated. • A larger cabinet for acid storage was purchased to allow for more appropriate HHW storage and PPE positioning around the HHW storage area improved. • Asbestos receival requirements were updated to require double wrapping. • A JSA was completed for maintenance works involving rolling a silo on to its side. • The following procedures were audited: o Working at Heights o Asbestos Acceptance and Transfer o Loose Asbestos Containment o Hot Works. • Updated office evacuation procedure to bring in line with external procedures. • Updated procedures to reflect the reclassification of welding fumes as a known carcinogen. • Hazard ID and control training was carried out for selected staff. • Height safety equipment and fire safety equipment was tested and tagged. • A remote control for the vertical compactor was ordered, which will significantly improve isolation of staff from the fall risk area. • A risk assessment on plant isolation in the bulk waste area was carried out; new processes were introduced; and mobile safety barriers acquired to isolate plant from customers and contractors. • A revised Induction Manual for the transfer station was developed. • A revised Induction Manual for the Administration Office was developed. • A hazard inspection of the transfer station using a Work Safe checklist was carried out. • A wide-ranging review of HHW procedures and documentation was commenced. • Request for Tender provisions covering safety were significantly improved. • Staff participated in HHW Operators meetings and the LGIS Local Government Safety Advisory Group, which both air relevant safety issues. • A risk assessment of machine-assisted lifting was carried out and improvements to WMRC processes made. • Asbestos Awareness training was carried out. • Household Hazardous Waste training was carried out. • Security improvements on site have greatly reduced the rate of break-ins, significantly reducing the likelihood of unauthorised site entry leading to injury. • A comprehensive update WMRC’s Risk Register was made. • A position on spirometry testing for staff has been developed.

191003 - WMRC OH&S Management Plan 2019-20 8

7. PERFORMANCE INDICATORS AND TARGETS

The following positive performance indicators (PPI) will be employed to measure relevant OHS systems, processes, management and compliance with OHS practices at the WMRC.

Positive Performance Indicator Jan 2020 July 2020 Target Target Average time to complete incident investigation <2 weeks <1 week

Urgent safety actions outstanding for more than 1 month <50% <10%

Safety actions outstanding for more than 3 months <50% <10%

Number of Operations toolbox meetings held per annum 24 24 Number of office toolbox meetings held per annum 12 12 Emergency response drills held (at each site) annually 1 1 Quarterly hazard inspections completed 4 4 Pre-start checks completed - loader, Volvo truck, backhoe Daily Daily Percentage of required training overdue at end of FY <50% <10%

High-risk contracts with contractor consultation >50% >90% Staff inductions completed >80% 100% % high risk contractor inductions >50% 100% Percent of risk register entries reviewed within last 6 100% 100% months Percent of safety procedures overdue for review <50% <10% Employee perception of organisational commitment to >60% >90% safety OH&S Management Plan reviewed annually 1 1

191003 - WMRC OH&S Management Plan 2019-20 9

8. SAFETY ACTIONS 2019-20 In May 2019 the LGIS, an external consultant and the WMRC's insurer, assessed the WMRC’s safety management system, resulting in an overall score of 63%. The assessment was carried out under the LGIS' 3 Steps to Safety program. The LGIS assessment covered the following elements of the WMRC's safety management system: a. Management commitment b. Consultation c. Hazard management and safe work procedures d. Training and Supervision e. Reporting and monitoring This Plan predominately addresses the following short-term actions arising from the 2019 LGIS safety audit. The principal recommendations arising from the audit are listed below and form the actions that will be undertaken to improve the management of workplace health and safety at the WMRC over the next 12 months. a. Management Commitment i. Develop an OSH Management Plan. ii. Ensure WMRC OSH Policy is well communicated. iii. Ensure OSH responsibilities are documented on position descriptions at all levels. iv. Ensure Managers and Supervisors are held accountable for OSH through the WMRC performance review process. b. Consultation i. Introduce regular office staff meetings to ensure OSH consultation. ii. Provide for elected staff representation on the OSH Committee. iii. Ensure consultation arrangements are reviewed for effectiveness. iv. Develop and implement an issue resolution process. v. Ensure all employees are informed as to safety consultation arrangements, including through the staff induction process. vi. Ensure contractors exposed to significant potential safety risks are consulted on OSH issues. vii. Record and display toolbox minutes. c. Hazard Management and Safe Work Procedures i. Identify contractors exposed to significant safety risks while working at WMRC premises or engaged in offsite work for WMRC ii. Ensure there are documented procedures for the management of contractors. iii. Develop a hazard report form and ensure all workers and contractors are trained on the use of the form. iv. Identify and implement controls in response to near misses and identified hazards in a timely fashion.

191003 - WMRC OH&S Management Plan 2019-20 10

v. Develop emergency evacuation plan for new office and conduct an annual emergency drill. d. Safety Training and Supervision i. Include heavy vehicle operation licence and emergency evacuation training on the skills and training register. ii. Include training requirements on position descriptions. iii. Ensure required training is planned and delivered to reduce the risk of harm. iv. Update MSDS for materials identified as hazardous and dangerous. e. Reporting and Monitoring i. Ensure all staff are fully inducted and include the accident and incident reporting procedure as part of the process.

9. REVIEW

This OH&S Management Plan is subject to annual review. The next review is due by 3 October 2020.

191003 - WMRC OH&S Management Plan 2019-20 11 No. Action Required Status Update Include a review of safety performance in the On hold pending development of management meeting and ensure actions taken SA1203 On hold performance expectations through objectives to address any drop in performance are and targets register and OSH Plan documented Ensure a monitoring programme is developed On hold pending development of SA1202 for the objectives and targets developed in On hold performance expectations through objectives recommendation SA1182 and targets register and OSH Plan Ensure appropriate risk assessments are To be discussed at toolbox meetings; attached to the substances identified as SA1200 Underway Management to be notified if new dangerous or hazardous and ensure employees substances purchased are trained on the controls required Provide workers with up to date MSDS for hazardous and dangerous chemicals that are in Site MSDSs are up-to-date. Admin MSDSs SA1199 Underway use. This should be supported with education to be updated and staff trained appropriately and awareness sessions. HR Central, currently on track for full implementation in early 2020, will assist with providing and recording internal trainings Ensure all required trainings identified are (such as in WMRC procedures), and will also SA1198 Underway provided to employees. provide an improved reporting platform for external trainings such as first aid certifications and licences. Training provision is ongoing. Include the heavy vehicle operation licence and SA1197 emergency evacuation training on the training On hold This will be incorporated into HR Central. register

WMRC is developing a contractor Ensure records of contractor monitoring SA1196 Underway management system that will incorporate risk activities are kept levels, monitoring, training, and consultation

WMRC is developing a contractor Communicate and train relevant workers on the SA1195 Underway management system that will incorporate risk council’s contractor monitoring process. levels, monitoring, training, and consultation

WMRC is developing a contractor Communicate and educate employees on the SA1194 Underway management system that will incorporate risk council’s contractor management procedure. levels, monitoring, training, and consultation

Review the contactor management procedure WMRC is developing a contractor SA1193 to include a process for managing smaller Underway management system that will incorporate risk contractors. levels, monitoring, training, and consultation

All employees have been trained in relevant Ensure that all relevant workers are trained on SA1192 Complete emergency and evacuation plans. This will the emergency and evacuation plans. be reinforced with inclusion in HR Central. Ensure identified controls are implemented in a Greater effort is being made to prioritise and SA1191 timely fashion to prevent hazards eventuating Underway resource urgent actions into harm. Ensure pre-start checks are conducted before A custom pre-start book has been designed SA1190 plants and machineries are used as prescribed Underway and ordered to for the main items of WMRC by the risk assessments. Plant. Form already exists, but has been updated Consider developing a hazard report form and and staff trained in use. Staff training will be SA1189 ensure all workers and contractors are trained Underway reinforced in HR Central. Contractor training on the use of the form. will be covered in the contractor management System Ensure that regular emergency drills are Three emergency drills have been conducted SA1188 conducted at all council sites to ensure that Complete recently, and the conduct of drill is included controls are effective as a target in the draft OSH Plan. Develop an issue resolution process and SA1187 Not progressed ensure it is communicated to all employees. Ensure all contractors are consulted on OSH WMRC is developing a contractor issues related to their task including the review SA1186 Underway management system that will incorporate risk of all contractor risk assessments prior to the levels, monitoring, training, and consultation work being carried out. Ensure the consultation arrangement per Included in revised induction manuals and SA1183 and SA1184 is agreed to and communicated at Admin Toolbox meeting. SA1185 effectively communicated to all workers, and Underway To be communicated at Site Toolbox staff are trained on the consultation meeting arrangements Develop an OSH plan that includes WMRC’s SA1182 Underway Included as Attachment 10.1A OSH objectives and targets. Include OSH accountability in the annual SA1181 performance review of employees, particularly Not progressed managers and supervisors. Include OSH responsibilities suitable to the workers role within the organization in the SA1180 position description for all employees. Ensure Not progressed This will be incorporated into HR Central. training requirements are included in the position descriptions

Review the on boarding process of new employees to ensure all workers are adequately inducted. Include the consultation arrangement Induction manuals have been updated and per SA1183 and SA1184 in the induction communicated at Admin Toolbox meeting. SA1179 manual as part of the induction materials for Underway To be communicated at Site Toolbox new employees. Include the emergency and meeting. Will be reinforced through HR evacuation process as part of the induction Central. process. Include the accident and incident procedure as part of the induction manual.

Use the training evaluation form included in the training procedure to produce a training report. Training evaluation will instead be reported This report can be used to periodically evaluate on at toolbox meetings with an item included SA1201 Complete the adequacy of training provided. This for discussion of trainings done and requirement for a review can be included in the reviewing those Training procedure.

Consider renaming the current OSH committee as it only involves members of the management team and so does not fulfil the intension on an Instead have reinstated safety SA1184 Complete OSH committee as described by the legislation. representatives after employees volunteered. Ensure consultation arrangements are reviewed to ensure they remain effective

Monthly Management Accounts

July 2019

(For internal circulation only – 205.9)

Authorised as final version: S Frodsham

Date:

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove

Western Metropolitan Regional Council Monthly Management Accounts November 2018

CONTENTS Page

1. Financial Performance

1.1 Income Statement (by Nature and Type) including variance commentary 3 1.2 Income Statement (by Program) 5 1.3 Tonnage Data 6 1.4 Statement of Financial Position 8 1.5 Net Current Assets 9 1.6 Statement of Cash Flows 10 1.7 Statement of Changes in Equity 11 1.8 Reserves 12 1.9 Key Performance Indicators 13

2. Debtors and Creditors analysis

2.1 Top Ten Customers 14 2.2 Debtors Age Analysis 15 2.3 Top Ten Suppliers 16 2.4 Creditors Age Analysis 17

3. Treasury

3.1 Cash Invested 18 3.2 Cash Analysis 18

4. Capital Expenditure 19

5. Revenue 20

6. Expenditure 21

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance

1.1 Income Statement (by Nature and Type)

Statement of Comprehensive Income by Nature & Type 1 Jul 2019 to 30 Jul 2019

MONTH TO DATE YEAR TO DATE Prior YTD Budget Actual Budget Var AUD Var %YTD Actual YTD BudgetVar AUD Var % Actual 2019/20 Revenue from Ordinary Activities Fees & Charges 221,045 256,669 (35,624) -14% 221,045 256,669 (35,624) -14% 0 3,080,036 Interest 3,355 3,823 (468) -12% 3,355 3,823 (468) -12% 0 45,880 Operating Grants, Subsidies and Contribution 491 83 408 491% 491 83 408 491% 0 1,000 Other Income 475 875 (400) -46% 475 875 (400) -46% 0 47,600 Total Revenue from Ordinary Activities 225,365 261,450 (36,085) -14% 225,365 261,450 (36,085) -14% 0 3,174,516

Expenses from Ordinary Activities Depreciation & Amortisation (10,787) (10,499) (288) -3% (10,787) (10,499) (288) -3% 0 (125,989) Employee Costs (141,560) (143,748) 2,188 2% (141,560) (143,748) 2,188 2% 0 (1,562,355) Insurance (36,259) (30,366) (5,893) -19% (36,259) (30,366) (5,893) -19% 0 (60,732) Materials & Contracts (247,893) (275,496) 27,603 10% (247,893) (275,496) 27,603 10% 0 (3,244,588) Other Expenses (31,935) (60,942) 29,007 48% (31,935) (60,942) 29,007 48% 0 (773,702) Utilities (2,954) (916) (2,038) -223% (2,954) (916) (2,038) -223% 0 (12,850) Total Expenses from Ordinary Activities (471,387) (521,967) 50,580 10% (471,387) (521,967) 50,580 10% 0 (5,780,216) 0 Net Operating Position (246,022) (260,517) 14,495 6% (246,022) (260,517) 14,495 6% 0 (2,605,700) 0 Member Council Contributions 957,606 957,642 (36) 0% 957,606 957,642 (36) 0% 0 1,915,283 Paid Parental Leave 0 0 0 0 0 0 0 0 Profit/(Loss) on Sale of Assets (500) (7,332) 6,832 93% (500) (7,332) 6,832 93% 0 (7,332) 0 0 Change in Net Assets From Operations 711,083 689,793 21,290 3% 711,083 689,793 21,290 3% 0 (697,749)

In accordance with the materiality threshold adopted by Council for the reporting of variances in Operating Revenue and Expenses classified according to nature and type, the following comments are made to provide an explanation of these variances.

VARIANCES FOR THE MONTH

Fees and Charges Below budget due to lower than expected commercial, bulk waste & greenwaste tonnes

Operating Grants, Subsidies and Contributions Over budget due to receiving a grant from Nedlands Primary School

Other Income Below budget due to less recycling income

Insurance Expenses Slightly higher than expected insurance costs

Materials & Contracts Under budget due to lower than forecast tonnes to landfill

Other Expenses Under budget due lower than expected legal fees 3

Western Metropolitan Regional Council Monthly Management Accounts November 2018

VARIANCES FOR THE YEAR TO DATE

See above

Note: The Reserve Fund transfers are no longer included in non-operating Grants and Subsidies as budgeted above. The movement is now recorded as a change in equity in the Statement of Financial Position.

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.2 Income Statement (by Program)

INCOME STATEMENT BY PROGRAM 1 Jul 2019 to 30 Jul 2019

MONTH TO DATE YEAR TO DATE Prior YTD Budget Actual Budget Var $ Var % YTD Actual YTD Budget Var $ Var % Actual 2019/20 Revenue from Ordinary Activities Community Amenities 1,179,275 1,208,187 (28,912) -2% 1,179,275 1,208,187 (28,912) -2% 0 3,131,636 General Purpose Funding 3,196 3,573 (377) -11% 3,196 3,573 (377) -11% 0 42,880 Total Revenue from Ordinary Activities 1,182,471 1,211,760 (29,289) -2% 1,182,471 1,211,760 (29,289) -2% 0 3,174,516

Expenses from Ordinary Activities Community Amenities 302,042 353,282 (51,241) -15% 302,042 353,282 (51,241) -15% 0 (5,727,471) Governance 169,346 168,685 661 0% 169,346 168,685 661 0% 0 (52,745) Total Expenses from Ordinary Activities 471,387 521,967 (50,580) -10% 471,387 521,967 (50,580) -10% 0 (5,780,216)

Net Operating Position 711,083 689,793 21,290 3% 711,083 689,793 21,290 3% 0 (2,605,700)

Funding Balance Adjustments Depreciation and amortisation on assets (10,787) (10,499) (288) -3% (10,787) (10,499) (288) -3% 0 125,989 Asset Disposal - Profit/(Loss) (500) (7,332) 6,832 93% (500) (7,332) 6,832 93% 0 (7,332) Changes on Asset Revaluation 0 0 0 0% 0 0 0 0% 0 0 Movement in employee benefit provisions 0 0 0 0% 0 0 0 0% 0 2,677

Capital Expenditure and Revenue Purchase of land and buildings 0 42 (42) -100% 0 500 (500) -100% 0 6,000 Purchase furniture 747 24 723 2973% 747 292 455 156% 0 3,500 Purchase plant & equipment 0 1,795 (1,795) -100% 0 21,542 (21,542) -100% 0 258,500 Purchase infrastructure 0 146 (146) -100% 0 1,750 (1,750) -100% 0 21,000 Purchase works in progress 0 0 0 - 0 0 0 - 0 0 Asset Disposal - Profit/(Loss) 0 0 0 - 0 0 0 - 0 0 Transfers (to)/ from reserves 0 0 0 - 0 0 0 - 0 0 Add: Surplus/(deficit) BFWD 48,048 48,048 0 - 48,048 48,048 0 - 48,048 48,048

Surplus/ (Deficit) 748,592 722,017 26,575 748,592 744,094 4,498 48,048 (2,147,318)

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1.3 Tonnage Data

July 2019 Waste Greenwaste Budget Actual Variance Budget Actual Variance

MEMBER COUNCILS

Subiaco 412 406 (6) 69 74 5 Claremont 195 236 41 129 1 (128) Cottesloe 150 145 (5) 149 72 (77) Mosman Park 154 160 6 169 69 (100) Peppermint Grove 14 51 37 14 3 (11) 925 997 72 530 219 (311)

OTHER Commercial Customers 252 136 (116) 198 107 (91) Resident Services 128 138 10 42 64 22 380 274 (106) 240 171 (69)

TOTAL 1305 1271 (34) 770 390 (380)

Year to Date as at July 2019 Waste Greenwaste Budget Actual Variance Budget Actual Variance

MEMBER COUNCILS

Subiaco 412 406 (6) 69 74 5 Claremont 195 236 41 129 1 (128) Cottesloe 150 145 (5) 149 72 (77) Mosman Park 154 160 6 169 69 (100) Peppermint Grove 14 51 37 14 3 (11) 925 997 72 530 219 (311)

OTHER Commercial Customers 252 136 (116) 198 107 (91) Resident Services 128 138 10 42 64 22 380 274 (106) 240 171 (69)

TOTAL 1305 1271 (34) 770 390 (380)

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.3 Tonnage Data

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.4 Statement of Financial Position

Statement of Financial Position As at 31 July 2019

31-Jul-19 30-Jun-19 Movement

Curre nt Asse ts Cash 887,275 300,375 586,900 Reserves 1,859,908 1,859,446 462 Debtors 574,646 194,589 380,058 Accrued Income 4,053 1,320 2,734 Other Current Assets 4,050 4,050 0 Total Current Assets 3,329,933 2,359,779 970,154

Non-Current Assets Buildings 913,096 914,600 (1,504) Furniture & Equipment 18,522 12,791 5,732 Plant & Equipment 526,524 525,097 1,427 Infrastructure 636,776 638,800 (2,024) Intangibles 56,601 56,947 (347) Total Non-Current Assets 2,151,519 2,148,235 3,284

Total Assets 5,481,452 4,508,014 973,438

Current Liabilities Creditors 409,990 164,125 245,865 Provisions for Leave 240,407 241,093 (686) Accruals 62,959 47,066 15,893 Total Current Liabilities 713,357 452,285 261,072

Non-Current Liabilities LSL Non-Current Provision 20,386 19,379 1,008 Total Non-Current Liabilities 20,386 19,379 1,008

Total Liabilities 733,743 471,664 262,079

Net Assets 4,747,709 4,036,351 711,359

Equity Retained Earnings 2,347,646 1,637,025 710,621 Reserves 1,859,908 1,859,446 462 Asset Revaluation Reserve 540,154 539,879 275

Total Equity 4,747,709 4,036,351 711,359

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.5 Net Current Assets

Net Current Assets As at 31 July 2019

31-Jul-19 30-Jun-19 Movement Current Assets Cash 887,275 300,375 586,900 Reserves 1,859,908 1,859,446 462 Debtors 574,646 194,589 380,058 Accrued Income 4,053 1,320 2,734 Other Current Assets 4,050 4,050 0

Total Current Assets 3,329,933.00 2,359,778.94 970,154.06

Current Liabilities Creditors 409,990 164,125 245,865 Provisions for Leave 240,407 241,093 (686) Accruals 62,959 47,066 15,893 Total Current Liabilities 713,356.61 452,284.85 261,071.76

Net Assets 2,616,576.39 1,907,494.09 709,082.30

Less Reserves - Restricted Cash 1,859,908 1,859,446 462

Net Current Funding Position 756,668.18 48,048.32 708,619.86

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.6 Cash Flow Statement

STATEMENT OF CASH FLOWS As at 31 July 2019

ACTUAL FULL YEAR TO DATE ACTUAL 2019/2020 2018/2019 CASH FLOWS FROM OPERATING ACTIVIES

Receipts Fees and charges 601,103 4,117,661 Operating grants, subsidies and contributions 491 1,116,576 Interest earnings 3,355 116,360 Other revenue 475 89,561 Receipts from operations 605,424 5,440,158

Payment Employee costs (141,238) (1,454,953) Materials and contracts (247,893) (3,825,831) Utility charges (2,954) (12,719) Insurance Expenses (36,259) (57,840) GST received/ (paid) 0 (68,372) Other expenses (31,935) (915,172) Payments from operations (460,279) (6,334,887)

NET CASH PROVIDED BY OPERATING ACTIVITIES 145,145 (894,729)

CASH FLOWS FROM INVESTING ACTIVIES Payments for purchase of property, plant and equipment 747 0 Payments for purchase of infrastructure 0 0 Non-operating grants, subsidies and contributions 957,606 0 Proceeds from sale of plant and equipment (500) 0 NET CASH USED IN INVESTING ACTIVIES 957,853 0

CASH FLOWS FROM FINANCING ACTIVIES Cash receipts from sale of investments 0 0 NET CASH PROVIDED BY FINANCING ACTIVIES 0 0

SUMMARY OF CASH FLOWS Net increase/ (decrease) in cash and cash equivalents 1,102,998 (894,729) Cash and cash equivalents at the beginning of the year 2,159,822 3,054,551

CASH AND CASH EQUIVALENTS AT THE END OF THE MONTH 3,262,820 2,159,822

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.7 Statement of Changes in Equity

Statement of Changes in Equity As at 31 July 2019

31-Jul-19 30-Jun-19 Movement

Equity Administration DiCOM Project Reserve 1,289,510 1,289,048 462 Asset Revaluation Reserve 540,154 539,879 275 Current Year Earnings 711,083 (697,285) 1,408,368 Future Development Reserve 570,398 570,398 0 Retained Earnings 763,185 1,460,469 (697,285) Suspense 3,237 978 2,258 Total Equity 3,877,567 3,163,488 714,079

Reserves Transfers to/from Reserves 873,378 873,841 (462) Total Reserves 873,378 873,841 (462)

Total Equity 4,750,946 4,037,329 713,617

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1.8 Reserves (cash backed)

STATEMENT OF RESERVES As at 31 July 2019 Administration Future DiCOM Project Development Total Reserve Reserve

Opening Balance 1,289,048 570,398 1,859,446

Interest on investments 462 0 462

Transfer from Operating Surplus 0 0 0

Transfer from Retained Surplus 0 0 0 . Transfer to Retained Surplus 0 0 0

Closing Balance 1,289,510 570,398 1,859,908

Reserves Summary As at 31 July 2019

31-Jul-19 30-Jun-19 Movement Inve stme nts Investment 1 986,552.69 986,552.69 0.00 Investment 2 570,397.74 570,397.74 0.00 Investment 12 302,957.78 302,495.34 462.44 Total Investments 1,859,908.21 1,859,445.77 462.44

Reserves Administration DiCOM Project Reserve 1,289,510.47 1,289,048.03 462.44 Future Development Reserve 570,397.74 570,397.74 0.00 Total Reserves 1,859,908.21 1,859,445.77 462.44

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.9 Key Performance Indicators

FINANCIAL RATIOS As at 31 July 2019

Current Ratio

Current Assets 3,329,933 LESS: Restricted Current Assets (1,859,908) 1,470,025 = 2.0607 Current Liabilities 713,357 713,357 LESS: Liabilities Associated with restricted assets

This is ratio is designed to focus on the liquidity position of a local government that has arisen from past year’s transactions. The target for the above ratio should be at or above 1

Operating Surplus Ratio

Operating Revenue 225,365 LESS: Operating Expense (471,387) (246,022) = -1.0686 Own Source Operating Revenue 230,223 230,223

This ratio is a measure of a local government’s ability to cover its operational costs and have revenues available for capital funding or other purposes. The target to achieve a basic standard is between 1% and 15% (0.01 and 0.15)

Own Source Operating Revenue

Own Source Operating Revenue 230,223 230,223 = 0.4884 Operating Expense 471,387 471,387

This ratio is the measurement of a local government’s ability to cover its costs through its own revenue efforts. The target to achieve an advanced standard is greater than 90% (0.90)

The Current Ratio meets the target recommended by the Department of Local Government and Communities.

Both the Operating Surplus and the Own Source Operating Revenue ratios do not meet their targets because of the ongoing legal fees expenditure.

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2. Debtors and Creditors Analysis

2.1 Top Ten Customers

TOP TEN CUSTOMERS - Jul 2019 Previous Ranking Name $ excl GST Period Month 1 City of Subiaco $411,649.21 Jul-19 1 2 Town of Claremont $257,128.84 Jul-19 2 3 Town of Mosman Park $211,624.91 Jul-19 3 4 Town of Cottesloe $190,314.94 Jul-19 4 5 Shire of Peppermint Grove $43,415.74 Jul-19 6 6 West to West Group $2,977.09 Jul-19 - 7 City of Nedlands $2,275.48 Jul-19 9 8 LGSA $2,258.16 Jul-19 - 9 SOLO Resource Recovery $2,170.40 Jul-19 8 10 Davidson Projects Pty Ltd $1,957.64 Jul-19 -

TOP TEN CUSTOMERS - YEAR TO DATE Previous Ranking Name $ excl GST Period Month 1 City of Subiaco $411,649.21 Jul 19 - Jun 20 1 2 Town of Claremont $257,128.84 Jul 19 - Jun 20 2 3 Town of Mosman Park $211,624.91 Jul 19 - Jun 20 3 4 Town of Cottesloe $190,314.94 Jul 19 - Jun 20 4 5 Shire of Peppermint Grove $43,415.74 Jul 19 - Jun 20 5 6 West to West Group $2,977.09 Jul 19 - Jun 20 - 7 City of Nedlands $2,275.48 Jul 19 - Jun 20 - 8 LGSA $2,258.16 Jul 19 - Jun 20 - 9 SOLO Resource Recovery $2,170.40 Jul 19 - Jun 20 - 10 Davidson Projects Pty Ltd $1,957.64 Jul 19 - Jun 20 -

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2. Debtors and Creditors Analysis (continued)

2.2 Debtors Age Analysis

AGED DEBTOR ANALYSIS As at 31 July 2019

Current ($) <1 Month ($) 1 month ($) 2 month ($) Older ($) Total ($) Member Councils City of Subiaco 53,037 380,185 0 0 0 433,222 Town of Cottesloe 19,333 5,664 0 0 0 24,997 Town of Claremont 33,382 8,464 0 0 0 41,846 Town of Mosman Park 22,705 5,943 0 0 0 28,648 Shire of Peppermint Grove 7,129 6,811 0 0 0 13,939

Total 135,585 407,067 0 0 0 542,652 25% 75% 0% 0% 0% 75%

Non-members Almond Gardens & Maintenance 0 113 77 0 0 190 Central Psychiatric Service 304 260 0 0 0 564 City of Nedlands 1,470 493 0 646 0 2,609 City of Perth 42 28 0 0 0 71 Cleanaway Pty Ltd 519 46 0 0 0 565 Daily Cash Summary 1,283 3,371 0 0 0 4,654 Davidson Projects Pty Ltd 1,408 745 0 0 0 2,153 Hancock Prospecting Pty Ltd 181 0 0 0 0 181 John XXIII College 619 0 0 0 0 619 Landscapes for Life 1,110 250 0 0 0 1,361 Martin Cuthbert Landscapes 600 611 280 0 0 1,491 Methodist Ladies College 158 0 0 0 0 158 More Than A Mow 442 0 0 0 0 442 Perth Bin Hire 739 0 0 0 0 739 Perth TLC Group 263 0 0 0 0 263 Project West 1,198 0 0 0 0 1,198 Sir Charles Gairdner Hospital 929 661 164 0 0 1,755 SOLO Resource Recovery 2,387 0 0 0 0 2,387 Suez Recycling & Recovery Pty Ltd 1,792 0 0 0 0 1,792 The Claremont Gardener 240 80 80 0 0 400 Tidy Up 920 1,944 197 0 0 3,060 Town of Cambridge 360 0 0 0 0 360 Transpacific Cleanaway T/A Multiskip 269 167 0 0 0 436 UWA Campus Management 723 349 197 0 0 1,269 West to West Group 3,275 0 0 0 0 3,275 Total 21,234 9,119 995 646 0 31,994 66% 29% 3% 2% 0% 34%

Grand Total 156,819 416,186 995 646 0 574,646 27% 72% 0% 0% 0% 100%

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2.3 Top Ten Suppliers

TOP TEN SUPPLIERS - Jul 2019 Previous Ranking Name $ excl GST Period Month 1 City of Rockingham $148,337.55 Jul-19 1 2 Peter Ward $44,902.36 Jul-19 - 3 LGISWA $38,834.59 Jul-19 - 4 Craneswest (WA) Pty Ltd $16,925.32 Jul-19 4 5 West Tip Waste Management $16,782.78 Jul-19 3 6 LGIS - Insurance broking $12,356.97 Jul-19 - 7 JH Computer Services $9,535.99 Jul-19 - 8 Commandacom Pty Ltd $6,515.00 Jul-19 - 9 Key2Creative $4,751.64 Jul-19 8 10 Churchill Strata $4,700.91 Jul-19 -

TOP TEN SUPPLIERS - YEAR TO DATE Previous Ranking Name $ excl GST Period Month 1 City of Rockingham $148,337.55 Jul 19 - Jun 20 1 2 Peter Ward $44,902.36 Jul 19 - Jun 20 5 3 LGISWA $38,834.59 Jul 19 - Jun 20 - 4 Craneswest (WA) Pty Ltd $16,925.32 Jul 19 - Jun 20 4 5 West Tip Waste Management $16,782.78 Jul 19 - Jun 20 3 6 LGIS - Insurance broking $12,356.97 Jul 19 - Jun 20 - 7 JH Computer Services $9,535.99 Jul 19 - Jun 20 7 8 Commandacom Pty Ltd $6,515.00 Jul 19 - Jun 20 - 9 Key2Creative $4,751.64 Jul 19 - Jun 20 9 10 Churchill Strata $4,700.91 Jul 19 - Jun 20 -

2. Debtors and Creditors Analysis (continued)

2.4 Creditors Age Analysis 16

Western Metropolitan Regional Council Monthly Management Accounts November 2018

Aged Creditor Analysis As at 31 July 2019

Contact Current < 1 Month 1 Month 2 Months Older Total Access Cleaning Services 1,606 0 0 0 0 1,606 AIT Specialists Pty Ltd 127 0 0 0 0 127 Andrea Christie 200 0 0 0 0 200 Arc-I Welding Industries 179 0 0 0 0 179 Australia Post 97 (60) 0 0 0 37 Caltex Australia 140 0 0 0 0 140 Cannon hygiene Australia Pty Ltd 471 0 0 0 0 471 Churchill Strata 220 0 0 0 0 220 City of Nedlands 1,870 0 0 0 0 1,870 City of Rockingham 85,512 77,660 0 0 0 163,171 City of Wanneroo 2,523 0 0 0 0 2,523 Cleanaw ay Pty Ltd 1,745 6,013 0 0 0 7,759 Commandacom Pty Ltd 7,167 0 0 0 0 7,167 Community Resources Limited (Soft 1,535 1,366 0 0 0 2,901 Cranesw est (WA) Pty Ltd 18,618 15,250 0 0 0 33,868 Curtin Heritage Living 3,006 0 0 0 0 3,006 Department of Transport #3986274 1,290 0 0 0 0 1,290 Docu-Shred 61 0 0 0 0 61 DocuSign 0 3,300 0 0 0 3,300 Electrical Nett 0 2,446 0 0 0 2,446 Expo Signage and Digital Pty Ltd 0 480 0 0 0 480 Expressw ay Civic P/L 742 140 0 0 0 882 Forget Your Books Pty Ltd 0 1,733 2,428 0 0 4,161 Heatley Sales Pty Ltd 800 0 0 0 0 800 Hec s Fire 0 363 958 0 0 1,321 HR Central 3,696 0 0 0 0 3,696 Iron Mountain AU Group Pty. Ltd. 330 0 0 0 0 330 JH Computer Services 9,279 0 0 0 0 9,279 John Cummins 186 0 0 0 0 186 Jordan Isles 400 0 0 0 0 400 Key2Creative 7,260 1,991 0 0 0 9,251 LGIS - Insurance broking 0 13,593 0 0 0 13,593 LGISWA 918 41,800 0 0 0 42,718 Local Government Professionals 531 0 0 0 0 531 Marketforce Express 2,561 0 0 0 0 2,561 Mini-Tankers Australia Pty Ltd (Refu1,821 1,758 0 0 0 3,579 More Than A Mow 520 0 0 0 0 520 National Storage - Subiaco 223 0 0 0 0 223 Pentanet Pty Ltd 0 410 125 0 0 535 Peter Ward 35,128 0 0 0 0 35,128 Planning Solutions (Aust) Pty Ltd 1,502 0 0 0 0 1,502 Post New spapers 1,124 0 0 0 0 1,124 Precision Fluid Pow er 1,260 713 0 0 0 1,973 RAC Business Wise 294 0 0 0 0 294 SOS Sw itched Onto Safety 1,595 0 0 0 0 1,595 Specialized Cleaning Group Pty Ltd 511 1,021 0 0 0 1,532 St John Ambulance Australia (West 0 356 0 0 0 356 Stefan Frodsham 37 0 0 0 0 37 Telstra 730 366 0 0 0 1,096 The Fruit Box 119 30 0 0 0 148 Toolmart 104 0 0 0 0 104 Total Supplies 852 0 0 0 0 852 Transperth 0 50 0 0 0 50 Trident Signs 0 187 0 0 0 187 Waste Stream Management 871 0 0 0 0 871 Water Corporation 897 0 0 0 0 897 West Tip Waste Management 33,406 0 0 0 0 33,406 Worldw ide Printing (O'Connor) 438 0 0 17 0 0 438

Total 235,087 170,965 5,475 0 0 411,527

Western Metropolitan Regional Council Monthly Management Accounts November 2018

3. Treasury 3.1 Cash Invested

Investments Investment InvestmentAs at 31 July 2019 Maturity Maturity Date Interest Rate Term Institution Gross Interest Date Amount Amount Inve st Date Reserve Fund $Maturity Amount% Current(days) Term Bank $Maturity $Gross AdministrationNo. DiComInvested Project Re17/06/2019 16/09/2019 $986,552.69Date Invested2.07% Rate91 (daNAB ys) Lodged 991,644Amount Interest5,091 Future Development Reserve 17/06/2019 16/09/2019 $570,397.74 2.07% 91 NAB 573,341 2,944 AdministrationInvestment DiCom1 17/06/2019 Project ReAdministration18/06/2019 DiCOM18/07/2019 Project Reserve$302,495.3416/09/2019 $986,552.691.86% 2.07%90 91CommonwealthNAB 303,883$991,644.11 $5,091.421,387 Investment 2 17/06/2019 Future Development Reserve 16/09/2019 $570,397.74 2.07% 91 NAB $573,341.46 $2,943.72 1,859,446 2.00% Average rate 1,868,868 9,422 Investment 12 18/07/2019 Administration DiCom Project Reserve 18/08/2019 $302,957.78 1.56% 90 Commonwealth $304,123.13 $1,165.35

Total Funds Invested $1,859,908

3.2 Cash Analysis

Cash Analysis As at 31 July 2019

31-Jul-19 30-Jun-19 Movement Reserves Administration DiCOM Project Reserve 1,289,510 1,289,048 462 Future Development Reserve 570,398 570,398 0 Total Reserves 1,859,908 1,859,446 462

Unrestricted Cash Bankwest General Cheque A/C 886,914 300,135 586,779 Total Unrestricted Cash 886,914 300,135 586,779

Total Cash 2,746,822 2,159,581 587,241

Western Metropolitan Regional Council Monthly Management Accounts November 2018

4. Capital Expenditure

STATEMENT OF INVESTING ACTIVITIES As at 31 July 2019

Month YTD Actual YTD Budget Revised Movement Jun 2019 Jun 2019 Budget Land HHW area cover - Transfer Station 0 0 0 0 Total Land 0 0 0 0

Buildings HHW Carport Cover - Transfer Station 0 0 500 6,000 Total Buildings 0 0 500 6,000

Furniture & Equipment New Phone System - Admin Office 0 0 292 3,500 Office Items 747 747 0 0 Total Office Furniture 747 747 292 3,500

Plant & Equipment Suzuki Replacement 0 0 1,917 23,000 Silo Replacement 0 0 16,667 200,000 Silo Bay Back Flap 0 0 1,667 20,000 Safety Equipment 0 0 667 8,000 Portable Water Stations 0 0 625 7,500 Total Property, Plant & Equipment 0 0 21,542 258,500

Infrastructure Electric Gates - Transfer Station 0 0 417 5000 Replacement Fencing - Transfer Station 0 0 833 10000 HHW Plumbing for Carport Cover 0 0 500 6000 Total Infrastructure 0 0 1,750 21,000

Total Capital Expenditure 747 747 24,083 289,000

Western Metropolitan Regional Council Monthly Management Accounts November 2018

5. Revenue

July Revenue

Tipping Fees - Commercial, $29,028.65 , 13%

Tipping Fees - Problematic Waste, $1,881.98 , 1% Resident Services Fees, $21,726.02 , 10% Member Tipping Fees - Bulk Member tipping fees - Waste, $2,786.90 , 1% Landfill, $142,013.00 , 63% Recycling Income, $602.00 , 0%

Member tipping fees - Greenwaste, $5,823.70 , 3%

Non-member tipping fees - Greenwaste, $9,727.20 , 4% Member Tipping Fees - GO Bin, $4,203.04 , 2% Trailers - Greenwaste, $3,854.20 , 2% Grants, $490.91 , 0%

Fuel Tax Credits, $(127.05), 0%

Bank Account Interest, $158.53 , 0%

Western Metropolitan Regional Council Monthly Management Accounts November 2018

6. Actual v Budget Expenditure

Budget v Actuals Summary WESTERN METROPOLITAN REGIONAL COUNCIL 1 Jul 2019 to 30 Jul 2019

Actual Budget Var AUD Var % YTD Actual YTD Budget Var AUD Var % Income Revenue 1,182,471 1,211,760 (29,289) -2% 1,182,471 1,211,760 (29,289) -2% Total Income 1,182,471 1,211,760 (29,289) -2% 1,182,471 1,211,760 (29,289) -2%

Less Operating Expenses Administration 162,817 164,669 (1,852) -1% 162,817 164,669 (1,852) -1% Comms & Ed 29,034 31,310 (2,276) -7% 29,034 31,310 (2,276) -7% Governance 993 779 214 27% 993 779 214 27%

Transfer Station 278,543 325,209 (46,666) -14% 278,543 325,209 (46,666) -14% Total Operating Expenses 471,387 521,967 (50,580) -10% 471,387 521,967 (50,580) -10%

Net Profit 711,083 689,793 21,290 3% 711,083 689,793 21,290 3%

Monthly Management Accounts

August 2019

(For internal circulation only – 205.9)

Authorised as final version: S Frodsham

Date:

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove

Western Metropolitan Regional Council Monthly Management Accounts November 2018

CONTENTS Page

1. Financial Performance

2. Debtors and Creditors analysis

2.1 Top Ten Customers 14 2.2 Debtors Age Analysis 15 2.3 Top Ten Suppliers 16 2.4 Creditors Age Analysis 17

3. Treasury

3.1 Cash Invested 18 3.2 Cash Analysis 18

4. Capital Expenditure 19

5. Revenue 20

6. Expenditure 21

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance

1.1 Income Statement (by Nature and Type)

Statement of Comprehensive Income by Nature & Type 1 Aug 2019 to 30 Aug 2019

MONTH TO DATE YEAR TO DATE Prior YTD Budget Actual Budget Var AUD Var %YTD Actual YTD Budget Var AUD Var % Actual 2019/20 Revenue from Ordinary Activities Fees & Charges 229,669 256,669 (27,000) -11% 450,713 513,338 (62,625) -12% 221,045 3,080,036 Interest 3,598 3,823 (225) -6% 6,953 7,646 (693) -9% 3,355 45,880 Operating Grants, Subsidies and Contribution 967 83 884 1065% 1,458 166 1,292 778% 491 1,000 Other Income 559 25,875 (25,316) -98% 1,034 26,750 (25,716) -96% 475 47,600 Total Revenue from Ordinary Activities 234,794 286,450 (51,656) -18% 460,159 547,900 (87,741) -16% 225,365 3,174,516

Expenses from Ordinary Activities Depreciation & Amortisation (11,164) (10,499) (665) -6% (21,951) (20,998) (953) -5% (10,787) (125,989) Employee Costs (73,099) (127,986) 54,887 43% (214,658) (271,734) 57,076 21% (141,560) (1,562,355) Insurance 0 0 0 (36,259) (30,366) (5,893) -19% (36,259) (60,732) Materials & Contracts (337,179) (266,696) (70,483) -26% (585,072) (542,192) (42,880) -8% (247,893) (3,244,588) Other Expenses 28,901 (60,942) 89,843 147% (3,034) (121,884) 118,850 98% (31,935) (773,702) Utilities (1,099) (2,766) 1,667 60% (4,053) (3,682) (371) -10% (2,954) (12,850) Total Expenses from Ordinary Activities (393,639) (468,889) 75,250 16% (865,026) (990,856) 125,830 13% (471,387) (5,780,216) 0 Net Operating Position (158,845) (182,439) 23,594 13% (404,867) (442,956) 38,089 9% 0 (2,605,700) 0 Member Council Contributions 0 0 0 957,606 957,642 (36) 0% 957,606 1,915,283 Paid Parental Leave 0 0 0 0 0 0 0 0 Profit/(Loss) on Sale of Assets 0 0 0 (500) (7,332) 6,832 93% (500) (7,332) 0 0 Change in Net Assets From Operations (158,845) (182,439) 23,594 13% 552,238 507,354 44,884 9% 1,914,211 (697,749)

VARIANCES FOR THE MONTH

Fees and Charges Below budget due to lower than expected commercial & greenwaste tonnes

Operating Grants, Subsidies and Contributions Over budget due to receiving a grant from Nedlands Primary School

Other Income Below budget due to insurance recoveries not yet received

Employee Costs Under budget due to the dates on which payroll and accruals fall

Materials & Contracts Over budget due to landfill invoicing dates

Other Expenses Under budget due large refunds received 3

Western Metropolitan Regional Council Monthly Management Accounts November 2018

VARIANCES FOR THE YEAR TO DATE

Fees and Charges Below budget due to lower than expected commercial & greenwaste tonnes

Operating Grants, Subsidies and Contributions Over budget due to receiving a grant from Nedlands Primary School

Other Income Below budget due to insurance recoveries not yet received

Employee Costs Under budget due to less hours worked by casual staff

Other Expenses Under budget due large refunds received

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.2 Income Statement (by Program)

INCOME STATEMENT BY PROGRAM 1 Aug 2019 to 30 Aug 2019

MONTH TO DATE YEAR TO DATE Prior YTD Budget Actual Budget Var $ Var % YTD Actual YTD Budget Var $ Var % Actual 2019/20 Revenue from Ordinary Activities Community Amenities 231,355 282,877 (51,522) -18% 1,410,630 1,491,064 (80,434) -5% 1,179,275 3,131,636 General Purpose Funding 3,439 3,573 (134) -4% 6,635 7,146 (511) -7% 3,196 42,880 Total Revenue from Ordinary Activities 234,794 286,450 (51,656) -18% 1,417,264 1,498,210 (80,946) -5% 1,182,471 3,174,516

Expenses from Ordinary Activities Community Amenities 357,679 333,898 23,781 7% 659,720 687,180 (27,460) -4% 302,042 (5,727,471) Governance 35,960 134,991 (99,031) -73% 205,306 303,676 (98,370) -32% 169,346 (52,745) Total Expenses from Ordinary Activities 393,639 468,889 (75,250) -16% 865,026 990,856 (125,830) -13% 471,387 (5,780,216)

Net Operating Position (158,845) (182,439) 23,594 13% 552,238 507,354 44,884 9% 0 (2,605,700)

Funding Balance Adjustments Depreciation and amortisation on assets (11,164) (10,499) (665) -6% (21,951) (20,998) (953) -5% (10,787) 125,989 Asset Disposal - Profit/(Loss) 0 0 0 (500) (7,332) 6,832 93% (500) (7,332) Changes on Asset Revaluation 0 0 0 0% 0 0 0 0% 0 0 Movement in employee benefit provisions 1,364 0 1,364 0% 1,007 0 1,007 0% (357) 2,677

Capital Expenditure and Revenue Purchase of land and buildings 0 83 (83) -100% 0 1,000 (1,000) -100% 0 6,000 Purchase furniture 0 49 (49) -100% 747 583 164 28% 747 3,500 Purchase plant & equipment 0 3,590 (3,590) -100% 0 43,083 (43,083) -100% 0 258,500 Purchase infrastructure 0 292 (292) -100% 0 3,500 (3,500) -100% 0 21,000 Purchase works in progress 0 0 0 - 0 0 0 - 0 0 Asset Disposal - Profit/(Loss) 0 0 0 - 0 0 0 - 0 0 Transfers (to)/ from reserves 700,419 0 700,419 - 699,956 0 699,956 - (463) 0 Add: Surplus/(deficit) BFWD 745,308 745,308 0 - 756,668 756,668 0 - 756,668 756,668

Surplus/ (Deficit) 1,277,082 556,384 720,698 1,988,165 1,283,859 704,306 745,308 (1,438,698)

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1.3 Tonnage Data

August 2019 Waste Greenwaste Budget Actual Variance Budget Actual Variance

MEMBER COUNCILS

Subiaco 412 411 (1) 69 79 10 Claremont 195 268 73 129 0 (129) Cottesloe 150 134 (16) 149 75 (74) Mosman Park 154 156 2 169 65 (104) Peppermint Grove 14 62 48 14 21 7 925 1031 106 530 241 (289)

OTHER Commercial Customers 252 130 (122) 198 144 (54) Resident Services 128 133 5 42 70 28 380 262 (118) 240 214 (26)

TOTAL 1305 1293 (12) 770 455 (315)

Year to Date as at August 2019 Waste Greenwaste Budget Actual Variance Budget Actual Variance

MEMBER COUNCILS

Subiaco 824 816 (8) 137 154 17 Claremont 391 503 112 257 1 (256) Cottesloe 301 279 (22) 298 146 (152) Mosman Park 308 317 9 339 134 (205) Peppermint Grove 28 113 85 28 25 (3) 1852 2028 176 1059 460 (599)

OTHER Commercial Customers 503 266 (237) 395 251 (144) Resident Services 257 270 13 83 134 51 760 536 (224) 478 385 (93)

TOTAL 2612 2564 (48) 1537 845 (692)

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.3 Tonnage Data

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.4 Statement of Financial Position

Statement of Financial Position As at 31 August 2019

31-Aug-19 30-Jul-19 Movement

Curre nt Asse ts Cash 387,173 300,375 86,798 Reserves 2,560,328 1,859,446 700,882 Debtors 277,157 194,589 82,568 Accrued Income 7,061 1,320 5,742 Other Current Assets 4,050 4,050 0 Total Current Assets 3,235,769 2,359,779 875,990

Non-Current Assets Buildings 911,592 914,600 (3,008) Furniture & Equipment 17,294 12,791 4,504 Plant & Equipment 520,913 525,097 (4,184) Infrastructure 634,752 638,800 (4,048) Intangibles 56,254 56,947 (693) Total Non-Current Assets 2,140,805 2,148,235 (7,430)

Total Assets 5,376,574 4,508,014 868,560

Current Liabilities Creditors 496,141 164,125 332,016 Provisions for Leave 244,830 241,093 3,736 Accruals 24,989 47,066 (22,078) Total Current Liabilities 765,959 452,285 313,675

Non-Current Liabilities LSL Non-Current Provision 21,751 19,379 2,372 Total Non-Current Liabilities 21,751 19,379 2,372

Total Liabilities 787,710 471,664 316,047

Net Assets 4,588,864 4,036,351 552,513

Equity Retained Earnings 1,488,382 1,637,025 (148,644) Reserves 2,560,328 1,859,446 700,882 Asset Revaluation Reserve 540,154 539,879 275

Total Equity 4,588,864 4,036,351 552,513

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.5 Net Current Assets

Net Current Assets As at 31 August 2019

31-Aug-19 30-Jul-19 Movement Current Assets Cash 387,173 887,275 (500,102) Reserves 2,560,328 1,859,908 700,419 Debtors 277,157 574,646 (297,489) Accrued Income 7,061 4,053 3,008 Other Current Assets 4,050 4,050 0

Total Current Assets 3,235,768.74 3,329,933.00 (94,164.26)

Current Liabilities Creditors 496,141 409,990 86,151 Provisions for Leave 244,830 240,407 4,422 Accruals 24,989 62,959 (37,970) Total Current Liabilities 765,959.41 713,356.61 52,602.80

Net Assets 2,469,809.33 2,616,576.39 (146,767.06)

Less Reserves - Restricted Cash 2,560,328 1,859,908 700,419

Net Current Funding Position (90,518.22) 756,668.18 (847,186.40)

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.6 Cash Flow Statement

STATEMENT OF CASH FLOWS As at 31 August 2019

ACTUAL FULL YEAR TO DATE ACTUAL 2019/2020 2018/2019 CASH FLOWS FROM OPERATING ACTIVIES

Receipts Fees and charges 533,282 4,117,661 Operating grants, subsidies and contributions 1,458 1,116,576 Interest earnings 6,953 116,360 Other revenue 1,034 89,561 Receipts from operations 542,728 5,440,158

Payment Employee costs (208,550) (1,454,953) Materials and contracts (585,072) (3,825,831) Utility charges (4,053) (12,719) Insurance Expenses (36,259) (57,840) GST received/ (paid) 0 (68,372) Other expenses (3,034) (915,172) Payments from operations (836,967) (6,334,887)

NET CASH PROVIDED BY OPERATING ACTIVITIES (294,239) (894,729)

CASH FLOWS FROM FINANCING ACTIVIES Cash receipts from sale of investments 0 0 NET CASH PROVIDED BY FINANCING ACTIVIES 0 0

SUMMARY OF CASH FLOWS Net increase/ (decrease) in cash and cash equivalents 663,613 (894,729) Cash and cash equivalents at the beginning of the year 2,159,822 3,054,551

CASH AND CASH EQUIVALENTS AT THE END OF THE MONTH 2,823,435 2,159,822

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.7 Statement of Changes in Equity

Statement of Changes in Equity As at 31 August 2019

31-Aug-19 30-Jul-19 Movement

Equity Administration DiCOM Project Reserve 1,989,930 1,289,510 700,419 Asset Revaluation Reserve 540,154 540,154 0 Current Year Earnings 552,238 711,083 (158,845) Future Development Reserve 570,398 570,398 0 Retained Earnings 763,185 763,185 0 Suspense 4,608 3,237 1,372 Total Equity 4,420,513 3,877,567 542,946

Reserves Transfers to/from Reserves 172,959 873,378 (700,419) Total Reserves 172,959 873,378 (700,419)

Total Equity 4,593,472 4,750,946 (157,474)

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1.8 Reserves (cash backed)

STATEMENT OF RESERVES As at 31 August 2019

Administration Future DiCOM Project Development Total Reserve Reserve

Opening Balance 1,289,510 570,398 1,859,908

Interest on investments 419 0 419

Transfer from Operating Surplus 0 0 0

Transfer from Retained Surplus 0 0 0 . Transfer to Operating Surplus 700,000 0 700,000 0 Transfer to Retained Surplus 0 0 0

Closing Balance 1,989,929 570,398 2,560,327

Reserves Summary

As at 31 August 2019

31-Aug-19 30-Jul-19 Movement Inve stme nts Investment 1 986,553 986,553 0 Investment 2 570,398 570,398 0 Investment 12 303,377 302,958 419 Investment 13 400,000 0 400,000 Investment 14 100,000 0 100,000 Investment 15 200,000 0 200,000 Total Investments 2,560,328 1,859,908 700,419

Reserves Administration DiCOM Project Reserve 1,989,929 1,289,510 700,419 Future Development Reserve 570,398 570,398 0 Total Reserves 2,560,327 1,859,908 700,419

Western Metropolitan Regional Council Monthly Management Accounts November 2018

1. Financial Performance (continued)

1.9 Key Performance Indicators

FINANCIAL RATIOS As at 31 August 2019

Current Ratio

Current Assets 3,235,769 LESS: Restricted Current Assets (2,560,328) 675,441 = 0.8818 Current Liabilities 765,959 765,959 LESS: Liabilities Associated with restricted assets

This is ratio is designed to focus on the liquidity position of a local government that has arisen from past year’s transactions. The target for the above ratio should be at or above 1

Operating Surplus Ratio

Operating Revenue 460,159 LESS: Operating Expense (865,026) (404,867) = -0.8618 Own Source Operating Revenue 469,795 469,795

Own Source Operating Revenue

Own Source Operating Revenue 469,795 469,795 = 0.5431 Operating Expense 865,026 865,026

This ratio is the measurement of a local government’s ability to cover its costs through its own revenue efforts. The target to achieve an advanced standard is greater than 90% (0.90)

The Operating Surplus Ratio meets the target recommended by the Department of Local Government and Communities.

Both the Current Ratio and the Own Source Operating Revenue ratios do not meet their targets because of the ongoing legal fees expenditure.

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2. Debtors and Creditors Analysis

2.1 Top Ten Customers

TOP TEN CUSTOMERS - Aug 2019 Previous Ranking Name $ excl GST Period Month 1 City of Subiaco $62,474.70 Aug-19 1 2 Town of Claremont $43,031.30 Aug-19 2 3 Town of Mosman Park $25,212.85 Aug-19 3 4 Town of Cottesloe $20,946.45 Aug-19 4 5 Shire of Peppermint Grove $10,440.53 Aug-19 6 6 Town of Cambridge $4,346.18 Aug-19 - 7 Cleanaway Pty Ltd $3,360.13 Aug-19 9 8 City of Nedlands $3,183.92 Aug-19 - 9 West to West Group $3,050.91 Aug-19 8 10 SOLO Resource Recovery $2,529.60 Aug-19 -

TOP TEN CUSTOMERS - YEAR TO DATE Previous Ranking Name $ excl GST Period Month 1 City of Subiaco $474,123.91 Jul 19 - Jun 20 1 2 Town of Claremont $300,160.14 Jul 19 - Jun 20 2 3 Town of Mosman Park $236,837.76 Jul 19 - Jun 20 3 4 Town of Cottesloe $211,261.39 Jul 19 - Jun 20 4 5 Shire of Peppermint Grove $53,856.27 Jul 19 - Jun 20 5 6 West to West Group $6,028.00 Jul 19 - Jun 20 - 7 City of Nedlands $5,459.40 Jul 19 - Jun 20 - 8 SOLO Resource Recovery $4,700.00 Jul 19 - Jun 20 - 9 Town of Cambridge $4,673.43 Jul 19 - Jun 20 - 10 Suez Recycling & Recovery Pty Ltd $3,858.92 Jul 19 - Jun 20 -

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2. Debtors and Creditors Analysis (continued)

2.2 Debtors Age Analysis

AGED DEBTOR ANALYSIS As at 31 August 2019

Current ($) <1 Month ($) 1 month ($) 2 month ($) Older ($) Total ($) Member Councils City of Subiaco 50,398 42,625 0 0 0 93,024 Town of Cottesloe 15,929 21,395 5,664 0 0 42,988 Town of Claremont 30,646 16,688 0 0 0 47,334 Town of Mosman Park 18,751 8,983 0 0 0 27,734 Shire of Peppermint Grove 9,071 9,542 1,881 0 0 20,494

Total 124,795 99,234 7,546 0 0 231,575 54% 43% 3% 0% 0% 100%

Non-members Almond Gardens & Maintenance 0 40 113 77 0 230 Central Psychiatric Service 96 0 0 0 0 96 City of Nedlands 1,586 3,387 493 0 646 6,112 City of Perth 37 64 10 0 0 110 Cleanaway Pty Ltd 2,240 1,258 0 0 0 3,499 Davidson Projects Pty Ltd 300 1,488 745 0 0 2,533 Hancock Prospecting Pty Ltd 185 0 0 0 0 185 Landscapes for Life 555 93 0 0 0 648 Martin Cuthbert Landscapes 362 800 611 280 0 2,053 Methodist Ladies College 80 0 0 0 0 80 More Than A Mow 77 0 0 0 0 77 Perth Bin Hire 0 739 0 0 0 739 Perth TLC Group 342 145 0 0 0 487 Project West 1,655 446 0 0 0 2,101 Sir Charles Gairdner Hospital 874 300 0 0 0 1,174 SOLO Resource Recovery 1,360 1,422 0 0 0 2,783 Suez Recycling & Recovery Pty Ltd 1,382 784 0 0 0 2,166 The Claremont Gardener 80 0 0 0 0 80 Tidy Up 1,142 1,338 1,347 0 0 3,827 Town of Cambridge 4,661 120 0 0 0 4,781 Transpacific Cleanaway T/A Multiskip 296 229 0 0 0 525 UWA Campus Management 559 880 0 0 0 1,439 West to West Group 1,903 1,453 0 0 0 3,356 Total 19,772 14,986 3,320 357 646 39,082 51% 38% 8% 1% 2% 100%

Grand Total 144,567 114,220 10,865 357 646 270,656 53% 42% 4% 0% 0% 100%

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2.3 Top Ten Suppliers

TOP TEN SUPPLIERS - Auf 2019 Previous Ranking Name $ excl GST Period Month 1 Jones Day $228,331.24 Aug-19 1 2 City of Rockingham $209,515.17 Aug-19 - 3 Perth Bin Hire $34,582.31 Aug-19 - 4 Craneswest (WA) Pty Ltd $16,194.40 Aug-19 4 5 West Tip Waste Management $14,250.00 Aug-19 3 6 Peter Ward $12,768.00 Aug-19 - 7 Cleanaway Pty Ltd $9,444.30 Aug-19 - 8 Churchill Strata $8,172.79 Aug-19 - 9 Anne Lake Consultantancy $5,000.00 Aug-19 8 10 Community Resources Limited (Soft Landing mat $4,135.58 Aug-19 -

TOP TEN SUPPLIERS - YEAR TO DATE Previous Ranking Name $ excl GST Period Month 1 City of Rockingham $357,852.72 Jul 19 - Jun 20 1 2 Jones Day $228,331.24 Jul 19 - Jun 20 5 3 Peter Ward $57,670.36 Jul 19 - Jun 20 - 4 LGISWA $38,834.59 Jul 19 - Jun 20 4 5 Perth Bin Hire $34,582.31 Jul 19 - Jun 20 3 6 Craneswest (WA) Pty Ltd $33,119.72 Jul 19 - Jun 20 - 7 West Tip Waste Management $31,032.78 Jul 19 - Jun 20 7 8 Super Choice $21,977.87 Jul 19 - Jun 20 - 9 Churchill Strata $12,873.70 Jul 19 - Jun 20 9 10 LGIS - Insurance broking $12,356.97 Jul 19 - Jun 20 -

Western Metropolitan Regional Council Monthly Management Accounts November 2018

2. Debtors and Creditors Analysis (continued)

2.4 Creditors Age Analysis

Aged Creditor Analysis As at 31 August 2019

Contact Current < 1 Month 1 Month 2 Months Older Total ABR Security 100 0 0 0 0 100 Access Cleaning Services 440 0 0 0 0 440 All Quality Panel and Paint NC Star H 0 1,000 0 0 0 1,000 Anne Lake Consultantancy 0 5,500 0 0 0 5,500 Australia Post 0 1 0 0 0 1 BOC Limited 247 34 0 0 0 281 Caltex Australia 119 0 0 0 0 119 Churchill Strata 110 0 0 0 0 110 City of Rockingham 63,096 79,290 0 0 0 142,386 Claw Environmental Pty. Ltd. 206 0 0 0 0 206 Cleanaw ay Pty Ltd 4,131 6,258 0 0 0 10,389 Commandacom Pty Ltd 295 0 0 0 0 295 Community Resources Limited (Soft 1,867 2,682 0 0 0 4,549 Cranesw est (WA) Pty Ltd 17,814 0 0 0 0 17,814 Department of Transport #3986274 386 0 0 0 0 386 Di Lena Metal Supplies 555 0 0 0 0 555 Elan Energy Matrix Pty.Ltd. 225 0 0 0 0 225 Expressw ay Civic P/L (78) 0 0 0 0 (78) Heatley Sales Pty Ltd 224 0 0 0 0 224 Hosemasters 129 0 0 0 0 129 Iron Mountain AU Group Pty. Ltd. 165 0 0 0 0 165 JH Computer Services 1,384 0 0 0 0 1,384 Jones Day 53,570 197,595 0 0 0 251,164 Laura Monisse 17 0 0 0 0 17 Marketforce Express 2,865 0 0 0 0 2,865 Mini-Tankers Australia Pty Ltd (Refu1,823 0 0 0 0 1,823 National Storage - Subiaco 196 0 0 0 0 196 Paypac Payroll Services Pty Ltd 17 0 0 0 0 17 Perth Bin Hire 38,041 0 0 0 0 38,041 Peter Ward 14,045 0 0 0 0 14,045 Post New spapers 815 0 0 0 0 815 Precision Tool Engineering 440 0 0 0 0 440 Saferight Pty Ltd 1,760 0 0 0 0 1,760 Specialized Cleaning Group Pty Ltd 2,298 0 0 0 0 2,298 Splendid Enterprises Pty Ltd T/A So 3,458 0 0 0 0 3,458 Statew ide Security (WA) Pty Ltd 2,072 0 0 0 0 2,072 Synergy 0 425 0 0 0 425 Telstra 365 63 0 0 0 428 WALGA 770 0 0 0 0 770 Waste Stream Management 0 554 0 0 0 554 West Tip Waste Management 15,675 0 0 0 0 15,675 Workpow er Inc. 323 0 0 0 0 323 Total Aged Payables 230,288 293,402 0 0 0 523,690

Western Metropolitan Regional Council Monthly Management Accounts November 2018

3. Treasury

Investments As at 31 August 2019

Inve st Date Reserve Fund Maturity Amount Current Term Bank Maturity Gross No. Invested Date Invested Rate (da ys) Lodged Amount Interest

Investment 1 17/06/2019 Administration DiCOM Project Reserve 16/09/2019 $986,552.69 2.07% 91 NAB $991,644.11 $5,091.42 Investment 2 17/06/2019 Future Development Reserve 16/09/2019 $570,397.74 2.07% 91 NAB $573,341.46 $2,943.72 Investment 12 20/08/2019 Administration DiCom Project Reserve 19/09/2019 $303,377.12 1.56% 30 Commonwealth $303,766.11 $388.99 Investment 13 22/08/2019 Administration DiCom Project Reserve 21/10/2019 $100,000.00 1.69% 60 Commonwealth $100,277.81 $277.81 Investment 14 22/08/2019 Administration DiCom Project Reserve 20/11/2019 $400,000.00 1.72% 90 Commonwealth $401,696.44 $1,696.44 Investment 15 22/08/2019 Administration DiCom Project Reserve 20/11/2019 $200,000.00 1.72% 90 Commonwealth $200,848.22 $848.22

Total Funds Invested $2,560,327

3.1 Cash Invested

3.2 Cash Analysis

Cash Analysis As at 31 August 2019

31-Aug-19 30-Jul-19 Movement Reserves Administration DiCOM Project Reserve 1,989,930 1,289,510 700,419 Future Development Reserve 570,398 570,398 0 Total Reserves 2,560,328 1,859,908 700,419

Unrestricted Cash Bankwest General Cheque A/C 386,688 886,914 (500,226) Total Unrestricted Cash 386,688 886,914 (500,226)

Total Cash 2,947,015 2,746,822 200,193

Western Metropolitan Regional Council Monthly Management Accounts November 2018

4. Capital Expenditure

STATEMENT OF INVESTING ACTIVITIES As at 31 August 2019

Month YTD Actual YTD Budget Revised Movement 2019 Jun 2019 Budget Land HHW area cover - Transfer Station 0 0 0 0 Total Land 0 0 0 0

Buildings HHW Carport Cover - Transfer Station 0 0 1,000 6,000 Total Buildings 0 0 1,000 6,000

Furniture & Equipment New Phone System - Admin Office 0 0 583 3,500 Office Items 0 747 0 0 Total Office Furniture 0 747 583 3,500

Plant & Equipment Suzuki Replacement 0 0 3,833 23,000 Silo Replacement 0 0 33,333 200,000 Silo Bay Back Flap 0 0 3,333 20,000 Safety Equipment 0 0 1,333 8,000 Portable Water Stations 0 0 1,250 7,500 Total Property, Plant & Equipment 0 0 43,083 258,500

Infrastructure Electric Gates - Transfer Station 0 0 833 5000 Replacement Fencing - Transfer Station 0 0 1,667 10000 HHW Plumbing for Carport Cover 0 0 1,000 6000 Total Infrastructure 0 0 3,500 21,000

Total Capital Expenditure 0 747 48,167 289,000

Western Metropolitan Regional Council Monthly Management Accounts November 2018

5. Revenue

Western Metropolitan Regional Council Monthly Management Accounts November 2018

6. Actual v Budget Expenditure

Budget v Actuals Summary WESTERN METROPOLITAN REGIONAL COUNCIL 1 Aug 2019 to 30 Aug 2019

Actual Budget Var AUD Var % YTD Actual YTD Budget Var AUD Var % Income Revenue 234,794 286,450 (51,656) -18% 1,417,264 1,498,210 (80,946) -5% Total Income 234,794 286,450 (51,656) -18% 1,417,264 1,498,210 (80,946) -5%

Less Operating Expenses Administration 30,965 130,975 (100,010) -76% 193,782 295,644 (101,862) -34% Comms & Ed 16,685 28,411 (11,726) -41% 45,719 59,721 (14,002) -23% Governance (236) 779 (1,015) -130% 757 1,558 (801) -51% Transfer Station 346,226 308,724 37,502 12% 624,768 633,933 (9,165) -1% Total Operating Expenses 393,639 468,889 (75,250) -16% 865,026 990,856 (125,830) -13%

Net Profit (158,845) (182,439) 23,594 13% 552,238 507,354 44,884 9%

WMRC Payables Report July 2019 WESTERN METROPOLITAN REGIONAL COUNCIL For the period 1 July 2019 to 31 July 2019

Date Source Description Reference Credit

01 Jul 2019 Spend Money Caltex Australia Fuel 181.79 01 Jul 2019 Spend Money Bankwest Fees 16.00 01 Jul 2019 Spend Money Bankwest Fees 10.00 01 Jul 2019 Payable Payment Payment: Westpac Bank Merchant fees 360.00 05 Jul 2019 Payable Payment Payment: Post Newspapers Advertising 1,319.70 05 Jul 2019 Payable Payment Payment: West Tip Waste Management Annual develop. Project 1,372.91 05 Jul 2019 Spend Money Churchill Strata Qtly Levy 1,651.00 05 Jul 2019 Payable Payment Payment: Hazel Hodgkins Staff reimbursement 44.75 05 Jul 2019 Payable Payment Payment: Covs Parts Pty Ltd General plant maint. 111.46 05 Jul 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage e-waste 1,210.00 05 Jul 2019 Payable Payment Payment: Iron Mountain Archiving storage 165.00 05 Jul 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage e-waste 242.00 05 Jul 2019 Payable Payment Payment: Pentanet Pty Ltd Internet 124.95 05 Jul 2019 Payable Payment Payment: Fuji Xerox Printer 5.79 05 Jul 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage e-waste 433.74 05 Jul 2019 Payable Payment Payment: HR Central IT Software 396.00 05 Jul 2019 Payable Payment Payment: Access Cleaning Services Cleaning contractor 462.00 05 Jul 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage - Bulk 11,743.71 05 Jul 2019 Payable Payment Payment: Australia Post Mail/ Postage 80.19 05 Jul 2019 Payable Payment Payment: Hecs Fire Building maintenance 2,713.43 05 Jul 2019 Payable Payment Payment: Pentanet Pty Ltd Internet 124.95 05 Jul 2019 Payable Payment Payment: Expo Group Problem waste collection signage 480.00 05 Jul 2019 Payable Payment Payment: 'the Fruit Box' Office supplies 118.60 05 Jul 2019 Payable Payment Payment: Heatley Sales Pty Ltd PPE 201.39 05 Jul 2019 Payable Payment Payment: Atom Supply Miscellaneous 88.29 05 Jul 2019 Payable Payment Payment: Bell, Alexandra Staff reimbursement 279.60 05 Jul 2019 Payable Payment Payment: Curtin Heritage Living Rent 5,141.18 05 Jul 2019 Payable Payment Payment: Western Lockservice Security monitoring 370.80 05 Jul 2019 Payable Payment Payment: Key2Creative Advertising 462.00 05 Jul 2019 Payable Payment Payment: Marketforce Express Annual develop. Project 20,806.50 05 Jul 2019 Payable Payment Payment: Laura Monisse Staff reimbursement 29.77 05 Jul 2019 Payable Payment Payment: Access Cleaning Services Cleaning contractor 440.00 05 Jul 2019 Payable Payment Payment: Jordan Isles Office expenses 220.00 05 Jul 2019 Payable Payment Payment: WesTrac Equipment maintenance 1,156.28 05 Jul 2019 Payable Payment Payment: Heatley Sales Pty Ltd PPE 408.92 05 Jul 2019 Payable Payment Payment: City of Rockingham Tipping fees 71,743.29 09 Jul 2019 Spend Money Wages PPE 07.07.2019 34,015.98 09 Jul 2019 Spend Money Super Choice Superannuation 16,664.30 10 Jul 2019 Payable Payment Payment: Caitlin Monisse Wages WMRC 1,365.50 11 Jul 2019 Spend Money Churchill Strata Rent 3,300.00 11 Jul 2019 Payable Payment Payment: Peter Ward Legal fees 14,264.31 22 Jul 2019 Spend Money Wages PPE 21.07.2019 33,703.19 23 Jul 2019 Spend Money Super Choice Superannuation 5,313.57 23 Jul 2019 Spend Money Wages PPE 021.07.19 749.35 30 Jul 2019 Spend Money Synergy Electricity 296.00 01 Jul 2019 Spend Money BMT Micro Incorporated IT Software 131.45 01 Jul 2019 Spend Money Officeworks Office supplies 29.98 01 Jul 2019 Spend Money Bankwest Bank & Card facility fees 99.00 01 Jul 2019 Spend Money Pay*Taskers Office expenses 211.33 02 Jul 2019 Spend Money Creative Matboards and Framing Office move 100.00 03 Jul 2019 Spend Money Bankwest Fees 3.88 09 Jul 2019 Spend Money Officeworks Office expenses 89.99 13 Jul 2019 Spend Money Community Coffee Co. Office move 22.00 13 Jul 2019 Spend Money Delisio Office move 26.00 13 Jul 2019 Spend Money Farmer Jacks - Subiaco Office move 8.48 13 Jul 2019 Spend Money Farmer Jacks - Subiaco Office move 74.53 13 Jul 2019 Spend Money 1800 Move It Central Pty Ltd Office move 1,829.50 15 Jul 2019 Spend Money Australia Post Mail redirection/ Office move 570.15 16 Jul 2019 Spend Money Harvey Norman Office additions 886.90 17 Jul 2019 Spend Money EDO Japanese BBQ Office move 8.99 17 Jul 2019 Spend Money Saferight Pty Ltd Training & Certification 238.50 19 Jul 2019 Spend Money Master Card - Stefan Frodsham Advance payment 5,000.00 19 Jul 2019 Spend Money Bankwest Bank & Card facility fees 10.00 25 Jul 2019 Spend Money Canva ABN 80158929938 MC - Subscription online 17.99 25 Jul 2019 Spend Money Bankwest Fees 0.53 26 Jul 2019 Spend Money Goods Pluming and Gas Building maintenance 178.20 29 Jul 2019 Spend Money Subiaco Hotel Staff Xmas party deposit 350.00 30 Jul 2019 Spend Money Community Coffee Co. Office expenses 8.00 09 Jul 2019 Spend Money Town of Cambridge Employee travel exp. 4.35 10 Jul 2019 Spend Money Bunnings Homebase Stationary 67.00 15 Jul 2019 Spend Money Gumtree Office expenses 80.00 16 Jul 2019 Spend Money Transperth Employee travel exp. 6.40 16 Jul 2019 Spend Money Gumtree Office expenses 15.00 19 Jul 2019 Spend Money Officeworks Stationary 7.65 19 Jul 2019 Spend Money Bunnings Homebase Office expenses 42.45 19 Jul 2019 Spend Money Subiaco Lotteries & News Office expenses 1.70 22 Jul 2019 Spend Money Transperth Employee travel exp. 9.60 24 Jul 2019 Spend Money Cook Street Parking Employee travel exp. 5.15 TOTAL $ 244,522.89 WMRC Payables Report August 2019 WESTERN METROPOLITAN REGIONAL COUNCIL For the period 1 August 2019 to 31 August 2019

Date Source Description Reference Credit

01 Aug 2019 Payable Payment Payment: Telstra Mobiles 364.99 01 Aug 2019 Spend Money Bankwest Bank fees 19.20 01 Aug 2019 Spend Money Westpac Bank Merchant fees 413.79 01 Aug 2019 Spend Money Bankwest Bank fees 10.00 05 Aug 2019 Spend Money Wages PPE 190804 35,645.24 06 Aug 2019 Payable Payment Payment: Access Cleaning Services Cleaning contractor 462.00 06 Aug 2019 Payable Payment Payment: Mini-Tankers Fuel 1,758.03 06 Aug 2019 Payable Payment Payment: Key2Creative Promotional Materials 1,595.00 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1DWP339 Registration 250.50 06 Aug 2019 Payable Payment Payment: Local Government Professionals Membership 531.00 06 Aug 2019 Payable Payment Payment: DocuSign IT Software 3,300.00 06 Aug 2019 Payable Payment Payment: Access Cleaning Services Cleaning contractor 440.00 06 Aug 2019 Payable Payment Payment: City of Rockingham Tipping fees 77,659.78 06 Aug 2019 Payable Payment Payment: Hecs Fire Fire equipment servicing 363.00 06 Aug 2019 Spend Money SuperChoice Superannuation 5,852.73 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1TJJ736 24.00 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1CKH936 386.10 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1GDD018 386.10 06 Aug 2019 Payable Payment Payment: Trident Signs Office move 187.00 06 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage E-waste & Recycling 254.76 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1TKM510 24.00 06 Aug 2019 Payable Payment Payment: Hecs Fire Fire equipment servicing 397.10 06 Aug 2019 Payable Payment Payment: Community Resources Limited (Soft Landing mattress recycling) Haulage Problematic waste 1,366.20 06 Aug 2019 Payable Payment Payment: St John Ambulance Australia (Western Australia) Training 356.19 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1TCM977 24.00 06 Aug 2019 Payable Payment Payment: Key2Creative Promotional Materials 2,453.00 06 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage Problematic waste 328.41 06 Aug 2019 Payable Payment Payment: Australia Post Mail/ postage 97.23 06 Aug 2019 Payable Payment Payment: Expo Signage and Digital Pty Ltd Problem Wastes Collection 480.00 06 Aug 2019 Payable Payment Payment: Forget Your Books Pty Ltd Bookkeeping/ Accountant consultant 2,428.25 06 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage - Bulk 4,270.44 06 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage E-waste & Recycling 726.00 06 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage E-waste & Recycling 433.74 06 Aug 2019 Payable Payment Payment: Iron Mountain Archive storage 165.00 06 Aug 2019 Payable Payment Payment: Specialized Cleaning Group Pty Ltd (Clean Sweep WA) Street sweeping 1,021.12 06 Aug 2019 Payable Payment Payment: Planning Solutions (Aust) Pty Ltd Consultant - Planning 1,281.50 06 Aug 2019 Payable Payment Payment: West Tip Waste Management Haulage - Silos 14,944.67 06 Aug 2019 Payable Payment Payment: Electrical Nett Building maintenance 2,446.29 06 Aug 2019 Payable Payment Payment: Craneswest (WA) Pty Ltd Haulage - Greenwaste 15,250.09 06 Aug 2019 Payable Payment Payment: Paxon Group Bookkeeping/ Accountant consultant 1,963.50 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1ASM625 79.35 06 Aug 2019 Payable Payment Payment: Department of Transport #39862744 1EMT974 116.10 06 Aug 2019 Payable Payment Payment: Expressway Civic P/L Courier 139.59 06 Aug 2019 Payable Payment Payment: Peter Ward Legal fees 35,128.29 06 Aug 2019 Payable Payment Payment: Telstra Landlines 365.93 06 Aug 2019 Payable Payment Payment: 'the Fruit Box' Office supplies 29.65 06 Aug 2019 Payable Payment Payment: Hecs Fire Fire equipment servicing 198.00 06 Aug 2019 Payable Payment Payment: Paypac Payroll Services Pty Ltd Office expenses 586.83 07 Aug 2019 Payable Payment Payment: HR Central IT Software 3,696.00 07 Aug 2019 Payable Payment Payment: Caltex Australia Fuel 140.06 12 Aug 2019 Spend Money Churchill Strata Rent 3,300.00 15 Aug 2019 Spend Money Synergy Electricity 495.80 16 Aug 2019 Payable Payment Payment: Precision Fluid Power Maintenance - NCH Hoists 294.66 16 Aug 2019 Payable Payment Payment: Mini-Tankers Fuel 1,820.82 16 Aug 2019 Payable Payment Payment: LGISWA Insurance 14,948.08 16 Aug 2019 Payable Payment Payment: Heatley Sales Pty Ltd PPE 425.82 16 Aug 2019 Payable Payment Payment: Toolmart General plant maintenance 103.85 16 Aug 2019 Payable Payment Payment: Pentanet Pty Ltd Internet 410.00 16 Aug 2019 Payable Payment Payment: Cannon hygiene Australia Pty Ltd Office expenses 57.41 16 Aug 2019 Payable Payment Payment: JH Computer Services IT equipment 1,066.99 16 Aug 2019 Payable Payment Payment: The Fruit Box Office supplies 118.60 16 Aug 2019 Payable Payment Payment: JH Computer Services Plant & Equipment at cost 637.82 16 Aug 2019 Payable Payment Payment: City of Rockingham Tipping fees 85,511.53 16 Aug 2019 Payable Payment Payment: City of Rockingham Tipping fees 88,080.21 16 Aug 2019 Payable Payment Payment: Planning Solutions (Aust) Pty Ltd Planning consultant 220.00 16 Aug 2019 Payable Payment Payment: LGIS - Insurance broking Insurance 467.50 16 Aug 2019 Payable Payment Payment: Stefan Frodsham Staff reimbursement 37.10 16 Aug 2019 Payable Payment Payment: More Than A Mow General grounds maintenance 520.00 16 Aug 2019 Payable Payment Payment: Precision Fluid Power Maintenance - NCH Hoists 460.78 16 Aug 2019 Payable Payment Payment: Community Resources Limited (Soft Landing mattress recycling) Other problematic waste 1,534.80 16 Aug 2019 Payable Payment Payment: Waste Stream Management Haulage - other promlematic waste 871.20 16 Aug 2019 Payable Payment Payment: JH Computer Services Plant & Equipment at cost 1,045.00 16 Aug 2019 Payable Payment Payment: AIT Specialists Pty Ltd Fuel Tax Credits 127.05 16 Aug 2019 Payable Payment Payment: Key2Creative Signage shopfront 2,380.00 16 Aug 2019 Payable Payment Payment: Docu-Shred Office expenses 60.50 16 Aug 2019 Payable Payment Payment: Heatley Sales Pty Ltd PPE 374.07 16 Aug 2019 Payable Payment Payment: Precision Fluid Power Maintenance - NCH Hoists 418.00 16 Aug 2019 Payable Payment Payment: Churchill Strata Garage remotes 220.00 16 Aug 2019 Payable Payment Payment: City of Wanneroo Portability of entitlements LSL 2,522.73 16 Aug 2019 Payable Payment Payment: RAC Business Wise Vehicle costs 294.05 16 Aug 2019 Payable Payment Payment: Telstra Mobiles 364.99 16 Aug 2019 Payable Payment Payment: Worldwide Printing (O'Connor) Promotional Materials 438.31 16 Aug 2019 Payable Payment Payment: JH Computer Services Plant & Equipment at cost 2,395.80 16 Aug 2019 Payable Payment Payment: Expressway Civic P/L Courier 560.40 16 Aug 2019 Payable Payment Payment: Key2Creative Advertising 154.00 16 Aug 2019 Payable Payment Payment: Access Cleaning Services Cleaning contractor 264.00 16 Aug 2019 Payable Payment Payment: West Tip Waste Management Haulage - Silos 18,461.06 16 Aug 2019 Payable Payment Payment: SOS Switched Onto Safety IT Software 1,595.00 16 Aug 2019 Payable Payment Payment: Commandacom Pty Ltd Landlines 7,166.50 16 Aug 2019 Payable Payment Payment: Marketforce Express Annual Development Project 1,100.00 16 Aug 2019 Payable Payment Payment: Key2Creative Promotional Materials 440.00 16 Aug 2019 Payable Payment Payment: JH Computer Services IT Software 1,482.80 16 Aug 2019 Payable Payment Payment: Andrea Christie Staff reimbursement 200.00 16 Aug 2019 Payable Payment Payment: LGIS - Insurance broking Insurance 2,527.39 16 Aug 2019 Payable Payment Payment: Marketforce Express Advr 575.39 16 Aug 2019 Payable Payment Payment: National Storage - Subiaco Storage fees 222.80 16 Aug 2019 Payable Payment Payment: Precision Fluid Power Maintenance - NCH Hoists 799.39 16 Aug 2019 Payable Payment Payment: Cannon hygiene Australia Pty Ltd Office expenses 413.16 16 Aug 2019 Payable Payment Payment: JH Computer Services Plant & Equipment at cost 121.00 16 Aug 2019 Payable Payment Payment: Post Newspapers Advertising 1,123.98 16 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage - E-waste 318.45 16 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage - E-waste 1,210.00 16 Aug 2019 Payable Payment Payment: Curtin Heritage Living Rent 3,006.07 16 Aug 2019 Payable Payment Payment: LGISWA Insurance 918.16 16 Aug 2019 Payable Payment Payment: Forget Your Books Pty Ltd Bookkeeping/ Accountant consultant 1,732.50 16 Aug 2019 Payable Payment Payment: JH Computer Services Plant & Equipment at cost 1,980.00 16 Aug 2019 Payable Payment Payment: Total Supplies Office supplies 268.40 16 Aug 2019 Payable Payment Payment: Cleanaway Pty Ltd Haulage - E-waste 216.87 16 Aug 2019 Payable Payment Payment: Transperth Employee travel expenses 50.00 16 Aug 2019 Payable Payment Payment: Jordan Isles Handyman office move 400.00 16 Aug 2019 Payable Payment Payment: LGIS - Insurance broking Insurance 3,434.95 16 Aug 2019 Payable Payment Payment: LGISWA Insurance 16,425.98 16 Aug 2019 Payable Payment Payment: Craneswest (WA) Pty Ltd Haulage - Greenwaste 18,617.85 16 Aug 2019 Payable Payment Payment: Water Corporation Utilities/ Rates 896.93 16 Aug 2019 Payable Payment Payment: Key2Creative Promotional Materials 1,991.00 16 Aug 2019 Payable Payment Payment: LGIS - Insurance broking Insurance 7,162.83 16 Aug 2019 Payable Payment Payment: Hecs Fire Fire equipment servicing 363.00 16 Aug 2019 Payable Payment Payment: LGISWA Insurance 10,425.84 16 Aug 2019 Payable Payment Payment: Total Supplies Office supplies 583.70 16 Aug 2019 Payable Payment Payment: Arc-I Welding Industries Welding consumables 178.75 16 Aug 2019 Payable Payment Payment: Specialized Cleaning Group Pty Ltd (Clean Sweep WA) Street sweeping 510.56 16 Aug 2019 Payable Payment Payment: Pentanet Pty Ltd Internet 124.95 16 Aug 2019 Payable Payment Payment: Access Cleaning Services Cleaning contractor 440.00 16 Aug 2019 Payable Payment Payment: City of Nedlands Utilities/ Rates 1,869.71 16 Aug 2019 Payable Payment Payment: JH Computer Services IT Software 550.00 19 Aug 2019 Payable Payment Payment: RAC Business Wise Vehicle costs 294.05 19 Aug 2019 Spend Money Wages PPE 190818 33,243.20 20 Aug 2019 Spend Money SuperChoice Superannuation 5,266.88 21 Aug 2019 Spend Money Investments 13 -15 Transfer to/from reserves 700,000.00 21 Aug 2019 Spend Money Australian Taxation Office PAYG Liability - BAS July 21,254.00 22 Aug 2019 Payable Payment Payment: Arc-I Welding Industries Welding consumables 99.00 22 Aug 2019 Payable Payment Payment: Marketforce Express Advertising 413.80 22 Aug 2019 Payable Payment Payment: Key2Creative Office move 238.00 22 Aug 2019 Payable Payment Payment: Australian Payroll Association Training 380.00 22 Aug 2019 Payable Payment Payment: Melan Welhenage Cleaning contractor 220.00 22 Aug 2019 Payable Payment Payment: Pentanet Pty Ltd Internet 124.95 22 Aug 2019 Payable Payment Payment: Eustance, Elisabeth Staff reimbursement 67.90 22 Aug 2019 Payable Payment Payment: Churchill Strata Rates 5,580.07 22 Aug 2019 Payable Payment Payment: Telstra Landlines 353.14 22 Aug 2019 Payable Payment Payment: Marketforce Express Advertising 495.13 22 Aug 2019 Payable Payment Payment: Wren Oil Fuel/ oil disposal 16.50 22 Aug 2019 Payable Payment Payment: Iron Mountain Archive storage 165.00 22 Aug 2019 Payable Payment Payment: Pentanet Pty Ltd Internet 124.95 22 Aug 2019 Payable Payment Payment: Stefan Frodsham Staff reimbursement 450.00 22 Aug 2019 Payable Payment Payment: Marketforce Express Advertising 471.97 22 Aug 2019 Payable Payment Payment: Griffin Valuation Advisory Asset valuation 3,960.00 22 Aug 2019 Payable Payment Payment: Electrical Nett Licences 301.51 22 Aug 2019 Payable Payment Payment: Total Supplies Office expenses 116.29 22 Aug 2019 Payable Payment Payment: Jordan Isles Handyman office move 350.00 22 Aug 2019 Payable Payment Payment: Key2Creative Stationary 214.50 23 Aug 2019 Payable Payment Payment: John Cummins Staff reimbursement 186.23 27 Aug 2019 Payable Payment Payment: Synergy Electricity 287.40 29 Aug 2019 Spend Money Commonwealth Bank Bank fees 60.00 12 Aug 2019 Spend Money Engineers Australia Membership 574.00 14 Aug 2019 Spend Money event & conference Co Pty Ltd Events 2,432.96 14 Aug 2019 Spend Money event & conference Co Pty Ltd Events 710.50 15 Aug 2019 Spend Money St John Ambulance Australia (Western Australia) First Aid Training 320.00 16 Aug 2019 Spend Money Creation Landscape Supplies Office expenses 180.99 19 Aug 2019 Spend Money Who gives a crap Office supplies 192.00 19 Aug 2019 Spend Money Canva Promotional Materials 17.99 20 Aug 2019 Spend Money Pearth Organic Kitchen Staff & Councillor Entertainment 65.45 20 Aug 2019 Spend Money Bankwest Fees 0.53 21 Aug 2019 Spend Money Bankwest Bank overlimit fees 48.08 22 Aug 2019 Spend Money Farmer Jacks - Subiaco Staff & Councillor Entertainment 45.57 23 Aug 2019 Spend Money Liquorland - Subiaco Staff & Councillor Entertainment 18.00 23 Aug 2019 Spend Money Liquorland - Subiaco Staff & Councillor Entertainment 425.50 23 Aug 2019 Spend Money Delisio Staff & Councillor Entertainment 155.00 27 Aug 2019 Spend Money Seton Australia Safety Equipment 209.00 31 Aug 2019 Spend Money Delisio Volunteer Development 130.00 05 Aug 2019 Spend Money Rokeby News & Gifts Office expenses 2.90 05 Aug 2019 Spend Money Officeworks Office expenses 31.60 23 Aug 2019 Spend Money Growers Lane Staff & Councillor Entertainment 42.00 23 Aug 2019 Spend Money Office Works Staff & Councillor Entertainment 15.90 23 Aug 2019 Spend Money Golden Choice Staff & Councillor Entertainment 17.00 29 Aug 2019 Spend Money Cook Street Parking Employee travel expenses 5.15 31 Aug 2019 Spend Money Petty Cash Voucher Rounding 0.31 Total $ 1,324,121.49 Sundry Debtors Report WESTERN METROPOLITAN REGIONAL COUNCIL As at 24 September 2019

Contact 1 Month 2 Months 3 Months Older Total City of Nedlands 255.04 0.00 0.00 0.00 2,571.24 City of Perth 15.95 0.00 0.00 0.00 139.26 Shire of Peppermint Grove 0.00 1,881.27 0.00 0.00 5,851.15 Tidy Up 919.60 1,034.40 0.00 0.00 4,203.04 Total 1,190.59 2,915.67 0.00 0.00 12,764.69

Minutes CHIEF EXECUTIVE OFFICERS’ ADVISORY COMMITTEE MEETING (CEOAC 04/2019)

16 July 2019 Commencing at 9:30 am

Town of Mosman Park Cnr Bay View Terrace and Memorial Drive Mosman Park WA 6012

2/317 Churchill Ave, Subiaco, WA 6008 T 08 9384 4003 | E [email protected] | www.wmrc.wa.gov.au

CONTENTS 1. DECLARATION OF OPENING ...... 3 2. RECORD OF ATTENDANCE AND APOLOGIES ...... 3 3. CONFIRMATION OF PREVIOUS MINUTES ...... 4 4. MATTERS FOR CONSIDERATION ...... 4 4.1 CONFIDENTIAL REPORT – DICOM FACILITY ...... 4 4.3 MAJOR DECISIONS BY WMRC ...... 5 4.4 PRE-BOOKED VERGE WASTE COLLECTION ...... 5 5. INFORMATION ITEMS ...... 6 5.1 WMRC 2019-20 BUDGET AND FEES AND CHARGES ...... 6 5.2 WMRC STRATEGIC COMMUNITY PLAN ...... 7 5.3 BUSINESS DEVELOPMENT ...... 7 5.4 DWER WASTE PLANS ...... 7 5.4 COMMUNICATIONS AND EDUCATION REPORT ...... 8 6. GENERAL BUSINESS ...... 8 7. CLOSURE OF MEETING ...... 8 NEXT MEETING ...... 8

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove

Minutes 16 July 2019 2

Dear Committee Members

I advise that the next meeting of the Chief Executive Officers Advisory Committee (CEOAC) of the Western Metropolitan Regional Council (WMRC) will be held at the Town of Mosman Park, Cnr Bay View Terrace and Memorial Drive, WA 6012 on Tuesday 16 July commencing at 9.30am.

Stefan Frodsham Chief Executive Officer

1. DECLARATION OF OPENING Welcome and opening of meeting by the Chief Executive Officer of the City of Subiaco, Ms R Lavery at 09:50.

2. RECORD OF ATTENDANCE AND APOLOGIES Member Position Council Mr M Humfrey (Chair) (arrived at 09:52 and Chief Executive Officer Town of Cottesloe assumed Chair) Manager Infrastructure Mr D Norgard Shire of Peppermint Grove Services Ms C Bywater Chief Executive Officer Town of Mosman Park Mr A Smith Director Infrastructure Town of Claremont Ms R Lavery Chief Executive Officer City of Subiaco Mr S Frodsham Chief Executive Officer WMRC Visitors Position Council / Organisation Ms A Hynes Manager Operations WMRC Ms L Eustance Manager Comms & Education WMRC

Leave of Absence Nil

Apologies

Minutes CEOAC Meeting 16 July 2019 3

Mr D Burnett Shire of Peppermint Chief Executive Officer (Deputy Chair) Grove Ms L Ledger Chief Executive Officer Town of Claremont 3. CONFIRMATION OF PREVIOUS MINUTES Minutes from the CEOAC meeting held on 23 May 2019 are at Attachment 1a and Confidential Attachment 1b.

OFFICER’S RECOMMENDATION

3.1 The minutes of the CEOAC meeting held on 23 May 2019 be accepted as a true and proper record of that meeting.

CARRIED 4/0

4. MATTERS FOR CONSIDERATION

4.1 CONFIDENTIAL REPORT – DICOM FACILITY

The WMRC Chief Executive Officer will speak to the immediately previous confidential reports, emails and minutes which have been circulated to CEOAC members. The protocol followed is that all confidential and other information provided to WMRC Councillors is copied to CEOAC members.

The confidential reports, emails and minutes referred to above are not reproduced as an attachment to this agenda, but members are reminded they are:

• DiCOM Confidential Progress Report of 5 June 2019 dealt with at the WMRC Ordinary Meeting of 13 June 2019.

Members will be updated verbally on any new developments, including developments since the Confidential Progress Report of 5 June 2019; and the preparation of this agenda.

Answers to questions from members will be provided where possible.

OFFICER’S RECOMMENDATION

4.1.1 The verbal report of the WMRC CEO be noted

CARRIED 5/0

Minutes CEOAC Meeting 16 July 2019 4

4.2 MAJOR DECISIONS BY WMRC

At its meeting of 23rd May 2019, CEOAC recommended to the WMRC that all decisions with major strategic and financial implications for member Councils should require unanimous WMRC support, subject to a Policy on this matter being further developed.

WMRC considered the recommendation at its OCM of 13th June 2019 and resolved that: • all decisions with major strategic and financial implications for member Councils are to require unanimous WMRC support; and • a major strategic and financial decisions policy is to be developed for the approval of Council. The policy required by Council is under preparation. The decision by Council and the implementation of the policy should ensure that henceforth all decisions with major strategic and financial implications for member Councils will require the unanimous support of the WMRC.

OFFICER’S RECOMMENDATION

4.2.1 The report be noted.

CARRIED 5/0

4.3 PRE-BOOKED VERGE WASTE COLLECTION

At its meeting of 23rd May 2019, CEOC recommended that the WMRC proceed with the preparation of a Request for Tender document for a pre-booked bulk waste verge collection service for review by the Project Control Group. The bulk waste collection service would cover both greenwaste and general wastes.

A draft RFT document has been completed, ready for review by the Project Control Group. Its preparation has been simplified by limiting the RFT to the pre-booked collection service itself, with the processing of the collected materials handled under separate contractual arrangements as follows:

• bulk greenwaste to be delivered to WMRC and collected and processed by Western Tree Recyclers (currently at $35 per tonne); • all other collected bulk waste to be delivered for processing to the nominated waste processing facility (the subject of the current WMRC bulk waste processing tender); We expect that the pre-booked bulk waste verge collection service will be put out for public tender in the near future.

Minutes CEOAC Meeting 16 July 2019 5

The administration of the Town of Mosman Park has indicated its intention to proceed with the pre-booked verge waste collection service, subject to a satisfactory outcome of the tender. All Councils will be able to benefit from any lessons learned in the initial roll-out of this new customer-focussed form of service.

OFFICER’S RECOMMENDATION

4.3.1 The report be noted.

CARRIED 5/0

5. INFORMATION ITEMS

5.1 WMRC 2019-20 BUDGET AND FEES AND CHARGES

The WMRC Budget for 2019-20 was approved by Council at its OCM of 13 June 2019. The budget featured reductions in both revenue (through reduced gate fees) and expenditure (through reduced waste treatment and disposal costs).

Fees and charges per tonne have been reduced as follows: Waste 1 Jul 2018 1 Jan 2019 1 Jul 2019 General waste - members $255 $155 $145 Greenwaste - members $90 $50 $35 Greenwaste (GO bin) - members $90 $50 $40 Waste education levy - members $25 Nil Nil General waste – non-members $213 $213 $200 Greenwaste – non-members $95 $95 $80

OFFICER’S RECOMMENDATION

5.1.1 The report be noted.

CARRIED 5/0

Minutes CEOAC Meeting 16 July 2019 6

5.2 WMRC STRATEGIC COMMUNITY PLAN

The new draft WMRC Strategic Plan has been made available for public comment via the WMRC website and is attached here as Attachment 2. Comment will remain open until 31 August 2019.

OFFICER’S RECOMMENDATION

5.2.1 The report be noted.

CARRIED 5/0

5.3 BUSINESS DEVELOPMENT

Discussions with the City of Perth have resumed regarding the transfer station services of the WMRC being used to efficiently consolidate and haul their approximate 13k tonnes of waste for treatment and disposal.

OFFICER’S RECOMMENDATION

5.3.1 The report be noted.

CARRIED 5/0

5.4 DWER WASTE PLANS

Communications around the Waste Plans have been received from DWER. The WMRC will be leading the development of Waste Plans for all Member Councils. These are due to be completed October-April for submission to DWER August/September 2020 followed by annual progress reporting. Existing waste plans/strategies will be acceptable to the extent that they meet the requirements of the self-assessment template.

OFFICER’S RECOMMENDATION

5.4.1 That the information be received.

CARRIED 5/0

Minutes CEOAC Meeting 16 July 2019 7

5.4 COMMUNICATIONS AND EDUCATION REPORT

The Mosman Park problem waste drop off day collected e-waste, cardboard, clothing, aerosols and batteries. There was also a ‘Cash for Cans’ stall and free coffee with reusable mugs provided through the Town of Mosman Park. 84 cars visited of which 86% were from Member Councils. 823kg of e-waste was received of which 99% was reported as processed, over 1000 drink CDS eligible cans/bottles were received. The event cost was well under budget. The target for the year is to run 2 such events per year in different locations. The second of the new Waste Watchers Workshop was well received. The relaunch of the volunteer program is underway with the aim to ensure that volunteers are used effectively to support the WMRC education program. The City of Nedlands requested and funded a WMRC-run full day waste incursion at one of their Primary schools. The same incursion will be offered to a limited number of Primary schools across our Member Council region. The Plastic Free July Morning Tea was used to gather information for the WMRC submission to DWER’s Single Use Plastic consultation paper. Our communications materials have been widely distributed across Member Councils and are proving popular.

OFFICER’S RECOMMENDATION

5.4.1 That the information be received.

CARRIED 5/0

6. GENERAL BUSINESS The WMRC CEO mentioned the forthcoming introduction at the Recycling Centre of polystyrene collection for recycling

7. CLOSURE OF MEETING The meeting closed at 10:30 am

Next Meeting Thursday 19 September 2019, 09:30 hrs, at the WMRC Administration Office

Minutes CEOAC Meeting 16 July 2019 8

Draft Minutes CHIEF EXECUTIVE OFFICERS’ ADVISORY COMMITTEE MEETING (CEOAC 05/2019)

19 September 2019 Commencing at 9:30 am

WMRC 2/317 Churchill Avenue Subiaco WA 6008

2/317 Churchill Ave, Subiaco, WA 6008 T 08 9384 4003 | E [email protected] | www.wmrc.wa.gov.au

CONTENTS 1. DECLARATION OF OPENING...... 3 2. RECORD OF ATTENDANCE AND APOLOGIES ...... 3 3. CONFIRMATION OF PREVIOUS MINUTES ...... 3 4. MATTERS FOR CONSIDERATION ...... 4 4.1 Confidential Report – DiCOM Facility ...... 4 4.2 Pre-Booked Verge Waste Collection ...... 4 4.3 Review of CEOAC Terms of Reference ...... 5 5. INFORMATION ITEMS ...... 6 5.1 Major Decisions by WMRC ...... 6 5.2 WMRC Strategic Community Plan ...... 6 5.3 Business Development ...... 7 5.4 Container Deposit Scheme ...... 7 5.5 Communications for GO Bin System Introduction ...... 7 5.6 DWER Waste Plans ...... 8 5.7 Communications and Education Report ...... 8 6. GENERAL BUSINESS ...... 9 7. CLOSURE OF MEETING ...... 9 Next Meeting ...... 9

WMRC Member Councils Town of Claremont | Town of Cottesloe | Town of Mosman Park | City of Subiaco | Shire of Peppermint Grove

Draft Minutes 19 September 2019 2

1. DECLARATION OF OPENING Welcome and opening of meeting by the Deputy Chair, Chief Executive Officer of the Shire of Peppermint Grove at 9:51.

2. RECORD OF ATTENDANCE AND APOLOGIES Member Position Council Mr D Burnett (Dep. Chair) Chief Executive Officer Shire of Peppermint Grove Ms C Bywater Chief Executive Officer Town of Mosman Park Ms L Ledger (from 9:55) Chief Executive Officer Town of Claremont Ms R Lavery Chief Executive Officer City of Subiaco Mr S Frodsham Chief Executive Officer WMRC Visitors Position Council / Organisation Ms A Hynes Manager Operations WMRC Ms L Eustance Manager Comms & Education WMRC

Leave of Absence Nil

Apologies Mr M Humfrey (Chair) Chief Executive Officer Town of Cottesloe Ms A Bell Manager Finance & Governance WMRC

3. CONFIRMATION OF PREVIOUS MINUTES Minutes from the CEOAC meeting held on 16 July 2019 are at Attachment 1.

OFFICER’S RECOMMENDATION

3.1 The minutes of the CEOAC meeting held on 16 July 2019 be accepted as a true and proper record of that meeting.

CARRIED 3/0

Draft Minutes CEOAC Meeting 19 September 2019 3

4. MATTERS FOR CONSIDERATION

4.1 Confidential Report – DiCOM Facility

The confidential reports, emails and minutes referred to above are not reproduced as an attachment to this agenda, but members are reminded they are:

• DiCOM Confidential Progress Report of 25 July 2019 dealt with at the WMRC Ordinary Meeting of 1 August 2019.

Members will be updated verbally on any new developments, including the outcomes of the decision by the WA Court of Appeal on 16 August; developments since the Confidential Progress Report of 25 July 2019; and the preparation of this agenda.

Answers to questions from members will be provided where possible.

OFFICER’S RECOMMENDATION

4.1.1 The verbal report of the WMRC CEO be noted

CARRIED 4/0

4.2 Pre-Booked Verge Waste Collection

At its meeting of 23rd May 2019, CEOAC recommended that the WMRC proceed with the preparation of a Request for Tender document for a pre-booked bulk waste verge collection service for review by the Project Control Group. The bulk waste collection service would cover both greenwaste and general wastes.

After careful review by the Project Control Group the RFT was released. A pre-tender briefing was held at WMRC. Tenders closed on 6 September.

The administration of the Town of Mosman Park has indicated its intention to proceed with the pre-booked verge waste collection service, subject to a satisfactory outcome of the

Draft Minutes CEOAC Meeting 19 September 2019 4

tender. The tender evaluation panel, which includes a representative of the Town of Mosman Park, met on 13 September 2019.

The RFT was designed to allow services under the contract to be made available to all Member Councils on an opt-in basis.

All Councils will be able to benefit from any lessons learned in the initial roll-out of this new customer-focussed form of service.

An MOU clarifying the expectations on how provision of the packaged collection service will work is provided for comment as Attachment 2.

OFFICER’S RECOMMENDATION

4.2.1 The report be noted.

CARRIED 4/0

4.3 Review of CEOAC Terms of Reference

The CEOAC Terms of Reference have not been the subject of a review since first recommended to Council by the WMRC Strategic Review Committee (the precursor to CEOAC) in September 2014; and approved by Council in at its October 2014 OCM. A copy of the 2014 Terms of Reference is presented at Attachment 3a for the review of CEOAC. The mark-up in red represents typographical edits made by WMRC earlier this year. Attachment 3b presents a draft revised set of ToR arising from an internal review by WMRC.

OFFICER’S RECOMMENDATION

4.3.1 The CEOAC Terms of Reference be reviewed by CEOAC. 4.3.2 Any proposed changes to the CEOAC Terms of Reference be recommended for approval by the WMRC Council. 4.3.3 The CEOAC Terms of Reference be subject to review at least once every three years.

CARRIED 4/0

Draft Minutes CEOAC Meeting 19 September 2019 5

5. INFORMATION ITEMS

5.1 Major Decisions by WMRC

WMRC considered the recommendation at its OCM of 13th June 2019 and resolved that: • all decisions with major strategic and financial implications for member Councils are to require unanimous WMRC support; and • a major strategic and financial decisions policy is to be developed for the approval of Council. The policy required by Council has been prepared for consideration by Council. The matter was deferred at the Council meeting of 1 August owing to the absence of one member of Council.

The decision by Council and the implementation of the policy should ensure that henceforth all decisions with major strategic and financial implications for member Councils will require the unanimous support of the WMRC.

OFFICER’S RECOMMENDATION

5.1.1 The report be noted.

CARRIED 4/0

5.2 WMRC Strategic Community Plan

The new draft WMRC Strategic Plan has been made available for public comment via the WMRC website and is attached here as Attachment 4. Comment has now closed and we expect it to be passed by Council at the OCM of 3 October 2019.

OFFICER’S RECOMMENDATION

5.2.1 The report be noted.

CARRIED 4/0

Draft Minutes CEOAC Meeting 19 September 2019 6

5.3 Business Development

Discussions with the City of Perth have resumed regarding the transfer station services of the WMRC being used to efficiently consolidate and haul their approximately 13,000 tonnes per annum of waste for treatment and disposal. The new General Manager, Infrastructure and Operations, is to visit the West Metro Recycling Centre to inspect the waste transfer facilities and further discussions. There is otherwise good potential for WMRC waste transfer services to be utilised in efficient haulage of waste from the central west region to the proposed new Waste to Energy facilities in Kwinana and East Rockingham. The role of transfer stations will become particularly important once the two waste to energy facilities are operational as between them they will require approximately 700,000 tonnes per annum of waste to be hauled from across the metropolitan area to their locations in the heavy industrial zone in the Kwinana strip.

OFFICER’S RECOMMENDATION

5.3.1 The report be noted.

CARRIED 4/0

5.4 Container Deposit Scheme

The WMRC has been considering the role of the West Metro Recycling Centre in the forthcoming Containers for Change scheme to be operated by WARRRL. The attached Position Paper, Attachment 5 gives a useful summary of the types of return points that are envisaged. We have met with ParaQuad, Shenton Park who are applying to be a major local return point and have agreed in principle that the West Metro Recycling Centre will form a convenient feed point for their operation.

OFFICER’S RECOMMENDATION

5.4.1 The report be noted.

CARRIED 4/0

5.5 Communications for GO Bin System Introduction

The DWER Waste Sorted Toolkit has developed to the stage where it is now useful for communicating to residents about changes to bin systems. As several of our Member Councils are changing or have recently changed to a 3 bin GO system at the moment, the WMRC plans to develop communications material (banners, flyers, stickers, social media

Draft Minutes CEOAC Meeting 19 September 2019 7

tiles, posters etc.) based on the Waste Sorted material for use across the Member Councils. Our intention is for the banners to be in the relevant libraries, and other community spaces and to be used at events.

This will have the advantage of consistent messaging and visuals across our Member Councils and beyond leading to decreased resident confusion and resultant decreased contamination in the bins. This in turn will serve to put downward pressure on prices.

OFFICER’S RECOMMENDATION

5.5.1 The report be noted and that relevant Communications/Marketing officers be informed.

CARRIED 4/0

5.6 DWER Waste Plans

DWER has been consulting on the format of the Waste Plans which will need to be completed and incorporated into the Plan for the Future process by all Metropolitan Councils (including Regional Councils) by August-September 2020. In concert with MWAC we have been advising simplification of the process and minimisation of duplication. Once the format of Waste Plans is decided (expected to occur in October/November) the WMRC will be coordinating their completion with Member Council officers. OFFICER’S RECOMMENDATION

5.6.1 That the information be received.

CARRIED 4/0

5.7 Communications and Education Report

Activities aligned with the recommendations of the resident survey carried out in late 2018 have been carried out: • A Waste Watchers Workshop, co-hosted with Mosman Park Primary School, is planned for September. • The first chapter of the online waste education material (funding contribution by DWER) will be released at the Waste and Recycle conference. • The first volunteer-led skill share session “Ace your op shopping with Steve” was held at the Subiaco offices • A second primary school waste incursion was held in Nedlands, costs covered by City of Nedlands.

Draft Minutes CEOAC Meeting 19 September 2019 8

Polystyrene, HDPE lids and X-ray recycling collections have been introduced at the West Metro Recycling Centre following repeated queries from the Recycling Hotline. Signage improvements are underway for the public-facing areas of the West Metro Recycling Centre. Members of the team has met with relevant officers from all five Member Councils with the aim of updating them on new WMRC community/ school waste education, new services at the West Metro Recycling Centre, coordination of communication and promotion material and planning for upcoming events.

OFFICER’S RECOMMENDATION

5.7.1 That the information be received.

CARRIED 4/0

6. GENERAL BUSINESS

The CEO of the WMRC offered to present at any new Councillor briefings being held by member Councils The Deputy Chair requested comparisons of the annual WMRC cost to member Councils over the past several years. The Deputy Chair noted that there are long term opportunities to the WMRC in providing shared services in areas other than waste to its members.

7. CLOSURE OF MEETING

The meeting closed at 11:16AM

Next Meeting Thursday 21 November 2019, 09:30 hrs, at the Shire of Peppermint Grove.

Draft Minutes CEOAC Meeting 19 September 2019 9 TERMS OF REFERENCE

CHIEF EXECUTIVE OFFICERS’ ADVISORY COMMITTEE

1. OBJECTIVES OF COMMITTEE:

The Chief Executive Officers’ Advisory Committee (CEOAC)) is a formally appointed committee of Council and is responsible to that body. It has been established to consider matters that have an impact on the member Councils and/or WMRC’s business activities.

2. RESPONSIBILITIES:

The Committee’s responsibility is to:

(a) Monitor performance of the WMRC from the perspective of member Councils.

(b) Address any issue of concern as a result of exercising responsibility 2(a).:

. Planning and policy development. . Projects. . Other matters of regional relevance.

3. MEMBERSHIP:

3.1 The Chief Executive Officers’ Advisory Committee comprises of each of WMRC’s participant member Council’s Chief Executive Officer and the Chief Executive Officer of the Western Metropolitan Regional Council or nominee.

3.2 In the event of a vacancy due to the resignation of a Committee member, the person replacing the Chief Executive Officer will automatically fill their position on the Committee.

3.3 A deputy member may be appointed to the Committee by each member Council’s Chief Executive Officer.

4. MEETINGS

4.1 The Committee shall hold regular meetings on a day to be agreed but approximately two weeks prior to the ordinary meetings of the WMRC. 4.2 A Chairperson and Deputy shall be elected for one year by a majority of members of the Committee. Further elections for these positions are to be held on an annual basis. In the event of either pf of these office holders no longer being available to exercise the role a supplementary election will be held. The CEO of the WMRC is excluded from voting in these elections or holding the position of Chairperson. 4.2 Additional meetings will be convened at the discretion of the Chairperson.

5. OPERATING PROCEDURES

5.1 All meetings of the CEOAC are to be conducted in accordance with the Local Government Act 1995 and associated Regulations.

5.2 A quorum for a meeting of the Committee shall be at least 50% of the number of offices (whether vacant or not) of members of the Committee.

5.3 Voting (a) All decisions of the Committee shall be made on the basis of a simple majority decision of the members present or, if another kind of majority has been prescribed by regulations for the particular kind of decision, by that kind of majority. (b) If the decision results in a tied vote, the person presiding is to cast a second vote. (c) Persons other than Committee members are not entitled to cast a vote.

5.4 WMRC staff or member Council staff may attend meetings by invitation of the Chief Executive Officer and/or the Committee Chairperson, to provide advice and information when required.

5.5 Where officers from member Councils attend the meeting, they are to have the status of ‘observer’.

6. REPORTING

6.1 The Committee shall after every meeting forward the minutes of that meeting to the next Ordinary Meeting of Council, including a report explaining any specific recommendations and key outcomes.

7. DELEGATED POWER

7.1 The Chief Executive Officers’ Advisory Committee has no delegated powers and no authority to implement its recommendations.

TERMS OF REFERENCE

CHIEF EXECUTIVE OFFICERS’ ADVISORY COMMITTEE

1. OBJECTIVES OF COMMITTEE:

The Chief Executive Officers’ Advisory Committee (CEOAC) is a formally appointed committee of Council and is responsible to Council. It is established to consider matters that have an impact on the member Councils and/or WMRC’s business activities. The CEOAC has no delegated decision-making responsibility and its recommendations are considered by Council at the subsequent Ordinary Council Meeting.

2. RESPONSIBILITIES:

The Committee’s responsibility is to:

(a) Monitor, review and provide feedback on the performance of the WMRC from the perspective of member Councils, especially relating to: • Quality of service; • Value for money; and • Opportunities for improvement in service delivery.

(b) Address any issue of concern as a result of exercising responsibility 2(a).

▪ Planning and policy development. ▪ Projects. ▪ Business Development. ▪ Waste treatment including energy recovery. ▪ Other matters of regional relevance.

3. MEMBERSHIP:

3.1 The Chief Executive Officers’ Advisory Committee comprises of each of WMRC’s participant member Council’s Chief Executive Officer. The CEO of the WMRC attends meetings to provide executive services and support to the Committee.

3.2 In the event of a vacancy due to the resignation of a Committee member, the person replacing the Chief Executive Officer will automatically fill their position on the Committee.

3.3 A deputy member may be appointed to the Committee by each member Council’s Chief Executive Officer.

4. MEETINGS

4.1 The Committee shall hold regular meetings on a day to be agreed but approximately two weeks prior to the ordinary meetings of the WMRC. 4.2 A Chairperson and Deputy shall be elected for one year by a majority of members of the Committee. Further elections for these positions are to be held on an annual basis. In the event of either of these office holders no longer being available to exercise the role a supplementary election will be held. 4.2 Additional meetings will be convened at the discretion of the Chairperson.

5. OPERATING PROCEDURES

5.1 All meetings of the CEOAC are to be conducted in accordance with the Local Government Act 1995 and associated Regulations.

5.2 A quorum for a meeting of the Committee shall be at least 50% of the number of offices (whether vacant or not) of members of the Committee.

(b) If the decision results in a tied vote, the person presiding is to cast a second vote. (c) Persons other than Committee members are not entitled to cast a vote.

5.4 WMRC staff or member Council staff may attend meetings by invitation of the Chief Executive Officer and/or the Committee Chairperson, to provide advice and information when required.

6. REPORTING

6.1 The Committee shall after every meeting forward the minutes of that meeting to the next Ordinary Meeting of Council, including a report explaining any specific recommendations and key outcomes.

7. DELEGATED POWER

7.1 The Chief Executive Officers’ Advisory Committee has no delegated powers and no authority to implement its recommendations.

Audit and Risk Committee Terms of Reference

Establishment

The Audit and Risk Committee is established by the WMRC under section 7.1A(1) of the Local Government Act 1995.

Objective

The primary objective of the Audit and Risk Committee is to guide and assist the WMRC in carrying out its financial management and auditing functions; and report to Council on the organisation's progress of such matters.

Areas of responsibility

The Audit and Risk Committee is to:

• develop each year an Annual and a three year Strategic Audit Plan;

• review internal and external audit reports and ensure their recommendations are implemented;

• recommend the appointment to council of an internal auditor, if circumstances warrant;

• oversee the implementation of any actions in accordance with regulation 16(f) of the Local Government (Audit) Regulations 1996.

• guide and assist the WMRC in carrying out its functions: o under Part 6 – Financial Management, of the Local Government Act 1995; o in relation to audits conducted under Part 7 – Audit, of the Local Government Act 1995; and o relating to other audits and other matters related to financial management.

• review the CEO’s report into the appropriateness and effectiveness of a local government’s systems and procedures in relation to risk management, internal control and legislative compliance, given to it by the CEO under regulation 17 of the Local Government (Audit) Regulations 1996;

• develop a risk identification program and a strategy to address risk;

• once a year report on risk within the WMRC and satisfy itself that the appropriate controls and processes are in place and are adequate for dealing with those risks;

6 Aug 2019 • make recommendations to Council on implementing strategies to mitigate risk; and

• consider specific risks referred to it from Council. Membership

Membership of the Audit and Risk Committee is comprised of three (3) members of Council.

Council at its discretion may appoint one representative of the community with local government experience and/or formal auditing or accounting or company director experience.

Meetings

The Committee meets as required and at least three times per year. Special meetings can be initiated by any committee member or an internal auditor.

Delegated Authority

There are no powers delegated to this Committee.

Reporting

Recommendations from this Committee will be referred to Council for consideration.

Term

Appointment is for two years; and members are eligible for re-appointment.

6 August 2019 COUNCIL POLICY

Policy 8: Public Tenders

Purpose To maintain compliance with the Local Government Act 1995 and the Local Government (Functions and General) Regulations 1996 for the purchase of goods and services.

Objectives To ensure the delivery of best value for money, quality goods and services by a commitment to a tendering process of high ethical standards.

Relevant delegations • Delegation 6: Inviting Tenders and Determining Tender Evaluation Criteria • Delegation 7: Accepting Tenders • Delegation 8: Inviting Expressions of Interest and Determining Evaluation Criteria

Relevant legislation • Local Government Act 1995 Section 3.57 • Local Government (Functions and General) Regulations 1996 Part 4 Section 11 of the Local Government (Functions and General) Regulations 1996

Policy Application The policy sets out the principles that will be addresses when inviting or considering public tenders for major purchases (over $150,000) and expressions of interest, and provides guidance to those involved, including those occasions when an in house tender will be submitted.

Other standards, codes and guidelines may be applicable to particular projects for example the Western Australian Building and Construction Industry Code of Practice. The tender documents will note the requirement for the recognition of those other standards, codes and guidelines

Council will observe the “Obligations of the Principal” as described in the Australian Standard Code of Tendering (AS 4120-1994).

Policy 24: Occupational Safety and Health Page 1 of 6 Principles To achieve its objective, Council will ensure the tender process is fair and consistent to all concerned and will use its best endeavours to demonstrate its transparency to tenderers and potential tenderers.

More specifically, it will: • ensure compliance with all legislative and ethical obligations including those imposed by the Local Government Act 1995 (“the Act”) and all Regulations made under the Act (“the Regulations”); • call for tenders only after having arranged what it believes to be adequate funding for the project and making a commitment in principle to proceed; • have regard to the cost of tendering, both to the Council and to the tenderers and seek to constrain the cost; • produce tender documents that clearly specify the requirements and expected outcomes, to allow tenderers to accurately bid for and price the work; • include, whenever appropriate, the tender evaluation criteria; • package work put to tender in a manner that satisfies the requirements of the Regulations (antiavoidance) and which encourages competition and the best outcome for ratepayers and residents; • maintain an open and accountable tender process, yet ensure an appropriate level of confidentiality; • give clear notice whenever an in‐house bid is to be submitted as part of the tender process; • clearly separate its role as a “purchaser” from that as a “provider” of services where appropriate; and • apply the same conditions of tendering for each tenderer –whether external or in‐house.

Tendering Process

Project Definition/Specification The object of the tender process is to obtain quality goods and services that are judged by the Council to deliver the best value‐for‐money or be the most advantageous.

The specification will identify any Council assets, facilities or services to be made available to tenderers, whether in‐house or external and may set costs, terms and conditions for the use of the assets, facilities and/or services as is appropriate.

No potential tenderer, in‐house or external, will have access to the final tender documents including specifications before they are formally approved and released by Council.

Tender Documents The tender documents: • will provide the conditions of contract and tendering including the conditions under which alternative offers may be submitted (if they may be submitted at all); • will be written in English; • will clearly specify the required outcomes and deliverables to allow tenderers to bid for and price work accurately; • may require tender proposals to indicate how performance standards will be met and how the satisfaction levels of service users will be measured; • will include detail of the key tender evaluation criteria, where applicable • will advise whether an “in‐house” bid will be submitted; and • will nominate at least one officer of the Council or representative of the Council who may be contacted for additional information.

Policy 8: Public Tenders Page 2 of 6 Amendments to Tender Documents Where it is necessary to issue amendments by way of an addendum or corrigendum, all tenderers will be advised of the amendments in sufficient time to allow the review and revision of their tenders before the closing time. If necessary, the tender period may be extended for that purpose.

Tendering Methods – Open/Expressions of Interest Generally, tendering will be by “open tender” without restriction on the number of tenders sought although the Council may require tenderers to prove they have the necessary competence, skills, experience and capacity to carry out the work.

Council may use an “expression of interest” process if it believes there is good reason to make a preliminary selection from amongst prospective tenderers due to the nature of the goods and services required or the cost of preparing plans or other documents to adequately describe the requirements. If so, notice will be given which will include, amongst other things a brief description of the goods or services required.

The aim of the expressions of interest stage is to assess the capacity of the respondents to undertake the work or project. Only those respondents that meet the criteria will be permitted to tender.

Following consideration of the expressions of interest all respondents will be promptly advised of the outcome of their submissions.

Invitation/Call for Tenders/Advertisement State wide public notice will be given of all public tenders.

Council will allow as much time for submissions as is reasonable and consistent with the intention of this Code, however, tenders will be given no less than 14 days from the date the notice is first published, (open tenders) or given (expressions of interest).

As far as possible, the procedure for the closing time of tenders will be: • Not on a Monday or day following a public holiday • At least one clear day after a weekend, building or industry holiday • At least one week after a recognised industry Christmas close down.

Late or tenders submitted by fax will not be accepted.

Council will make available the same tender documents to all who respond to an invitation to tender and a copy of this Code will be available to each tenderer on request.

If a charge is to be imposed the amount of the charge will be advertised when tenders are invited.

Enquiries/Meetings At least one officer of Council representative will be nominated to respond to all enquiries from tenderers. A written record will be kept of all substantive enquiries and issues discussed.

If advice is given, written or verbal, to a tenderer, clarifying the meaning of the tender documentation then it is appropriate the same information will be provided, in writing, to all other tenders.

Where Council intends to conduct a pre‐tender briefing it will give reasonable prior notice of the briefing. Any mandatory briefing attendance will be clearly indicated in tender documentation.

Receipt of Tenders

Policy 8: Public Tenders Page 3 of 6 The invitation to tender will clearly state the place for submission of tenders and the closing time for receipt of tenders.

All tenders submitted will be kept in safe custody and the appropriate levels of confidentiality will be maintained.

Tenders will be opened, as soon as practicable after the time nominated in the invitation to tender, in the presence of no less than two representatives of the Council, at least one of whom will be a Council employee. The names of the Council representatives present at the opening of tenders will be recorded in the Drawn Documents Register. The details of each tender will be recorded in the Drawn Documents Register and Tenders Register.

Members of the public are entitled to be present when tenders are opened. Members of the public present for tender openings may only be provided with the names of those who have submitted a tender. Tender considerations will not be made public.

Evaluation of Tenders The evaluation of tenders will be carried out according to any evaluation criteria established for the tender and a recommendation will be submitted to Council unless responsibility for awarding the contract has been delegated to a committee or the Chief Executive Officer.

The evaluation of tenders should include, but is not limited to, consideration of: • value for money • price compared with estimated cost • conformity with the tender documents • previous contractor performance reports • safety records and other organisational factors’ • technical, management, physical and financial resources.

The Council will respect confidentiality of information that has commercial or intellectual property value and which may be disclosed by a respondent including an in‐house bid.

Where an in‐house tender has been submitted the Council will establish a tender evaluation panel of two or more persons for that tendering process. At least one member of the panel will be a person who is independent of Council and who has expertise relevant to the tender. A person, other than the Chief Executive Officer of the Council, shall not be appointed to an evaluation panel, if the person has been involved in preparing the in‐house bid, or has an interest in any external tender received. The report of the evaluation panel shall disclose the names of the panel members.

Negotiation Council may negotiate with the chosen tenderer, before entering into a contract, if it wishes to make a minor variation in the goods and services required. If Council and the chosen tenderer cannot reach agreement on the variation required by the Council, the Council may, without inviting tenders again, choose the tenderer considered next most advantageous to the Council.

Council will not trade the price of one tenderer against that of another tenderer.

Variations of contracts A contract that has been entered into may only be varied if: • the variation is necessary for the supply of goods and services and the variation does not fffffffffffffffchange the scope of the contract; or

Policy 8: Public Tenders Page 4 of 6 • it is a renewal or a term extension of a contract required for an emergency under 6.8(1)(c) of fffffffffffffffthe Local Government Act 1995.’

Award of Contract The decision to award a contract will be made by the Council, unless responsibility for the award of the contract has been delegated to a committee or the Chief Executive Officer.

The Council will award the contract on the basis of what it considers to be the most advantageous for the local government having regard to the tender evaluation report and any other relevant factors.

If there is an in‐house tender, a report on the awarding of the contract will be presented at the earliest practicable meeting of the Council.

Advice of Outcome of Process. Council will promptly notify all tenderers of: • the award of the contract; or • that it is not accepting any tenders, or • that it has decided to recall tenders.

Complaints Process Council will promptly deal with any complaint about the tender process. A written record will be made of each complaint and the complainant will be given an opportunity to discuss his/her concerns with the Chief Executive Officer or with a senior officer to whom responsibility for dealing with such complaints has been delegated.

In House Tenders Council is aware that competition must be fair and must be seen to be fair, by all parties where in‐house providers are competing against external providers.

If there is a factoring to be included when considering an in‐house tender with respect to external tenderers, then the reasoning and value of this factoring will be identified and clearly spelt out in the tender documents.

Council will treat any in‐house tender on the same terms as an external tenderer and will, where possible, ensure there is clear separation between the in‐house tenderers and those who have responsibility for evaluating the tenders.

In‐house tenders will be prepared on the basis that all direct and indirect or overhead costs attributable to the tender, are included.

Canvassing of Councillors or Staff The canvassing of councillors or staff that promote a tenderer or potential tenderer is not appropriate.

Enquiries as to the explanation of documentation and processes that are to be followed are to be made to the nominated officer or Council representative(s).

Policy 8: Public Tenders Page 5 of 6 Adopted / Modified This investment policy will be reviewed annually or as required in the event of legislative change.

Meeting Date Resolution # Council Adoption 07/06/2012 Item 9.8 Reviewed/Modified 03/02/2005 Item 9.8 Reviewed/Modified 07/04/2011 Item 9.15 Reviewed/Modified 04/04/2013 Item 9.10 Reviewed/Modified 09/04/2014 Item 9.7 Reviewed/Modified 03/12/2015 Item 9.9 Reviewed/Modified 03/08/2017 Item 11.5 Reviewed/Modified 03/10/2019 TBD

Policy 8: Public Tenders Page 6 of 6 COUNCIL POLICY

Policy 35: Major strategic and financial decisions

Purpose The purpose of this policy is to establish the circumstances under which decisions by the WMRC Council will require unanimous support.

Objectives The objectives of this policy are to: 1. ensure that decisions by the WMRC that have major strategic or financial implications for member Councils are made with the unanimous support of WMRC Councillors; and 2. engender confidence amongst member Councils that the WMRC will not take decisions which might adversely impact a minority of member Councils.

Relevant legislation • Local Government Act 1995

Policy Relevant Council Resolutions

Council resolved at its meeting of 13 June 2019 as follows: 10.13.1 All decisions with major strategic and financial implications for member Councils are to require unanimous WMRC support. 10.13.2 A major strategic and financial decisions policy is to be developed for the approval of Council.

Policy 35: Major strategic and financial decisions Page 1 of 2

Major Strategic and Financial Decisions

The following constitute major strategic or financial decisions, each triggering a requirement for unanimity in decision making: a) Approval of WMRC annual budget. b) Approval of WMRC mid-term budget review. c) Approval of WMRC Strategic Community Plan, including reviews. d) Approval of WMRC Corporate Business Plan, including reviews. e) Contractual commitments of five or more years, including all possible contract extensions, where the value of the contract is $100,000 per annum or more. f) Contractual commitments of $500,000 per annum or more. g) Capital commitments of $500,000 or more. h) Submissions or proposals to State or Federal Government with potential for significant impact on member Council resources or operations. i) Proposals with the potential to significantly shift costs between member Councils. j) Any other proposal that a simple majority of Council deems to represent a major strategic or financial decision.

Unanimous Support Required

All major strategic and financial decisions require the unanimous support of Council.

Votes on major strategic and financial decisions are not to be conducted unless all member Councils are represented by a Member or Deputy Member at the Council meeting.

Amendments to this policy

This policy may be amended by a simple majority of Council.

Adopted / Modified This policy will be reviewed at least once every three years or as required in the event of legislative change.

Meeting Date Resolution # Council Adoption 1 August 2019 Reviewed/Modified Reviewed/Modified

Policy 35: Major strategic and financial decisions Page 2 of 2

WESTERN AUSTRALIA ______

Local Government Act 1995

WESTERN METROPOLITAN REGIONAL COUNCIL

Local Government (Council Meetings) Local Law 2019

ARRANGEMENT

Table of Contents Part 1 - Preliminary ...... 4 1.1 Citation ...... 4 1.2 Commencement ...... 4 1.3 Application and intent ...... 4 1.4 Interpretation ...... 4 1.5 Deputy members ...... 5 1.6 Provisions of the Act, Regulations and other legislation ...... 5 Part 2 – Establishment and membership of committees ...... 5 2.1 Establishment of committees ...... 5 2.2 Types of committees ...... 6 2.3 Delegation of some powers and duties to certain committees ...... 6 2.4 Limits on delegation of powers and duties to certain committees ...... 6 2.5 Appointment of committee members ...... 6 2.6 Appointment of deputies ...... 6 2.7 Tenure of committee membership ...... 6 2.8 Resignation of committee members ...... 6 2.8 Register of delegations to committees ...... 6 2.10 Committees to report ...... 6 Part 3 - Calling and convening meetings ...... 6 3.1 Ordinary and special Council meetings ...... 6 3.2 Calling Council meetings ...... 7 3.3 Convening Council meetings ...... 7 3.4 Calling committee meetings...... 7 3.5 Public notice of meetings ...... 7 Part 4 – Presiding Member and quorum ...... 7 Division 1: Who presides ...... 7 4.1 Who presides ...... 7 4.2 When the Deputy Chairman can act ...... 7 4.3 Who acts if no Chairman ...... 7 4.4 Election of Presiding Members of committees ...... 7 4.5 Election of Deputy Presiding Members of committees ...... 7 4.6 Functions of Deputy Presiding Members ...... 7 4.7 Who acts if no Presiding Member ...... 7 Division 2 – Quorum ...... 7 4.8 Quorum for meetings ...... 7 4.9 Reduction of quorum for Council meetings ...... 8 4.10 Reduction of quorum for committee meetings ...... 8 4.11 Procedure where no quorum to begin a meeting ...... 8 4.12 Procedure where quorum not present during a meeting ...... 8 4.13 Names to be recorded ...... 8

Part 5 - Business of a meeting ...... 8 5.1 Business to be specified ...... 8 5.2 Order of business ...... 8 5.3 Motions of which previous notice has been given ...... 9 5.4 New business of an urgent nature ...... 9 5.5 Adoption by exception resolution ...... 10 Part 6 - Public participation ...... 10 6.1 Meetings generally open to the public ...... 10 6.2 Meetings not open to the public ...... 10 6.3 Question time for the public...... 11 6.4 Question time for the public at certain meetings ...... 11 6.5 Minimum question time for the public ...... 11 6.6 Procedures for question time for the public ...... 11 6.7 Other procedures for question time for the public ...... 11 6.8 Distinguished visitors ...... 12 6.9 Deputations ...... 12 6.10 Petitions...... 12 6.11 Presentations ...... 12 6.12 Participation at committee meetings ...... 13 6.13 Council may meet to hear public submissions ...... 13 6.14 Public Inspection of agenda materials ...... 14 6.15 Confidentiality of information withheld ...... 14 6.16 Recording of proceedings ...... 14 6.17 Prevention of disturbance...... 14 Part 7 - Questions by Members ...... 15 Part 8 – Conduct of Members ...... 15 8.1 Members to be in their proper places ...... Error! Bookmark not defined. 8.2 Respect to the Presiding Member ...... 15 8.3 Titles to be used ...... 15 8.4 Advice of entry or departure ...... 15 8.5 Members to indicate their intention to speak ...... 16 8.6 Priority of speaking ...... 16 8.7 Presiding Member may take part in debates ...... 16 8.8 Relevance ...... 16 8.9 Speaking twice ...... 16 8.10 Duration of speeches ...... 16 8.11 No speaking after conclusion of debate ...... 16 8.12 No interruption ...... 16 8.13 Personal explanations ...... 17 8.14 No reopening of discussion ...... 17 8.15 Adverse reflection ...... 17 8.16 Withdrawal of offensive language ...... 17 Part 9 - Preserving order ...... 19 9.1 Presiding Member to preserve order ...... 19 9.2 Point of order ...... 19 9.3 Procedures on a point of order ...... 19 9.4 Calling attention to breach ...... 19 9.5 Ruling by the Presiding Member ...... 19 9.6 Continued breach of order...... 20 9.7 Right of Presiding Member to adjourn ...... 20 Part 10 - Debate of substantive motions ...... 20 10.1 Motions to be stated and in writing ...... 20

10.2 Motions to be supported ...... 20 1.3 Unopposed business ...... 20 10.4 Only one substantive motion at a time ...... 21 10.5 Order of call in debate ...... 21 10.6 Limit of debate ...... 21 10.7 Member may require question to be read ...... 21 10.8 Consent of seconder required for alteration ...... 21 10.9 Order of amendments ...... 21 10.10 Form of an amendment ...... 21 10.11 Amendment must not negate original motion ...... 21 10.12 Relevance of amendments ...... 21 10.13 Mover of motion may speak on amendment ...... 21 10.14 Effect of an amendment ...... 21 10.15 Withdrawal of motion or amendment ...... 21 10.16 Right of reply ...... 22 Part 11 - Procedural motions ...... 22 11.1 Permissible procedural motions ...... 22 11.2 No debate ...... 22 11.3 Who may move ...... 22 11.4 Procedural motions - right of reply on substantive motion ...... 23 11.5 Meeting to proceed to the next business ...... 23 11.6 Debate to be adjourned ...... 23 11.7 Meeting now adjourn ...... 23 11.8 Question to be put ...... 23 11.9 Member to be no longer heard ...... 24 11.10 Ruling of the Presiding Member to be disagreed with ...... 24 Part 12 - Disclosure of interests ...... 24 12.1 Disclosure of interests ...... 24 Part 13 - Voting ...... 24 13.1 Question - when put ...... 24 13.2 Voting ...... 24 13.3 Majorities required for decisions ...... 24 13.4 Method of taking vote ...... 24 Part 14 – Minutes of meetings ...... 25 14.1 Keeping of minutes ...... 25 14.2 Content of minutes ...... 25 14.3 Public inspection of unconfirmed minutes ...... 25 14.4 Confirmation of minutes ...... 25 Part 15 - Adjournment of meeting ...... 25 15.1 Meeting may be adjourned ...... 25 15.2 Effect of adjournment ...... 25 Part 16 – Revoking or changing decisions ...... 26 16.1 Requirements to revoke or change decisions ...... 26 16.2 Limitations on powers to revoke or change decisions ...... 26 16.3 Implementing a decision ...... 26 Part 17 - Suspension of Local Laws ...... 27 17.1 Suspension of Local Laws ...... 27 17.2 Where Local Laws do not apply ...... 27 Part 18 - Enforcement ...... 27 18.1 Penalty for breach ...... 27 18.2 Who can prosecute ...... 27

LOCAL GOVERNMENT ACT 1995

WESTERN METROPOLITAN REGIONAL COUNCIL

Local Government (Council Meetings) Local Law 2019

Under the powers conferred by the Local Government Act 1995 and under all other relevant powers, the Western Metropolitan Regional Council resolved on 3 October 2019 to make the following local law.

Part 1 - Preliminary

1.1 Citation This local law may be cited as the Western Metropolitan Regional Council Local Government (Council Meetings) Local Law 2019.

1.2 Commencement By virtue of section 3.14 of the Act, these Local Laws come into operation 14 days after the date of their publication in the Government Gazette.

1.3 Application and intent (1) These Local Laws provide rules and guidelines that apply to the conduct of meetings of the Council and its committees. (2) All meetings are to be conducted in accordance with the Act, the Regulations and this Local Law. (3) This Local Law is intended to result in: (a) better decision-making by the Council and committees; (b) orderly conduct of meetings dealing with Council business; (c) better understanding of the process of conducting meetings; and (d) the more efficient and effective use of time at meetings.

1.4 Interpretation

(1) In this Local Law, unless the context otherwise requires:

absolute majority has the meaning given to it in the Act;

75% majority has the meaning given to it in the Act;

Act means the Local Government Act 1995;

CEO means the Chief Executive Officer of the Western Metropolitan Regional Council;

Chairman means the Chairman of the Western Metropolitan Regional Council or other Presiding Member at a Council meeting under section 5.6 of the Act;

committee means a committee of the Council established under section 5.8 of the Act;

committee meeting means a meeting of a committee;

Council means the Council of the Western Metropolitan Regional Council;

district has the meaning given to it in the Act;

Establishment Agreement means the establishment agreement entered into by the Participants in or about March 2000.

meeting means a meeting of the Council or a committee, as the context requires;

Member has the meaning given to it in the Act;

Participant means a party to the Establishment Agreement;

Presiding Member means: (a) in respect of the Council, the person presiding under section 5.6 of the Act; and (b) in respect of a committee, the person presiding under sections 5.12, 5.13, and 5.14 of the Act;

Regulations means the Local Government (Administration) Regulations 1996;

simple majority means more than 50% of the members present and voting; and

substantive motion means an original motion or an original motion as amended, but does not include an amendment or a procedural motion.

(2) Unless otherwise defined in these Local Laws, the terms and expressions used in these Local Laws are to have the meaning given to them in the Act and Regulations.

1.5 Deputy members (1) If a member is unable to attend a meeting or part of a meeting, a deputy member may attend in place of that member provided that — (a) the deputy member has been appointed by the Participant which appointed the absent member; and (b) the deputy member has made a declaration in the prescribed form (under section 2.29 of the Act) before acting in the office. (2) While attending a meeting in place of a member, a deputy member has all the powers of that member.

1.6 Provisions of the Act, Regulations and other legislation (1) Throughout these Local Laws, provisions of the Act and Regulations, and provisions of other legislation, are reproduced in a boxed format. (2) The purpose of reproducing these provisions is to assist the reader by giving a fuller picture of related legislative provisions that also apply to meetings of the Council, committees and electors. (3) The reproduced provisions of the Act and Regulations and other legislation: (a) are to be treated as footnotes and are not part of these Local Laws (see section 32(2) of the Interpretation Act 1984); and (b) reproduce only the provisions that were in force at the time that the Council resolved to adopt these Local Laws and therefore may not necessarily be correct at a future date.

Part 2 – Establishment and membership of committees

2.1 Establishment of committees (1) The establishment of committees is dealt with in the Act.

(2) A Council resolution to establish a committee under section 5.8 of the Act is to include: (a) the terms of reference of the committee; (b) the number of council members, officers and other persons to be appointed to the committee; (c) the names or titles of the council members and officers to be appointed to the committee; (d) the names of other persons to be appointed to the committee or an explanation of the procedure to be followed to determine the appointments; and (e) details of the delegation of any powers or duties to the committee under section 5.16 of the Act.

(3) These Local Laws are to apply to the conduct of committee meetings.

2.2 Types of committees The types of committees are dealt with in the Act.

2.3 Delegation of some powers and duties to certain committees The delegation of some powers and duties to certain committees is dealt with in the Act.

2.4 Limits on delegation of powers and duties to certain committees The limits on the delegation of powers and duties to certain committees are dealt with in the Act.

2.5 Appointment of committee members The appointment of committee members is dealt with in the Act.

2.6 Appointment of deputies The appointment of a person to be a deputy of a member of committee is dealt with in the Act.

2.7 Tenure of committee membership Tenure of committee membership is dealt with in the Act.

2.8 Resignation of committee members The resignation of committee members is dealt with in the Regulations.

2.8 Register of delegations to committees The register of delegations to committees is dealt with in the Act.

2.10 Committees to report A committee: (a) is answerable to the Council; and (b) is to report on its activities when, and to the extent, required by the Council.

Part 3 - Calling and convening meetings

3.1 Ordinary and special Council meetings (1) Ordinary and special Council meetings are dealt with in the Act.

(2) An ordinary meeting of the Council, held every two months or otherwise as determined by the Council, is for the purpose of considering and dealing with the ordinary business of the Council.

(3) A special meeting of the Council is held for the purpose of considering and dealing with Council business that is urgent, complex in nature, for a particular purpose or confidential.

3.2 Calling Council meetings The calling of Council meetings is dealt with in the Act.

3.3 Convening Council meetings (1) The convening of a Council meeting is dealt with in the Act.

(2) Subject to subclause (3), the CEO is to give at least 72 hours’ notice, for the purposes of section 5.5, in convening a special meeting of the Council.

(3) Where, in the opinion of the Chairman or at least one-third of the Members, there is a need to meet urgently, the CEO may give a lesser period of notice of a special Council meeting.

3.4 Calling committee meetings The CEO is to call a meeting of any committee when requested by the Chairman, the Presiding Member of a committee or any two members of that committee.

3.5 Public notice of meetings Public notice of meetings is dealt with in the Regulations.

Part 4 – Presiding Member and quorum

Division 1: Who presides 4.1 Who presides Who presides at a Council meeting is dealt with in the Act.

4.2 When the Deputy Chairman can act When the Deputy Mayor/Deputy President can act is dealt with in the Act.

4.3 Who acts if no Chairman Who acts if there is no Chairman is dealt with in the Act.

4.4 Election of Presiding Members of committees The election of Presiding Members of committees and their deputies is dealt with in the Act.

4.5 Election of Deputy Presiding Members of committees The election of Deputy Presiding Members of committees is dealt with in the Act.

4.6 Functions of Deputy Presiding Members The functions of Deputy Presiding Members are dealt with in the Act.

4.7 Who acts if no Presiding Member Who acts if no Presiding Member is dealt with in the Act.

Division 2 – Quorum

4.8 Quorum for meetings The quorum for meetings is dealt with in the Act.

4.9 Reduction of quorum for Council meetings The power of the Minister to reduce the number for a quorum and certain majorities is dealt with in the Act.

4.10 Reduction of quorum for committee meetings The reduction of a quorum for committee meetings is dealt with in the Act.

4.11 Procedure where no quorum to begin a meeting The procedure where there is no quorum to begin a meeting is dealt with in the Regulations.

4.12 Procedure where quorum not present during a meeting If at any time during a meeting a quorum is not present, the Presiding Member is: (a) immediately to suspend the proceedings of the meeting for a period of up to 15 minutes; and (b) if a quorum is not present at the expiry of that period, the Presiding Member is to adjourn the meeting to some future time or date.

4.13 Names to be recorded At any meeting: (a) at which there is not a quorum present; or (b) which is adjourned for want of a quorum, the names of the Members then present are to be recorded in the minutes.

Part 5 - Business of a meeting

5.1 Business to be specified (1) No business is to be transacted at any ordinary meeting of the Council other than that specified in the agenda, without the approval of the Presiding Member or the Council. (2) No business is to be transacted at a special meeting of the Council other than that given in the notice as the purpose of the meeting. (3) Subject to subclause (4), no business is to be transacted at an adjourned meeting of the Council other than that: (a) specified in the notice of the meeting which had been adjourned; and (b) which remains unresolved. (4) Where a meeting is adjourned to the next ordinary meeting of the Council then, unless the Council resolves otherwise, the business unresolved at the adjourned meeting is to be dealt with before considering Reports (Item 9) at that ordinary meeting.

5.2 Order of business (1) Unless otherwise decided by the Council the order of business at any ordinary meeting of the Council is to be as follows:

1 Declaration of Opening 2 Record of Attendance and Apologies 3 Disclosures of Interests 4 Response to previous public questions taken on notice 5 Public Question Time 6 Applications for Leave of Absence 7 Petitions, Approved Deputations and Public Statements 8 Announcements by Person Presiding Without Discussion 9 Confirmation of Previous Minutes 10 Reports of Committees and Officers 11 Information Bulletins

12 Motions for Which Previous Notice Has Been Given 13 Questions by Members of Which Due Notice Has Been Given 14 Members’ Questions Without Notice 15 Urgent Business Approved by the Person Presiding or by Decision 16 Matters Behind Closed Doors 17 Business Not Dealt with From a Previous Meeting 18 General Business 19 Closure of Meeting

(2) Unless otherwise decided by the Council, the order of business at any special meeting of the Council is to be the order in which that business stands in the agenda of the meeting.

(3) In determining the order of business for any meeting of the Council, the provisions of the Act and Regulations relating to the time at which public question time is to be held are to be observed. [See section 5.24 of the Act; and regulations 6 & 7 of the Regulations]

5.3 Motions of which previous notice has been given (1) Unless the Act, Regulations or these Local Laws otherwise provide, a Member may raise at a meeting such business as he or she considers appropriate, in the form of a motion, of which notice has been given in writing to the CEO and which has been included on the agenda.

(2) A notice of motion under subclause (1) is to be given at least 7 clear working days before the meeting at which the motion is moved.

(3) A notice of motion is to relate to a purpose for which the Western Metropolitan Regional Council is established.

(4) The CEO - (a) may, with the concurrence of the Chairman, exclude from the notice paper any notice of motion deemed to be, or likely to involve, a breach of any of these Local Laws or any other written law; (b) will inform Members on each occasion that a notice has been excluded and the reasons for that exclusion; (c) may, after consultation with the Member where this is practicable, make such amendments to the form but not the substance as will bring the notice of motion into due form; and (d) may provide to the Council relevant and material facts and circumstances pertaining to the notice of motion on such matters as policy, budget and law.

(5) A motion of which notice has been given is to lapse unless: (a) the Member who gave notice of it, or some other Member authorised by the originating Member in writing, moves the motion when called on; or (b) the Council on a motion agrees to defer consideration of the motion to a later stage or date.

(6) If a notice of motion is given and lapses under subclause (5), notice of a motion in the same terms or to the same effect is not to be given again for at least 3 months from the date of such lapse.

5.4 New business of an urgent nature (1) In cases of extreme urgency or other special circumstances, matters may, on a motion by the Presiding Member that is carried by the meeting, be raised without notice and decided by the meeting.

(2) In subclause (1), 'cases of extreme urgency or other special circumstances' means matters that have arisen after the preparation of the agenda that are considered by the Presiding Member to be of such importance and urgency that they are unable to be dealt with administratively by the Western Metropolitan Regional Council and must be considered and dealt with by the Council before the next meeting.

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

(2) Subject to subclause (3), the Western Metropolitan Regional Council may pass an adoption by exception resolution.

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

Part 6 - Public participation

6.1 Meetings generally open to the public Meetings being generally open to the public is dealt with in the Act.

6.2 Meetings not open to the public (1) The CEO may, at any time, recommend that a meeting or part of a meeting be closed to members of the public.

(2) The Council or a committee, in one or more of the circumstances dealt with in the Act, may at any time, by resolution, decide to close a meeting or part of a meeting.

(3) If a resolution under subclause (2) is carried: (a) the Presiding Member is to direct everyone to leave the meeting except: (i) the Members; (ii) the CEO; and (iii) any Officer specified by the Presiding Member; and (b) the meeting is to be closed to the public until, at the conclusion of the matter justifying the closure of the meeting to the public, the Council or the committee, by resolution, decides otherwise.

(4) A person who fails to comply with a direction under subclause (3)(a) may, by order of the Presiding Member, be removed from the meeting.

(5) While the resolution under subclause (2) remains in force, the operation of clause 8.9 is to be suspended until the Council or the committee, by resolution, decides otherwise.

(6) A resolution under this clause may be made without notice.

(7) Unless the Council resolves otherwise, once the meeting is reopened to members of the public, the Presiding Member is to ensure that any resolution

of the Council made while the meeting was closed is to be read out including a vote of a Member to be included in the minutes.

6.3 Question time for the public Question time for the public is dealt with in the Act.

6.4 Question time for the public at certain meetings Question time for the public at certain meetings is dealt with in the Regulations.

6.5 Minimum question time for the public Minimum question time for the public is dealt with in the Regulations.

6.6 Procedures for question time for the public Procedures for question time for the public are dealt with in the Regulations.

6.7 Other procedures for question time for the public (1) A member of the public who raises a question during question time, is to state his or her name and address.

(2) A question may be taken on notice by the Council for later response.

(3) When a question is taken on notice the CEO is to ensure that: (a) a response is given to the member of the public in writing; and (b) a summary of the response is included in the agenda of the next meeting of the Council.

(4) Where a question relating to a matter in which a relevant person has an interest is directed to the relevant person, the relevant person is to: (a) declare that he or she has an interest in the matter; and (b) allow another person to respond to the question.

(5) Each member of the public with a question is entitled to ask up to 2 questions before other members of the public will be invited to ask their questions.

(6) Where a member of the public provides written questions then the Presiding Member may elect for the questions to be responded to as normal business correspondence.

(7) The Presiding Member may decide that a public question shall not be responded to where: (a) the same or similar question was asked at a previous meeting, a response was provided and the member of the public is directed to the minutes of the meeting at which the response was provided; (b) the member of the public uses public question time to make a statement, provided that the Presiding Member has taken all reasonable steps to assist the member of the public to phrase the statement as a question; or (c) the member of the public asks a question that is offensive or defamatory in nature, provided that the Presiding Member has taken all reasonable steps to assist the member of the public to phrase the question in a manner that is not offensive or defamatory.

(8) A member of the public shall have two minutes to submit a question.

(9) The Council, by resolution, may agree to extend public question time.

(10) Where an answer to a question is given at a meeting, a summary of the question and the answer is to be included in the minutes.

6.8 Distinguished visitors If a distinguished visitor is present at a meeting of the Council, the Presiding Member may acknowledge the presence of the distinguished visitor at an appropriate time during the meeting, and the presence of that visitor shall be recorded in the minutes.

6.9 Deputations (1) Any person or group wishing to be received as a deputation by the Council is to either: (a) apply, before the meeting, to the CEO for approval; or (b) with the approval of the Presiding Member, at the meeting, address the Council. (2) The CEO may either: (a) approve the request and invite the deputation to attend a meeting of the Council; or (b) refer the request to the Council to decide by simple majority whether or not to receive the deputation.

(3) Unless the council resolves otherwise, a deputation invited to attend a Council meeting: (a) is not to exceed 5 persons, only 2 of whom may address the Council, although others may respond to specific questions from Members; (b) is not to address the Council for a period exceeding 10 minutes without the agreement of the Council; and, (c) additional members of the deputation may be allowed to speak with the leave of the Presiding Member.

(4) Any matter which is the subject of a deputation to the Council is not to be decided by the Council until the deputation has completed its presentation.

6.10 Petitions (1) A petition is to - (a) be addressed to the Chairman; (b) be made by electors of the Participants; (c) state the request on each page of the petition; (d) contain the name, address and signature of each elector making the request, and the date each elector signed; (e) contain a summary of the reasons for the request; and (f) state the name of the person to whom, and an address at which, notice to the petitioners can be given.

(2) Upon receiving a petition, the Western Metropolitan Regional Council is to submit the petition to the relevant officer to be included in his or her deliberations and report on the matter that is the subject of the petition.

(3) At any meeting, the Council is not to vote on any matter that is the subject of a petition presented to that meeting, unless: (a) the matter is the subject of a report included in the agenda; and (b) the Council has considered the issues raised in the petition.

6.11 Presentations (1) In this clause, a “presentation” means the acceptance of a gift or an award by the Council on behalf of the Western Metropolitan Regional Council or the community.

(2) A presentation may be made to the Council at a meeting only with the prior approval of the CEO.

6.12 Participation at committee meetings (1) In this clause a reference to a person is to a person who: (a) is entitled to attend a committee meeting; (b) attends a committee meeting; and (c) is not a member of that committee.

A member of the public is entitled to attend a committee meeting only where a local government power or duty has been delegated to that committee: see section 5.23(1)(b) of the Act.

(2) A member may attend, as an observer, any meeting of a committee of which he or she is not a member or the deputy of a member.

(3) Without the consent of the Presiding Member, no person is to address a committee meeting.

(4) The Presiding Member of a committee may allow a person to make an oral submission to the committee for up to 3 minutes.

(5) A person addressing the committee with the consent of the Presiding Member is to cease that address immediately after being directed to do so by the Presiding Member.

(6) A person who fails to comply with a direction of the Presiding Member under subclause (5) may, by order of the Presiding Member, be removed from the committee room.

(7) The Council may make a policy dealing with the circumstances in which a person may be given consent to address a committee meeting.

6.13 Council may meet to hear public submissions (1) Where an item on the agenda at a Council meeting is contentious and is likely be the subject of a number of deputations, the Council may resolve to meet at another time to provide a greater opportunity to be heard.

(2) The CEO and the Chairman shall set the time and date of the meeting to provide the opportunity to be heard.

(3) Where the Council resolves to meet to provide the opportunity to be heard under subclause (1), the Presiding Member shall: (a) instruct the CEO to provide local public notice of the time and date when the Council will meet to provide an opportunity to be heard; (b) provide a written invitation to attend the meeting to provide the opportunity to be heard to all members of the public who have applied under clause 6.9 to make a deputation on the issue; and (c) cause minutes to be kept of the meeting to provide the opportunity to be heard.

(4) A meeting held under subclause (1) shall be conducted only to hear submissions. The council shall not make resolutions at a meeting to provide the opportunity to be heard.

(5) At a meeting held under subclause (1), each person making a submission shall be provided with the opportunity to fully state his or her case. (6) A member of the public shall be limited to 10 minutes in making an oral submission, but this period may be extended at the discretion of the Presiding Member.

(7) Once every member of the public has had the opportunity to make a submission the Presiding Member is to close the meeting.

(8) The CEO is to ensure that a report is included on the agenda of the next Council meeting summarising each submission made at the meeting.

(9) The Council must not resolve on the matter that is the subject of a meeting to provide the opportunity to be heard until it has received the CEO’s report under subclause (8).

6.14 Public Inspection of agenda materials The right of the public to inspect the documents referred to, and in accordance with, regulation 14 of the Regulations may be exercised at the Western Metropolitan Regional Council, 2/317 Churchill Ave, Subiaco WA 6008; and on the Western Metropolitan Regional Council’s website.

6.15 Confidentiality of information withheld (1) Information withheld by the CEO from the public under regulation 14(2) of the Regulations is to be: (a) identified in the agenda of a Council meeting under the item “Matters for which meeting may be closed”; (b) marked “Confidential” in the agenda; and (c) kept confidential by Officers and Members until the Council resolves otherwise.

(2) A member or an officer in receipt of confidential information under subclause (1) or information that is provided or disclosed during a meeting or part of a meeting that is closed to the public is not to disclose any of that information to any person other than another member or an officer to the extent necessary for the purpose of carrying out his or her duties.

(3) Subclause (2) does not apply where a member or officer discloses the information to his or her lawyer or government officer for the purpose of seeking advice in order to lawfully fulfil his or her role and responsibilities.

6.16 Recording of proceedings (1) A person is not to use any electronic, visual or audio recording device or instrument to record the proceedings of the Council without the permission of the Presiding Member. (2) If the Council gives permission under subclause (1), the Presiding Member is to advise the meeting, immediately before the recording is commenced, that such permission has been given and the nature and extent of that permission.

6.17 Prevention of disturbance (1) A reference in this clause to a person is to a person other than a member.

(2) A person addressing the Council shall extend due courtesy and respect to the Council and the processes under which it operates and shall comply with any direction by the Presiding Member.

(3) A person observing a meeting shall not create a disturbance at a meeting, by interrupting or interfering with the proceedings, whether by expressing approval or dissent, by conversing or by any other means.

(4) A person shall ensure that his or her mobile telephone or audible pager is not switched on or used during any meeting of the Council.

(5) A person shall not behave in a manner that is contrary to section 75 of the Criminal Code.

Part 7 - Questions by Members

(1) Members may ask questions relating to an item on the notice paper or on matters related to the good government of persons in the districts of the Participants.

(2) A Member requesting general information from an Officer at a Council meeting may ask a question without notice and with the consent of the Presiding Member, may ask one or more further questions of that Officer or another Officer present at the meeting.

(3) Where possible the Officer shall endeavour to answer the question to the best of his or her knowledge and ability, however, if the information is unavailable or the answer requires research or investigation, the Officer may ask that - (a) the question be placed on notice for the next meeting of Council; and (b) the answer to the question be given to the Member who asked it within 14 days.

(4) Every question and answer - (a) is to be brief and concise; and (b) is not to be accompanied by argument, expression of opinion or statement of facts, except to the extent necessary to explain the question or answer.

(5) In answering any question, an Officer may qualify his or her answer and may at a later time in the meeting or at a subsequent meeting alter, correct, add to or otherwise amend the original answer.

Part 8 – Conduct of Members

8.1 Respect to the Presiding Member After the business of a Council has been commenced, a Member is not to enter or leave the meeting without first paying due respect to the Presiding Member.

8.2 Titles to be used A speaker, when referring to the Chairman, Deputy Chairman or Presiding Member, or a Member or Officer, is to use the title of that person's office.

8.3 Advice of entry or departure

During the course of a meeting of the Council, a Member is not to enter or leave the meeting without first advising the Presiding Member, in order to facilitate the recording in the minutes of the time or entry or departure.

8.4 Members to indicate their intention to speak A Member of the Council who wishes to speak is to indicate his or her intention to speak by raising his or her hand or by another method agreed by the Council.

8.5 Priority of speaking (1) Where two or more Members indicate, at the same time, their intention to speak, the Presiding Member is to decide which Member is entitled to be heard first.

(2) A decision of the Presiding Member under subclause (1) is not open to discussion or dissent.

(3) A Member is to cease speaking immediately after being asked to do so by the Presiding Member.

8.6 Presiding Member may take part in debates The Presiding Member may take part in a discussion of any matter before the Council, subject to compliance with these Local Laws.

8.7 Relevance (1) A Member is to restrict his or her remarks to the motion or amendment under discussion, or to a personal explanation or point of order.

(2) The Presiding Member, at any time, may: (a) call the attention of the meeting to: (i) any irrelevant, repetitious, offensive or insulting language by a Member; or (ii) any breach of order by a Member; and (b) direct that Member, if speaking, to discontinue his or her speech.

(3) A Member is to comply with the direction of the Presiding Member under subclause (2) by immediately ceasing to speak.

8.8 Speaking twice A Member is not to address the Council more than once on any motion or amendment except: (a) as the mover of a substantive motion, to exercise a right of reply; (b) to raise a point of order; or (c) to make a personal explanation.

8.9 Duration of speeches (1) A Member is not to speak on any matter for more than five minutes without the consent of the Council which, if given, is to be given without debate.

(2) An extension under this clause cannot be given to allow a Member's total speaking time to exceed ten minutes.

8.10 No speaking after conclusion of debate A Member is not to speak on any motion or amendment: (a) after the mover has replied; or (b) after the question has been put.

8.11 No interruption A Member is not to interrupt another Member who is speaking unless:

(a) to raise a point of order; (b) to call attention to the absence of a quorum; (c) to make a personal explanation under clause 8.13; or (d) to move a procedural motion that the Member be no longer heard (see clause 11.1(e)).

8.12 Personal explanations (1) A Member who wishes to make a personal explanation relating to a matter referred to by another Member who is then speaking is to indicate to the Presiding Member his or her intention to make a personal explanation.

(2) The Presiding Member is to determine whether the personal explanation is to be heard immediately or at the conclusion of the speech by the other Member.

(3) A Member making a personal explanation is to confine his or her observations to a succinct statement relating to a specific part of the speech at which he or she may have been misunderstood.

8.13 No reopening of discussion A Member is not to reopen discussion on any Council decision, except to move that the decision be revoked or changed (see Part 16).

8.14 Adverse reflection (1) A Member is not to reflect adversely on a decision of the Council except on a motion that the decision be revoked or changed (see Part 16), unless the meeting resolves, without debate, that the question then before the meeting cannot otherwise be adequately considered.

(2) A Member is not: (a) to reflect adversely on the character or actions of another Member or Officer; or (b) to impute any motive to a Member or Officer, unless the meeting resolves, without debate, that the question then before the meeting cannot otherwise be adequately considered.

(3) A Member is not to use offensive or insulting expressions in reference to any Member, Officer or other person.

(4) If a Member specifically requests, immediately after their use, that any particular words used by a Member be recorded in the minutes: (a) the Presiding Member is to cause the words used to be taken down and read to the meeting for verification; and (b) the Council may, by resolution, decide to record those words in the minutes.

8.15 Withdrawal of offensive language (1) A Member who, in the opinion of the Presiding Member, uses an expression which: (a) in the absence of a resolution under clause 8.15: (i) reflects adversely on the character or actions of another Member or Officer; or (ii) imputes any motive to a Member or Officer; or (b) is offensive or insulting, must, when directed by the Presiding Member, withdraw the expression and make a satisfactory apology.

(2) If a Member fails to comply with a direction of the Presiding Member under subclause (1), the Presiding Member may refuse to hear the Member further on the matter then under discussion and call on the next speaker.

Part 9 - Preserving order

9.1 Presiding Member to preserve order (1) The Presiding Member is to preserve order, and, whenever he or she considers necessary, may call any Member to order.

(2) When the Presiding Member speaks during a debate, every Member present is to preserve strict silence so that the Presiding Member may be heard without interruption.

(3) Subclause (2) is not to be used by the Presiding Member to exercise the right provided in clause 8.7, but to preserve order.

9.2 Point of order (1) A Member may object, by way of a point of order, only to a breach of: (a) any of these Local Laws; or (b) any other written law.

(2) Despite anything in these Local Laws to the contrary, a point of order: (a) takes precedence over any discussion; and (b) until determined, suspends the consideration or discussion of any other matter.

9.3 Procedures on a point of order (1) A Member who is addressing the Presiding Member is not to be interrupted except on a point of order.

(2) A Member interrupted on a point of order is to stay silent until: (a) the Member raising the point of order has been heard; and (b) the Presiding Member has ruled on the point of order, and, if permitted, the Member who has been interrupted may then proceed.

9.4 Calling attention to breach A Member may, at any time, draw the attention of the Presiding Member to any breach of these Local Laws.

9.5 Ruling by the Presiding Member (1) The Presiding Member is to rule on any point of order which is raised by either upholding or rejecting the point of order.

(2) A ruling by the Presiding Member on a point of order is to be final unless the majority of Members then present and voting, on a motion moved immediately after the ruling, dissent from the ruling.

(3) Subject to a motion of dissent being carried under subclause (2), if the Presiding Member rules that: (a) any motion, amendment or other matter before the meeting is out of order, it is not to be considered further; and (b) a statement made or act done by a Member is out of order, the Presiding Member may require the Member to make an explanation, retraction or apology.

9.6 Continued breach of order If a Member: (a) persists in any conduct that the Presiding Member had ruled is out of order; or (b) refuses to make an explanation, retraction or apology required by the Presiding Member under clause 9.5(3), the Presiding Member may direct the Member to refrain from taking any further part in the matter under discussion, other than by voting, and the Member is to comply with that direction.

9.7 Right of Presiding Member to adjourn (1) For the purpose of preserving or regaining order, the Presiding Member may adjourn the meeting for a period of up to 15 minutes.

(2) On resumption, the debate is to continue at the point at which the meeting was adjourned.

(3) If, at any one meeting, the Presiding Member adjourns the meeting more than once for the purpose of preserving or regaining order, the second or subsequent adjournment may be to a later time on the same day or to another day.

Part 10 - Debate of substantive motions

10.1 Motions to be stated and in writing Any Member who wishes to move a substantive motion or an amendment to a substantive motion: (a) is to state the substance of the motion before speaking to it; and (b) if required by the Presiding Member, is to put the motion or amendment in writing.

10.2 Motions to be supported (1) A substantive motion or an amendment to a substantive motion is not open to debate until it has been seconded.

(2) A motion to revoke or change a decision made at a Council meeting is not open to debate unless the motion has the support required under regulation 10 of the Regulations.

1.3 Unopposed business (1) Immediately after a substantive motion has been moved and seconded, the Presiding Member may ask the meeting if any Member opposes it.

(2) If no Member opposes the motion, the Presiding Member may declare it carried without debate and without taking a vote.

(3) A motion declared carried under this clause is to be recorded in the minutes as a unanimous decision of the Council.

(4) If a Member opposes a motion, the motion is to be dealt with under this Part.

(5) This clause does not apply to a motion to revoke or change a decision which has been made at a Council meeting (see Part 16).

10.4 Only one substantive motion at a time When a substantive motion is under debate at a meeting of the Council, no further substantive motion is to be accepted. The Council is not to consider more than one substantive motion at any time.

10.5 Order of call in debate The Presiding Member is to call speakers to a substantive motion in the following order: (a) the mover to state the motion; (b) a seconder to the motion; (c) the mover to speak to the motion; (d) the seconder to speak to the motion; (e) a speaker against the motion; (f) a speaker for the motion; (g) other speakers against and for the motion, alternating where possible; and (h) mover takes right of reply which closes debate.

10.6 Limit of debate The Presiding Member may offer the right of reply and put a substantive motion to the vote if he or she believes that sufficient discussion has taken place even though all Members may not have spoken.

10.7 Member may require question to be read A Member may require the question or matter under discussion to be read at any time during a debate, but not so as to interrupt any other Member who is speaking.

10.8 Consent of seconder required for alteration The mover of a substantive motion may not alter the wording of the motion without the consent of the seconder.

10.9 Order of amendments Any number of amendments may be proposed to a substantive motion, but when an amendment is moved to a substantive motion, no second or subsequent amendment is to be moved or considered until the first amendment has been withdrawn, carried or lost.

10.10 Form of an amendment An amendment must add, delete, or substitute words to the substantive motion.

10.11 Amendment must not negate original motion An amendment to a substantive motion cannot negate the original motion or the intent of the original motion.

10.12 Relevance of amendments Each amendment is to be relevant to the motion in respect of which it is moved.

10.13 Mover of motion may speak on amendment Any Member may speak during debate on an amendment.

10.14 Effect of an amendment If an amendment to a substantive motion is carried, the motion as amended then becomes the substantive motion, on which any Member may speak and any further amendment may be moved.

10.15 Withdrawal of motion or amendment (1) Subject to subclause (2), the Council may, without debate, grant leave to withdraw a motion or amendment on the request of the mover of the motion or amendment and with the approval of the seconder.

(2) Where an amendment has been proposed to a substantive motion, the substantive motion is not to be withdrawn, except by consent of the majority of Members present, until the amendment proposed has been withdrawn or lost.

10.16 Right of reply (1) The mover of a substantive motion has the right of reply.

(2) The mover of any amendment to a substantive motion has a right of reply.

(3) The right of the reply may only be exercised: (a) where no amendment is moved to the substantive motion – at the conclusion of the discussion on the motion; or (b) where one or more amendments have been moved to the substantive motion – at the conclusion of the discussion on the substantive motion and any amendments.

(4) After the mover of the substantive motion has commenced the reply: (a) no other Member is to speak on the question; (b) there is to be no further discussion on, or any further amendment to, the motion.

(5) The right of the reply is to be confined to rebutting arguments raised by previous speakers and no new matter is to be introduced.

(6) At the conclusion of the right of reply, the substantive motion, or the substantive motion as amended, is immediately to be put to the vote.

Part 11 - Procedural motions

11.1 Permissible procedural motions In addition to the right to move an amendment to a substantive motion (under Part 10), a Member may move the following procedural motions: (a) that the debate be adjourned; (b) that the meeting now adjourn; (c) that the question be now put; (d) that the Member be no longer heard; (e) that the ruling of the Presiding Member be disagreed with; (f) that the meeting be closed to the public (see clause 6.2).

11.2 No debate (1) The mover of a motion specified in paragraph (a), (b), (c) or (f) of clause 11.1 may speak to the motion for not more than five minutes, the seconder is not to speak other than to formally second the motion, and there is to be no debate on the motion.

(2) The mover of a motion specified in paragraph (c) or (d) of clause 11.1 may not speak to the motion, the seconder is not to speak other than to formally second the motion, and there is to be no debate on the motion.

11.3 Who may move No person who has moved, seconded, or spoken for or against the substantive motion, or any amendment to the substantive motion, may move any procedural motion which, if carried, would close the debate on the substantive motion or amendment.

11.4 Procedural motions - right of reply on substantive motion The carrying of a procedural motion which closes debate on the substantive motion or amendment and forces a decision on the substantive motion or amendment does not deny the right of reply to the mover of the substantive motion.

11.5 Meeting to proceed to the next business The motion “that the meeting proceed to the next business”, if carried, has the effect that: (a) the debate on the substantive motion or amendment ceases immediately; (b) no decision is made on the substantive motion; (c) the Council moves to the next item of business; and (d) there is no requirement for the matter to be raised again for consideration.

11.6 Debate to be adjourned A motion “that the debate be adjourned”: (a) is to state the time to which the debate is to be adjourned; and (b) if carried, has the effect that all debate on the substantive motion or amendment ceases immediately, but continues at the time stated in the motion.

11.7 Meeting now adjourn (1) A Member is not to move or second more than one motion of adjournment during the same sitting of the Council.

(2) Before putting the motion for the adjournment of the Council, the Presiding Member may seek leave of the Council to deal first with matters that may be the subject of an adoption by exception resolution (see clause 5.5).

(3) A motion “that the meeting now adjourn”: (a) is to state the time and date to which the meeting is to be adjourned; and (b) if carried, has the effect that the meeting is adjourned to the time and date specified in the motion.

(4) A meeting adjourned under subclause (3) is to continue from the point at which it was adjourned, unless the Presiding Member or the Council determines otherwise.

11.8 Question to be put (1) If the motion “that the question be now put”, is carried during debate on a substantive motion without amendment, the Presiding Member is to offer the right of reply and then put the motion to the vote without further debate.

(2) If the motion "that the question be now put" is carried during discussion of an amendment, the Presiding Member is to put the amendment to the vote without further debate.

(3) This motion, if lost, causes debate to continue.

11.9 Member to be no longer heard If the motion “that the member be no longer heard”, is carried, the speaker against whom the motion has been moved cannot speak further on the current substantive motion, or any amendment relating to it, except to exercise the right of reply if he or she is the mover of the substantive motion.

11.10 Ruling of the Presiding Member to be disagreed with If the motion “that the ruling of the Presiding Member be disagreed with”, is carried, that ruling is to have no effect and the meeting is to proceed accordingly.

Part 12 - Disclosure of interests

12.1 Disclosure of interests Disclosure of interests is dealt with in the Act.

Part 13 - Voting

13.1 Question - when put (1) Immediately after the debate on any question is concluded and the right of reply has been exercised, the Presiding Member - (a) is to put the question to the Council; and (b) if requested by any Member, is to again state the terms of the question.

(2) A Member is not to leave the meeting when the Presiding Member is putting any question.

13.2 Voting Voting is dealt with in the Act and the Regulations.

13.3 Majorities required for decisions The majorities required for decisions of the Council and committees are dealt with in the Act.

13.4 Method of taking vote (1) In taking the vote on any motion or amendment the Presiding Member: (a) is to put the question, first in the affirmative, and then in the negative; (b) may put the question in this way as often as may be necessary to enable him or her to determine whether the affirmative or the negative has the majority of votes; (c) may accept a vote on the voices or may require a show of hands; and, (d) is, subject to this clause, to declare the result.

(2) If a Member calls for a show of hands, the result of the vote is to be determined on the count of raised hands.

(3) If a member of council or a committee specifically requests that there be recorded: (a) his or her vote; or, (b) the vote of all members present, on a matter voted on at a meeting of the council or committee, the person presiding is to cause the vote or votes, as the case may be, to be recorded in the minutes.

(4) If a Member calls for a division: (a) those voting in the affirmative are to pass to the right of the Chair; and (b) those voting in the negative are to pass to the left of the Chair.

(5) For every division, the CEO is to record: (a) the name of each member who voted; and (b) whether he or she voted in the affirmative or negative.

Part 14 – Minutes of meetings

14.1 Keeping of minutes The keeping and confirmation of minutes are dealt with in the Act.

14.2 Content of minutes (1) The content of minutes is dealt with in the Regulations.

(2) In addition to the matters required by regulation 11, the minutes of a Council meeting is to include, where an application for approval is refused or the authorisation of a licence, permit or certificate is withheld or cancelled, the reasons for the decision.

14.3 Public inspection of unconfirmed minutes The public inspection of unconfirmed minutes is dealt with in the Regulations.

14.4 Confirmation of minutes (1) When minutes of an ordinary meeting of the Council are distributed for consideration prior to their confirmation at the next meeting, if a Member is dissatisfied with the accuracy of the minutes, the Member may provide the Western Metropolitan Regional Council with a written copy of the alternative wording to amend the minutes no later than 7 clear working days before the next ordinary meeting of the Council.

(2) At the next ordinary meeting of the Council, the Member who provided the alternative wording shall, at the time for confirmation of minutes - (a) state the item or items with which he or she is dissatisfied; and (b) propose a motion clearly outlining the alternative wording to amend the minutes.

(3) Members must not discuss items of business contained in the minutes, other than discussion as to their accuracy as a record of the proceedings.

Part 15 - Adjournment of meeting

15.1 Meeting may be adjourned The Council may adjourn any meeting: (a) to a later time on the same day; or (b) to any other time on any other day, including a time which coincides with the conclusion of another meeting or event.

15.2 Effect of adjournment Where any matter, motion, debate or meeting is adjourned under these Local Laws: (a) the names of Members who have spoken on the matter prior to the adjournment are to be recorded in the minutes; (b) debate is to be resumed at the next meeting at the point where it was interrupted; and (c) the provisions of clause 8.9 [speaking twice] apply when the debate is resumed.

Part 16 – Revoking or changing decisions

16.1 Requirements to revoke or change decisions The requirements to revoke or change a decision made at a meeting are dealt with in regulation 10 of the Regulations.

16.2 Limitations on powers to revoke or change decisions (1) Subject to subclause (2), the Council or a committee is not to consider a motion to revoke or change a decision: (a) where, at the time the motion is moved or notice is given, any action has been taken under clause 16.3 to implement the decision; or (b) where the decision is procedural in its form or effect.

(2) The Council or a committee may consider a motion to revoke or change a decision of the kind described in subclause (1)(a) if the motion is accompanied by a written statement of the legal and financial consequences of carrying the motion.

16.3 Implementing a decision (1) In this clause: (a) "authorisation" means a licence, permit, approval or other means of authorising a person to do anything; (b) "implement", in relation to a decision, includes: (i) communicate notice of the decision to a person affected by, or with an interest in, the decision; and (ii) take any other action to give effect to the decision; and (c) "valid notice of revocation motion" means a notice of motion to revoke or change a decision that complies with the requirements of the Act, Regulations and the Local Laws and may be considered, but has not yet been considered, by the Council or a committee as the case may be.

(2) Subject to subclause (4), and unless a resolution is made under subclause (3), a decision made at a meeting is not to be implemented by the CEO or any other person until the afternoon of the first business day after the commencement of the meeting at which the decision was made.

(3) The Council or a committee may, by resolution carried at the same meeting at which a decision was made, direct the CEO or another person to take immediate action to implement the decision.

(4) A decision made at a meeting is not to be implemented by the CEO or any other person: (a) if, before commencing any implementation action, the CEO or that person is given a valid notice of revocation motion; and (b) unless and until the valid notice of revocation motion has been determined by the Council or the committee as the case may be.

(5) The CEO is to ensure that members of the public attending the meeting are informed by an appropriate notice that a decision to grant an authorisation: (a) is to take effect only in accordance with this clause; and (b) cannot be acted upon by the person who has been granted the authorisation unless and until the decision has been implemented in accordance with this clause.

Part 17 - Suspension of Local Laws

17.1 Suspension of Local Laws (1) A Member may at any time move that the operation of one or more of the provisions of these Local Laws be suspended.

(2) A Member moving a motion under subclause (1) is to state the reasons for the motion but no other discussion is to take place.

(3) A motion under subclause (1) which is: (a) seconded; and (b) carried by an absolute majority, is to suspend the operation of the clause or clauses to which the motion relates for the duration of the meeting, unless the meeting earlier resolves otherwise.

17.2 Where Local Laws do not apply (1) In situations where: (a) one or more provisions of these Local Laws have been suspended; or (b) a matter is not regulated by the Act, the Regulations or these Local Laws, the Presiding Member is to decide questions relating to the conduct of the meeting.

(2) The decision of the Presiding Member under subclause (1) is final, except where a motion is moved and carried under clause 11.10.

Part 18 - Enforcement

18.1 Penalty for breach A person who breaches a provision of these Local Laws commits an offence. Penalty: $1,000.00 and a daily penalty of $100.00.

18.2 Who can prosecute Who can prosecute is dealt with in the Act.

Dated: 2019

The Common Seal of the Western Metropolitan Regional Council was affixed by the authority of a resolution of Council in the presence of:

Charles Hohnen Stefan Frodsham Chairman Chief Executive Officer

Strategic Community Plan 2019/20 to 2029/30 Contents

Our vision for waste management in Perth’s central 3. Context...... 11 western communities in 2030...... 3 3.1. State Government Actions and Decisions...... 11 1. Introduction...... 5 3.2. Markets for Recyclables...... 12 1.1. About the WMRC Strategic Community Plan...5 3.3. The Landfill Levy ...... 12 1.2. The Integrated Planning Framework 3.4. Material and Energy Recovery Facilities...... 12 and Process...... 5 3.5. Waste Disposal Facilities...... 12 1.3. WMRC Guiding Principles...... 6 4. WMRC Services...... 13 1.4. WMRC Services...... 7 4.1. WMRC Services for Member Councils...... 13 1.5. WMRC Current Functions...... 7 4.2. Providing Value-For-Money...... 13 2. A Snapshot of Waste in the Western Suburbs...... 8 4.3. WMRC Initiatives...... 14 2.1. Population Serviced...... 8 4.4. Resourcing Implications...... 14 2.2. Collection Services...... 8 5. Strategic Action Plan Outline...... 15 2.3. West Metro Recycling Centre...... 9 Key Strategies...... 15 2.4. Communications and Education...... 10

The WMRC acknowledges the Whadjuk Noongar people as the traditional custodians of this land, and pays respect to their Elders past, present and emerging.

2 Western Metropolitan Regional Council Our vision for waste management in Perth’s central western communities in 2030

The Western Metropolitan Regional Council (WMRC) will assist the community in effectively and efficiently reducing waste; recovering resources; and minimising the impact of waste on the environment.

By 2030, metropolitan waste management will no longer Municipal and commercial waste vehicles from Perth’s be heavily reliant on landfill disposal. Organic waste central western communities will deliver waste to will largely be separated from other municipal solid the West Metro Recycling Centre in Brockway Road, waste, especially through the introduction of a third Shenton Park for cost-effective consolidation and FOGO (food organics, garden organics) bin; and will be haulage to waste treatment facilities. Residual material effectively processed into soil conditioning materials will be handled by waste to energy facilities, with landfill that meet Australian standards. Most residual wastes disposal acting as a destination of last resort. will be dispatched for energy recovery at waste to The WMRC will continue to support municipalities energy plants. and the community with effective waste management To minimise transport and logistics costs and enable strategy and services; and sound advice and education efficient waste haulage to distant waste treatment and on waste minimisation and effective waste management disposal sites, waste collection trucks across the Perth practice. metropolitan area will deliver to strategically located waste transfer stations, including that of the WMRC. Waste collection routes will be optimised to localise the operation of waste collection vehicles and achieve economies of scale.

Strategic Community Plan 2019/20 to 2029/30 3 COMPREHENSIVE & COST EFFECTIVE WASTE MANAGEMENT SERVICES

Community drop off Waste Collection Services including problematic and household hazardous waste

Specialised Materials Recovery Facilities

West Metro Recycling Centre Bulkwaste Recycling Landfill Disposal WMRC Administration, Governance, Contracts, FOGO Recycling Projects (future) Waste to Energy (future)

Greenwaste Recycling WMRC Communications and Education

Expert Waste Community Waste Reduction Promotion Management Advice Waste Education and Support

Glossary of Acronyms AWT – Alternative Waste Treatment which denotes a HHW – Household Hazardous Waste which are specific variety of methods of processing organic material derived hazardous wastes including batteries, poisons, acids etc from residual waste. as specified by legislation. FOGO – a kerbside collection system that collects MGB – Mobile Garbage Bin commonly known as a Food Organics and Garden Organics in a single bin. wheelie bin. GO - a kerbside collection system that collects Garden MSW – Municipal Solid Waste which is collected usually Organics in a separate bin. from households by Local Governments through kerbside and vergeside services.

4 Western Metropolitan Regional Council 1. Introduction

1.1. About the Western The WMRC will meet the requirements of Integrated Metropolitan Regional Council Planning Process as follows: Strategic Community Plan 1. Review of the 2013 WMRC Strategic Community Plan. 2. Prepare a revised draft 2019 Strategic This revised Strategic Community Plan outlines a shared Community Plan. vision on waste management for Perth’s central western 3. Invite comments on the draft Strategic Community communities and organisations. It follows a review Plan from WMRC’s staff and Councillors. by the WMRC of its 2013 Strategic Community Plan. The Plan will guide WMRC actions to deliver an 4. Obtain approval of the draft Strategic Community Plan integrated approach to providing effective and efficient by the WMRC Council. waste management services across the central west 5. Invite comments on the draft Strategic Community metropolitan area. Plan from WMRC’s five member Councils. 6. Advertise public consultation period in local 1.2. The Integrated Planning media, with the draft Strategic Community Plan Framework and Process made available for comment, including on the WMRC website. The Local Government (Administration) Regulations 1996 require all local governments to prepare a Strategic 7. Revise draft Strategic Community Plan to reflect public Community Plan. The Strategic Community Plan in turn and member Council comment. informs the Corporate Business Plan which sets out a 8. Have the new Strategic Community Plan adopted by four-year delivery program, including financial projections. WMRC Council. 9. Use the Strategic Community Plan to guide development of a Corporate Business Plan, activities and reporting.

Strategic objectives Strategic Community Plan

Planning Corporate Business Plan incorporating:

Asset Management Planning Workforce Planning Operational Planning

Financial Planning

Income & Expenditure Annual Budget Mid-Year Budget Review

Reporting Annual Report

Strategic Community Plan 2019/20 to 2029/30 5 1.3. WMRC Guiding Principles

To minimise and efficiently manage waste for Purpose Perth’s central western communities and organisations

Vision A world where waste and its impact on the environment is minimised

Reliability Transparency Customer Service We deliver on our purpose We are open and We aim for excellence in and our undertakings to transparent in our customer services our member Councils and business dealings the community

Excellence Risk Management Value for Money Values We seek to do the best we We understand that We strive for more can in all that we do sound risk management efficient and effective is fundamental to our delivery of services ability to create value and manage our costs

Collaboration We foster partnerships with key stakeholders to identify opportunities and work collaboratively to achieve our purpose and vision

Primary Stakeholders Secondary Stakeholders Tertiary Stakeholders • Member Council • Councillors, staff and • Other Regional Residents residents of other Councils • Member Council surrounding local • State Government Stakeholders Councillors & staff governments • Customers • Customers throughout Perth’s central western communities and organisations

6 Western Metropolitan Regional Council 1.4. WMRC Services The WMRC was established in 1989 to deal with waste from Perth’s western suburbs and immediate surrounds in an efficient and environmentally sound manner; and to provide guidance on improved waste management practices. Its role is governed through the WMRC Establishment Agreement (1998) and its member Councils are: • Town of Claremont • Town of Cottesloe • Town of Mosman Park • Shire of Peppermint Grove • City of Subiaco 1.5. WMRC Current Functions

Communications & Education Waste Management Community education & support Problematic waste recycling Marketing & Household promotion Greenwaste hazardous waste recycling Business development Advocacy Waste transfer & haulage Member Council Policy & staff support planning

Safety & compliance

Financial management Executive support to Council Administration & Governance

WMRC provides essential recycling and waste drop-off services at its West Metro Recycling Centre to residents of its member Councils as well as those of the surrounding City of Nedlands and adjacent Town of Cambridge, reinforcing its importance as a waste service provider in Perth’s central and western suburbs.

Strategic Community Plan 2019/20 to 2029/30 7 2. A Snapshot of Waste in the Western Suburbs

2.1. Population Serviced 2.2.2. Recyclables The Estimated Resident Population for each member All Councils collect co-mingled recyclables fortnightly Council is most recently available for 2018 and is in a yellow-lidded MGB. Recyclables are delivered to given below. various materials recovery facilities. Materials accepted for recycling were standardised Population across the Perth metropolitan area in 2018 to Municipality Population 2018 2026 Forecast the following: Claremont 10,704 12,450 Cottesloe 8,188 8,425 Mosman Park 9,067 10,585 Peppermint 1,721 1,925 Grove

Subiaco 17,106 22,290 Paper (excluding shredded paper) TOTAL 46,786 55,675 Cardboard (flattened) Extracted from: Australian Bureau of Statistics (ABS), 3218.0 Table of Regional Population Group, section Population Estimates by Glass (clean and Local Government Area (ASGS 2018) and DLPH Western Australia empty, broken glass also accepted) Tomorrow Population Report No.11. Plastic containers and plastic bottles 2.2. Collection Services (clean and empty)

Aluminium cans 2.2.1. General Waste (empty)

General waste is collected by member Councils or Steel cans their contractors weekly in mobile garbage bins (MGB) (clean and empty) with a dark green or red lid. General waste is delivered All items should be CLEAN, EMPTY, with LIDS REMOVED to the WMRC’s West Metro Recycling Centre for and placed LOOSE in the bin. consolidation, compaction and haulage for treatment or disposal. 2.2.3. Green Waste and Food Waste The Town of Cottesloe and the Town of Mosman Park provides residents with a third bin (GO Bin) for garden organics. The Town of Claremont and Shire of Peppermint Grove are intending to follow suit in the near future. The City of Subiaco provides a weekly bagged green waste service. The future will see a roll out across our region by 2025 of food organics and garden organics (FOGO) waste collection services, in accordance with the State Government target set out in the Waste Avoidance and Resource Recovery Strategy 2030.

2.2.4. Bulk Waste All Councils collect household bulk general waste and green waste via verge collections. There is a trend toward pre-booked bulk waste collection services.

8 Western Metropolitan Regional Council 2.3. West Metro Recycling Centre The principal piece of waste infrastructure in the region is the WMRC’s West Metro Recycling Centre located at the corner of Brockway Road and Lemnos Street in North Beach Shenton Park on Crown Land vested in the WMRC. Its official name is the JFR (Jim) McGeough Resource Recovery Facility. The location is an industrial area – Scarborough adjacent to a Water Corporation Wastewater Treatment Plant, a bus depot and a major electrical substation. The facility is licensed to handle 55,000 tonnes of waste per annum. The WMRC greenwaste stockpiling facility City Beach located nearby is licensed to handle 20,000 tonnes Floreat per annum. Perth Subiaco 2.3.1. The vital role of waste transfer stations Swanbourne Transfer stations are important consolidation points Claremont in the waste logistics chain, where collected waste is Cottesloe aggregated, compacted, and loaded to special purpose Peppermint Grove long-haul vehicles or freight containers for efficient Mosman Park transport to distant disposal sites. The additional handling step involved is cost-effective when the travel North time/distance from collection to disposal would take Fremantle short-haul collection vehicles out of action for excessive periods; highly relevant for municipal waste logistics in major cities, including Perth. Like other such facilities in our major capital cities, the WMRC facility is specially equipped to compress waste for transport by long-haul vehicles to waste treatment or disposal facilities to maximise transport efficiency. This vital logistics-efficiency role for the WMRC facility is supplemented by its capacity to receive small loads of privately delivered waste and recyclable materials from The West Metro Recycling Centre receives: residents and contractors. • Council and commercial general waste. The WMRC facility’s primary function is to consolidate • Council, drop off and commercial bulk waste. and compact large volumes of Municipal Solid Waste (MSW) into silos to facilitate efficient and effective • Council and commercial bulk greenwaste. transfer to distant waste treatment or landfill disposal • Drop-off recyclables, problematic and facilities; and it’s ideally positioned to provide this hazardous waste. service to the extended west central Perth region.

Strategic Community Plan 2019/20 to 2029/30 9 2.3.2. Residual Waste Community Contacts Residual waste is consolidated into silo bins at the The WMRC has extensive contacts with facility. These are loaded onto heavy haulage trucks and transported to landfill. In the future this waste may be residents from our region through both transported instead to a waste to energy facility. the West Metro Recycling Centre and the Communications and Education team. 2.3.3. Bulk Waste These include: Bulk waste is consolidated at the facility, loaded into high volume bins and transported for sorting, re-use, recycling • Recycling Hotline and responses to and disposal. online queries • Website and social media presence 2.3.4. Greenwaste Processing • Customer service for residents dropping off Greenwaste from household collections and Council problematic, household hazardous, bulk and operations is received and consolidated at the WMRC’s garden waste at the recycling centre greenwaste site, loaded into heavy haulage trucks and • Community education workshops and events transported to a local greenwaste processing facility. • Problem waste drop off days The greenwaste is mulched and composted. The resultant mulch is made available for free to member • Displays and stalls at events Councils and their residents. • Talks and activities for schools and community groups 2.3.5. Drop off Recyclables & Hazardous Waste • Battery and other problem waste A number of free and subsidised drop-off services stream collection through schools and are provided at the West Metro Recycling Centre community facilities for residents. This includes cardboard, metals, tyres, • Media articles and advertisements mattresses, televisions and computers, used batteries, • Factsheets, leaflets, bin stickers etc. used motor oil, wrapped asbestos, household hazardous waste and general recyclables. 2.4. Communications and Education The WMRC delivers waste communication and community education programs encouraging householders to reduce waste and recycle correctly. The programs are aligned with the WA Waste Avoidance and Resource Recovery Strategy 2030 and tailored to the needs of our local community. Services delivered by the WMRC Communications and Education Team include: • Recycling Hotline – a phone in service for the community • Waste reduction and recycling promotion • Waste education courses, workshops and events. • Specialist waste management advice to member Council staff • Representing the interests of our member Councils on waste management strategy and policy through active involvement on relevant working and advisory groups, policy forums and committees • Promotion of the recycling and reuse services provided at the West Metro Recycling Centre.

10 Western Metropolitan Regional Council 3. Context

This Plan must be considered in the context of Headline Strategies significant relevant external factors. • A consistent three bin kerbside collection system, 3.1. State Government Actions and which includes separation of food organics and garden organics from other waste categories, to be Decisions provided by all local governments in the Perth The WA Waste Avoidance and Resource Recovery Strategy and Peel region by 2025 and supported by State 2030 has set key strategy elements including: Government through the application of financial mechanisms. Vision • Implement local government waste plans, which align local government waste planning processes • Western Australia will become a sustainable, low with the Waste Avoidance and Resource Recovery waste, circular economy in which human health Strategy 2030. and the environment are protected from the impact of waste. • Implement sustainable government procurement practices that encourage greater use of recycled Objectives and Targets products and support local market development. Avoid – Western Australians generate less waste • Provide funding to promote the recovery of more value and resources from waste with an emphasis on • 2025 – 10% reduction in waste generation per capita. focus materials. • 2030 – 20% reduction in waste generation • Review the scope and application of the waste levy per capita. to ensure it meets the objectives of Waste Avoidance Recover – Western Australians recover more value and and Resource Recovery Strategy 2030 and establish resources from waste a schedule of future waste levy rates with the initial • 2025 – increase material recovery to 70%. schedule providing a minimum five-year horizon. • 2030 – increase material recovery to 75%. • Develop state-wide communications to support consistent messaging on waste avoidance, resource • From 2020 – recover energy only from recovery and appropriate waste disposal behaviours. residual waste. • Review and update data collection and reporting Protect – Western Australians protect the environment systems to allow waste generation, recovery by managing waste responsibly and disposal performance to be assessed in a • 2030 – no more than 15% of waste generated in timely manner. Perth and Peel regions is landfilled. • Undertake a strategic review of Western Australia’s • 2030 – all waste is managed and/or disposed to waste infrastructure (including landfills) by 2020 to better practice facilities. guide future infrastructure development.

Strategic Community Plan 2019/20 to 2029/30 11 3.2. Markets for Recyclables 3.4. Material and Energy Recovery The Western Australian waste processing system has Facilities been built on the assumption of the availability of an Alternative Waste Treatment (AWT) facilities developed export market for many types of sorted recyclables. in metropolitan Perth to date to process general This assumption no longer holds. household waste have not proved particularly effective Since January 2017 China’s National Sword policy or efficient. and similar policies in other countries have severely Gate fees for processing mixed MSW into compost restricted world markets for recyclable materials, and are generally high and generate an approximate have reduced the financial viability of export of collected 50 percent level of residual material which is landfilled. and sorted recyclables. Western Australia currently lacks Their compost products have so far not been able capacity to reprocess major categories of recyclables meet the relevant Australian standards and have little including paper and cardboard, aluminium and steel, market value. and plastics. The Bunbury Harvey Regional Council is successfully The likely effect will be to increase the cost of recycling operating a facility to compost FOGO material collected services, owing to the reduced revenue stream from sale from kerbside across the region. The compost product of recyclable materials. meets the Australian Standard and is successfully 3.3. The Landfill Levy sold into a ready market. There will likely be a steady development of FOGO processing capacity across the The landfill levy is payable on every tonne of waste metropolitan area consistent with the progressive roll derived from the Perth metropolitan area which is out of FOGO services in keeping with the State Waste disposed of in landfill. When initiated in 1998 under the Strategy target of all households in the Perth and Peel Environmental Protection (Landfill) Levy Act 1998 it was region having a FOGO service by 2025. initially set at $3 per tonne but it has since increased to There is a well-established and commercially successful $70 per tonne. The scale and timing of future increases greenwaste processing industry to service the Perth – to the landfill levy beyond 2019-20 are uncertain. Peel region. There is no indication that the market for the industry’s mulch and soil amendment products is over-supplied. There are two waste to energy proponents currently competing in Perth for municipal and commercial waste supply contracts. The technology proposed conforms to world best practice consistent with EU emission standards. These proponents are commencing construction of their facilities in 2019. Their combined capacity is 700,000 tonnes of residual solid waste per annum. 3.5. Waste Disposal Facilities WMRC relies on other organisations to provide landfill services for the disposal of its MSW. Metropolitan area landfill disposal sites will fill over time and close. The location of replacement, more distant, sites are uncertain.

12 Western Metropolitan Regional Council 4. WMRC Services

4.1. WMRC Services for 4.2. Providing Value-For-Money Member Councils In operating the West Metro Recycling Centre and The services the Western Metropolitan Regional Council providing services, the WMRC faces considerable (WMRC) offers its member Councils are specifically fixed costs. These costs, together with variable costs tailored to their situation; all service a small population associated with consolidating, compacting and haulage base; none have specialist waste officers; and many are of waste to landfill, were previously recovered via a gate interdependent. In responding to the situation, WMRC fee per tonne of waste received at the facility. enables economies of scale by providing the following Over time, the tonnage received at the facility has services that its member Councils aren’t resourced to do declined, particularly following the loss of the City of for themselves: Nedlands as a customer in 2014. Relatively high fixed • Waste transfer service enables efficient and effective costs have meant that lower levels of throughput led to waste collection and haulage for member Councils increased gate fees to the point that member councils and the West Central metropolitan area. were paying over $250 a tonne for general waste by 2017-18. • Responsible resident disposal of HHW and other problematic waste. Also resident drop off of A new funding model adopted by WMRC in 2018-19 recyclables and general waste. which shares fixed costs on a population basis • Community waste education courses, amongst its member Councils, has allowed WMRC workshops, site tours, online materials and to considerably reduce its gate fees for all categories volunteering opportunities. of waste. • Broad consistent community waste communication – To provide value for money services, the WMRC must promotes services and produces material which suits manage its costs well and must attract additional all member Councils e.g. local newsprint advertising, business through its facility to develop economies of flyers, leaflets, and bin stickers. scale and reduce average costs per tonne. • Insightful input to State policy and strategy-making – The WMRC West Metro Recycling Centre is well-placed amplifying and informing member Council voices at to do this through its central west location and its ability a state level. to consolidate waste and haul it for disposal to distant • A recycling hotline service – with knowledgeable landfills or waste treatment facilities in 22 tonne or officers providing reliable and up-to-date greater loads – at a much lower cost than is possible information. with small waste collection vehicles. • Consultancy advice and support for member Council events, including specialist signage and equipment. • Local school and community group support with education, recycling services and workshops.

Strategic Community Plan 2019/20 to 2029/30 13 4.3. WMRC Initiatives • Expand recycling services and facilities available at the West Metro Recycling Centre. • Assist member Councils in reducing waste at the • Divert waste from landfill including via waste to source and improving resource recovery rates energy facilities, in keeping with Waste Avoidance and through appropriate public communications and Resource Recovery Strategy 2030 targets. education services. • Provide contract management services for specific • Assist member Councils in developing and waste streams to access economies of scale and implementing waste plans to achieve the targets increase efficiencies for member Councils. established by the Waste Avoidance and Resource Recovery Strategy 2030. 4.4. Resourcing Implications • Secure additional West Metro Recycling Centre The resourcing implications of this Strategic Community throughput from municipal and commercial sources. Plan are limited in scope for the following reasons: • Upgrade the West Metro Recycling Centre infrastructure to increase waste receival capacity and • The plan does not rely on additional staff for improve resource recovery. its implementation. • Consign bulky waste received at the West Metro • Infrastructure requirements do not extend beyond Recycling Centre for sorting and resource recovery. replacement or refurbishment of existing assets. • Improve site access at the West Metro • The plan does not involve the WMRC investing in Recycling Centre for customers, including those waste processing or treatment facilities. with disabilities.

14 Western Metropolitan Regional Council 5. Strategic Action Plan Outline

These six key strategies have been formulated In the light of: • the WMRC Guiding Principles • the current state of waste in the region, • the context including direction set by the State Government through its Waste Avoidance and Resource Recovery Strategy 2030 and • the WMRCs Establishment Agreement The listed actions are aimed at achievement of the key strategies.

Key Strategies 1 Achieve a comprehensive, cost 2 Increase the number of 3 Divert waste from landfill by effective waste management Councils, businesses and making materials and energy service across the region people using our services recovery available • Provide a comprehensive, • Offer competitive rates to • Engage closely with the cost-effective waste attract additional business. community in supporting transfer service. • Increase the number of waste avoidance and • Develop economies of scale Councils and businesses effective resource recovery. as a means of reducing using WMRC services. • Reduce contamination average costs. • Increase customer numbers in materials collected for • Assist member Councils by at the West Metro Recycling recycling. defining and communicating Centre. • Effectively separate and ACTIONS ACTIONS ACTIONS best practice in waste • Increase the number of divert waste for recycling management. residents using WMRC and treatment. • Seek to reduce costs through services. • Direct residual wastes to competitive tendering for energy recovery facilities. waste treatment and disposal services. 4 Promote and facilitate waste 5 Develop a strong and capable 6 Contribute to the development avoidance and responsible organisation of effective policy and advocate waste management in the on our member Councils’ behalf • Provide exceptional service. community • Develop a productive and • Advocate and contribute • Conduct community waste capable team. to state policy on behalf of education programs. member Councils. • Provide a safe work • Communicate waste environment. • Work cooperatively management and avoidance with relevant external • Deliver responsible financial ACTIONS methods. ACTIONS ACTIONS organisations. management. • Support member Council staff in waste management, communication and contracts.

Strategic Community Plan 2019/20 to 2029/30 15 2/317 Churchill Ave, Subiaco WA 6008 T 08 9384 4003 | E [email protected]

*Printed on 100% recycled paper, www.wmrc.wa.gov.au please reuse, recycle or compost

key2creative_40111_09/19 Position Paper

Container Deposit Scheme – potential roles for the West Metro Recycling Centre

11 September 2019

Background

The WA Container Deposit Scheme will commence on 2 June 2020 under the brand of Containers for Change. This will place a value of 10c on each eligible drink container. The scheme coordinator is WA Return Recycle Renew (WARRRL). The scheme will operate through a network of Refund Points where consumers will be able to obtain a 10c refund for each eligible container they deposit. It is also anticipated that there will be Donation Points available where the public can donate the proceeds of their deposited containers to community groups and not for profit organisations. A mechanism for proceeds sharing between MRF operator and local government is still to be finalised for eligible containers still in the kerbside recycling stream. There is currently an open application process (closing 21 October 2019) to develop a network of Refund Points across the state. Contracting Refund Point Operators (RPOs) is expected to start in December 2019. There are several possible formats for these Refund Points. WARRRL is obligated under legislation to develop at least 175 Refund Points at launch and a further 57 within the following year. RPOs are eligible to receive 10c per deposited container and a 6c per container handling fee if the RPO counts and sorts the containers into 11 designated streams (in which case they are designated as Aggregation Points). If a Refund Point is also an Aggregation Point, WARRRL is responsible for the transport of collected containers and the specified Collection Equipment. RPOs are responsible for 10c refunds to the customers (as cash, credit or voucher) and are expected to provide a high level of customer service. WARRRL provides the IT system, Collection Equipment and Logistics support to RPOs if they are sorting and counting collected eligible containers. If a Refund Point is not sorting and counting material, it must arrange transport of material to an Aggregation Point. The main aim of this paper is to assess the appropriateness of the West Metro Recycling Centre as a Refund Point or Donation Point. It also aims to canvass other options for WMRC involvement in Containers for Change. Executive Summary

The West Metro Recycling Centre does not currently have the space to be a full Refund Point but could operate in partnership with a nearby social enterprise (ParaQuad) to be a convenient drop off point for containers. We recommend developing the partnership once ParaQuad’s involvement in the scheme is confirmed. Detail

1. Guiding principles of Containers for Change The aims of Containers for Change are “to reduce litter, increase recycling and create new opportunities for the community to participate in environment protection” WARRRL’s mission is to: • Increase the recovery and recycling of beverage containers • Reduce the amount of beverage containers in litter and landfill • Help create new jobs in our communities • Work with existing collection and recycling programs in WA • Make sure manufacturers fulfil their product stewardship responsibilities • Encourage social enterprise to improve communities and our environment • Help not-for-profits, clubs and charities fundraise and make a difference in their community The WMRC aims to increase the throughput, including directly from the community, at the West Metro Recycling Centre. Having a Containers for Change Return or Donation Point at the Recycling Centre would increase community traffic through the site and collection quantities of other separated streams. A Return Point would also create a new income stream for the WMRC. 2. Considerations for Local Governments There are four main issues for Local Governments arising from the implementation of Containers for Change. These are

1. Waste Local Law (WLL). It is important that this is in place prior to 2 June 2020 as the contents of kerbside and public place bins will have a value arising from Eligible Containers amongst them. Basing the WLL on WALGA’s Model Local Law effectively prohibits/ penalises material being removed from such bins. 2. Planning Implications. Local Government Planners need to be across the issues around CDS infrastructure. A Position Statement has been released May 2019 by the WAPC. 3. MRF Audit Protocol. An Audit approach will be used to avoid counting every container at MRFs. Baseline audits have been commissioned; data will only be available on a state-wide basis. 4. MRF/ Local Government benefit sharing arrangements. The proposed approach is a 50/50 share of the benefits of the scheme to the MRFs less the cost of participation in the scheme. This will be outlined when the Regulations are published. There are opportunities for Local Governments in hosting Refund or Donation Points or encouraging community groups to do so and in facilitating local community/business involvement in the Scheme. 3. Types of Refund Points Refund Points are envisaged to be of several types. In all cases WARRRL stresses that customer service and convenience have been at the heart of successful sites in the Eastern States where similar schemes have been introduced recently. Full time or Flexible Full-time Refund Points must be open for at lease 35 hrs per week of which at least 4 must be weekend hours. The Recycling Centre opening hours qualify it as a Full-time Refund Point. Stationary Flexible Refund Points are designed to provide extra capacity in the metropolitan area. They are required to operate at least 16 hrs per week of which 8 must be at the weekend. This would require an extension to

the weekend hours at the Recycling Centre. Mobile Refund Points are anticipated to be used in remote areas or for events. Minor or Major RPOs are considered Minor if they operate 5 or fewer Refund Points. Minor RPOs have a simplified application form. ‘Over -the-Counter’ Over the counter Refund Points are permanent sites, often drive through, where manual or automatic sorting and counting is carried out and customers receive a refund (cash or EFT) for eligible containers. These range in scale from large scale standalone depots, to banks of Reverse Vending Machines (RVMs) and can bolt-on to existing businesses. Drop-Off Refund Points These are secure facilities allowing the drop-off of bags of eligible containers in specified bags each labelled with the Customer’s Scheme Account details to be counted later by the RPO and paid by EFT. These need to be sorted and counted within the same day as they are dropped off. These are convenient for time-poor customers, but not for those who require payment in cash. Standalone Reverse Vending Machines RVMs use technology to check and count Eligible Containers and pay customers the Refund Amount by EFT but do not sort them into the 11 material types. Mobile Refund Points These are temporary Refund Points to service remote communities on a schedule at fixed locations or to service large one-off events. 4. West Metro Recycling Centre suitability as a Refund Point The West Metro Recycling Centre is well located to act as a small Refund Point however site space is at a premium to service current operations. Approaches to neighbouring landowners have previously been made to expand the site, but none have been successful so far. Depending on the outcome of negotiations with the operators of DiCOM, limited extra site space may become available. However current Business Development activities may well demand some of that space. 5. West Metro Recycling Centre suitability as a Donation Point The purpose of a Donation Point is to raise funds for registered charities, community groups or not for profits from the 10c refunds from Eligible Containers. RPOs are encouraged to make container collection resources available to Donation Points free of charge. WMRC therefore would not receive any direct income by acting as a Donation Point but would provide a community service. 6. Other options for WMRC standalone involvement in Containers for Change There are limited other options available to WMRC to be involved in Containers for Change beyond acting to encourage community participation and providing community information. It could be argued, that unless the WMRC is receiving any income from the scheme, it will only be operating to undermine the value in the member Council’s recycling streams: by facilitating the return of containers it decreases the quantity of containers in the kerbside scheme. However, as these containers are bound for a MRF, their value will be calculated through the state-wide average factors arising from the audits of MRF

material. An increased proportion of Eligible Containers in a member Council’s kerbside stream may have no direct benefit to the member Council. 7. Partnership Options for WMRC involvement in Containers for Change We have been in contact with ParaQuad who have a large site near the West Metro Recycling Centre with infrastructure suitable for housing a full range of Refund Point activities. They are working with an operator to develop an application to be a RPO. Social employment opportunities are a key objective of the Scheme and ParaQuad are well-suited to that criterion. In such an arrangement this would not allow WMRC to gain an income stream from participation, not have any significant costs but would provide a service to the community. Were more space and other resources to become available to the WMRC in the future, this would not preclude the WMRC changing its approach. Recommendation

If ParaQuad are successful in their application to be an RPO, work with them to create a donation point and/or bag drop facility at the West Metro Recycling Centre.

Total Waste Tonnes

Waste Tonnes by Year Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2016 ‐ 2017 2,006 1,949 2,425 2,160 2,396 2,197 1,828 2,078 2,476 2,266 1,780 1,775 25,335 2017 ‐ 2018 1,751 1,872 2,477 2,600 4,290 3,831 3,696 2,327 1,699 2,451 1,982 1,722 30,698 2018 ‐ 2019 1,625 1,710 1,778 2,073 1,919 1,744 1,717 1,952 1,774 2,018 1,495 1,388 21,191 2019 ‐ 2020 1,569 1,642 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,210

Quarterly Waste Tonnes Chart 12,000

10,000

8,000

6,000 Quarterly Tonnes

4,000

2,000

‐ 17‐18 Q1 17‐18 Q2 17‐18 Q3 17‐18 Q4 18‐19 Q1 18‐19 Q2 18‐19 Q3 18‐19 Q4 19‐20 Q1 19‐20 Q2 19‐20 Q3 19‐20 Q4 Total Incoming Waste Tonnes by Waste Type for 2018‐19 Waste Tonnes by Waste Type for 2019‐20 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 1 Member Council Waste Waste: Member Council Bulk 18 62 0000000000 80 Waste: Member Council MSW 926 880 0000000000 1,807 Waste: Member Council Other 53 86 0000000000 139 Waste: Member Council Illegal Dumping 030000000000 3 2 Domestic Waste Waste: Additional to Pass 330000000000 6 Waste: Bootload 55 44 0000000000 98 Waste: Member Council Resident 33 30 0000000000 63 Waste: Sand and Rubble 440000000000 8 Waste: Small Trailer 43 52 0000000000 95 3 Commercial Waste Waste: Commercial MSW 136 129 0000000000 265 Waste: Non‐member Council MSW 010000000000 1 Waste: Non‐member Council Resident 110000000000 1 4 Member Council Greenwaste Greenwaste: Member Council 43 43 0000000000 86 Greenwaste: Member Council Bulk 74 85 0000000000 159 Greenwaste: Member Council GO 101 114 0000000000 215 5 Domestic Greenwaste Greenwaste: Member Council Resident 31 34 0000000000 65 Greenwaste: Small Trailer 32 36 0000000000 68 Greenwaste: Additional to Pass 000000000000 0 6 Commercial Greenwaste Greenwaste: Commercial 84 61 0000000000 145 Greenwaste: Non‐member Council Bulk 14 71 0000000000 85 Greenwaste: Transfer Fee Greenwaste: Non‐member Council Resident 100000000000 1 7 Recycling and Problematic Waste 000000000000 ‐ Problematic Waste: Asbestos 860000000000 14 Recycling: Mattresses 11 13 0000000000 24 Recycling: Tyres 250000000000 6 8 AWT Plant Outgoing 000000000000 ‐ AWT Outgoing: Diversion 000000000000 ‐ AWT Outgoing: Residuals 000000000000 ‐ Month Totals 1,673 1,760 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3,433 Cumulative Month Totals 1,673 3,433 3,433 3,433 3,433 3,433 3,433 3,433 3,433 3,433 3,433 3,433 3,433 Member Council MSW (inc. to AWT) Town of Mosman Park Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 167 198 184 196 191 193 196 173 178 163 180 169 2,189 2018 ‐ 2019 169 186 162 192 183 182 183 162 162 159 170 146 2,055 2019 ‐ 2020 154 152 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 305

Town of Cottesloe Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 135 155 144 163 161 172 182 150 161 139 146 134 1,842 2018 ‐ 2019 135 143 131 160 154 165 163 142 148 140 140 122 1,743 2019 ‐ 2020 142 134 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 276

Town of Claremont Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 164 192 178 192 194 197 200 186 195 176 190 180 2,245 2018 ‐ 2019 181 205 173 208 207 210 208 182 185 180 184 164 2,287 2019 ‐ 2020 187 192 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 379

Shire of Peppermint Grove Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 31 43 35 36 39 38 43 36 33 32 40 33 438 2018 ‐ 2019 31 42 32 44 36 40 44 37 36 32 41 33 451 2019 ‐ 2020 40 32 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 73

City of Subiaco Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 424 478 423 475 452 458 468 403 426 409 429 393 5,240 2018 ‐ 2019 413 420 369 451 417 423 416 367 366 373 373 338 4,726 2019 ‐ 2020 403 371 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 774

Total Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 921 1,067 964 1,062 1,037 1,058 1,090 949 993 919 985 909 11,953 2018 ‐ 2019 930 995 867 1,054 998 1,021 1,013 889 898 885 908 802 11,262 2019 ‐ 2020 926 880 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1,807 Member Council MSW to AWT Total Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2018 ‐ 2019 ‐ ‐ 148 268 265 534 517 131 ‐ ‐ ‐ ‐ 1,863 2019 ‐ 2020 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ Member Council "Other" Total Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 55 68 47 54 54 48 63 51 51 51 64 54 660 2018 ‐ 2019 55 51 46 40 42 41 41 46 48 45 46 42 543 2019 ‐ 2020 53 86 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 139

MSW Tonnes to Silos & AWT

3,500

3,000

2,500

2,000

1,500 Quarterly Tonnes

1,000

500

‐ 17‐18 Q1 17‐18 Q2 17‐18 Q3 17‐18 Q4 18‐19 Q1 18‐19 Q2 18‐19 Q3 18‐19 Q4 19‐20 Q1 19‐20 Q2 19‐20 Q3 19‐20 Q4

MSW Tonnes (inc. AWT) AWT Tonnes "Other" Tonnes Bulk Waste Tonnes Received

City of Subiaco Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2017 ‐ 2018 176 1 1 2 2 2 7 5 3 3 3 2 208 2018 ‐ 2019 2 0 1 2 2 4 3 2 2 2 2 1 23 2019 ‐ 2020 1 1 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2

Shire of Peppermint Grove Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2017 ‐ 2018 5 21 4 3 4 22 3 4 3 19 2 3 93 2018 ‐ 2019 3 19 3 6 2 18 3 5 4 21 3 2 90 2019 ‐ 2020 4 10 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 13

Town of Claremont Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2017 ‐ 2018 22 82 11 11 12 15 43 97 15 11 10 11 341 2018 ‐ 2019 39 70 16 19 23 21 45 97 15 15 11 14 383 2019 ‐ 2020 39 73 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 112

Town of Cottesloe Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2017 ‐ 2018 4 4 8 7 5 8 5 7 3 2 4 2 58 2018 ‐ 2019 4 3 7 8 4 5 9 4 8 6 5 5 68 2019 ‐ 2020 6 8 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 14

Town of Mosman Park Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2017 ‐ 2018 3 1 1 0 174 0 0 ‐ 1 174 1 1 357 2018 ‐ 2019 2 ‐ 0 40 138 1 0 2 1 129 10 1 324 2019 ‐ 2020 1 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 1

Commercial Customers Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 94 91 85 107 97 147 140 123 109 91 70 82 1,235 2018 ‐ 2019 91 84 94 116 105 157 157 116 99 97 84 91 1,290 2019 ‐ 2020 106 103 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 209

Total (tonnes) Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 304 201 111 130 293 194 198 235 134 301 91 101 2,293 2018 ‐ 2019 140 177 121 192 275 206 218 225 129 270 114 113 2,179 2019 ‐ 2020 156 195 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 351

Bulk Waste Totals 800

700

600

500

400

300

Quarterly Tonnes 200

100

‐ 17‐18 Q1 17‐18 Q2 17‐18 Q3 17‐18 Q4 18‐19 Q1 18‐19 Q2 18‐19 Q3 18‐19 Q4 19‐20 Q1 19‐20 Q2 19‐20 Q3 19‐20 Q4 Mixed Waste Passes Utilised (#)

City of Subiaco Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 5 1 4 7 7 5 9 7 7 6 6 2 66 2019 ‐ 2020 3 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 6 Shire of Peppermint Grove Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 8 4 11 21 7 11 9 15 14 10 10 8 128 2019 ‐ 2020 12 9 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 21 Town of Claremont Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 59 44 49 62 76 68 62 31 50 51 35 45 632 2019 ‐ 2020 71 61 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 132 Town of Cottesloe Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 14 11 22 26 14 17 30 14 26 21 18 15 228 2019 ‐ 2020 20 27 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 47 Town of Mosman Park Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 6 ‐ 1 1 1 2 1 7 3 ‐ 3 4 29 2019 ‐ 2020 3 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3 Town of Cambridge Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 3 5 2 6 6 6 7 4 3 2 ‐ 4 48 2019 ‐ 2020 2 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 4 City of Nedlands Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 5 4 1 8 3 4 4 4 4 1 2 3 43 2019 ‐ 2020 ‐‐‐‐‐‐‐‐‐‐‐‐ ‐

Greenwaste Passes Utilised (#)

Shire of Peppermint Grove Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 7 10 10 23 5 20 10 12 8 7 17 5 134 2019 ‐ 2020 14 15 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 29

Town of Claremont Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 44 63 57 47 31 53 55 57 50 30 43 30 560 2019 ‐ 2020 60 79 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 139

Town of Cottesloe Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 7 19 13 9 11 11 17 11 17 9 27 12 163 2019 ‐ 2020 19 6 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 25

Town of Mosman Park Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 2 5 ‐ 1 ‐ ‐ 1 2 ‐ ‐ ‐ 1 12 2019 ‐ 2020 1 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 3

Town of Cambridge Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 1 1 ‐ 3 ‐ 2 ‐ ‐ 1 ‐ ‐ ‐ 8 2019 ‐ 2020 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2

City of Nedlands Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2018 ‐ 2019 4 4 1 ‐ ‐ 2 4 2 1 4 ‐ 1 23 2019 ‐ 2020 2 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 2 Greenwaste Tonnes Received

City of Subiaco Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Total 2017 ‐ 2018 46 51 68 63 65 53 57 51 50 51 53 65 672 2018 ‐ 2019 65 82 71 85 73 73 78 58 62 71 69 64 852 2019 ‐ 2020 74 79 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 154

Shire of Peppermint Grove Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 7 26 5 7 5 20 7 7 9 24 9 5 131 2018 ‐ 2019 7 26 4 8 7 19 7 10 7 25 6 3 129 2019 ‐ 2020 7 26 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 33

Town of Claremont Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 18 19 17 133 32 65 16 16 13 177 10 103 620 2018 ‐ 2019 15 19 17 139 33 69 17 17 15 159 13 89 601 2019 ‐ 2020 19 24 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 43

Town of Cottesloe Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 45 29 14 18 31 27 16 15 24 16 25 24 283 2018 ‐ 2019 36 21 17 15 15 19 18 15 12 8 12 8 197 2019 ‐ 2020 23 13 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 41 56 133

Town of Mosman Park Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 17 10 117 10 70 7 5 117 12 112 8 114 598 2018 ‐ 2019 2 11 4 57 122 8 17 22 23 155 38 18 476 2019 ‐ 2020 69 66 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 135

Non‐member Councils Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 16 25 369 179 19 21 31 26 33 385 333 26 1,463 2018 ‐ 2019 24 33 242 143 26 21 28 95 292 168 34 27 1,133 2019 ‐ 2020 25 85 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 111

Commercial Customers Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 91 89 86 91 102 82 94 97 100 85 108 100 1,124 2018 ‐ 2019 123 109 103 107 109 87 112 113 132 107 165 160 1,429 2019 ‐ 2020 173 161 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 41 ‐ 56 237

Total Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun 2017 ‐ 2018 240 248 676 501 325 273 226 329 242 849 545 437 4,892 2018 ‐ 2019 271 301 459 554 385 295 276 330 544 694 337 369 4,816 2019 ‐ 2020 391 455 ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ ‐ 846

Greenwaste Totals 2,000

1,800

1,600

1,400

1,200

1,000

800

600 Quarterly Tonnes 400

200

‐ 17‐18 Q1 17‐18 Q2 17‐18 Q3 17‐18 Q4 18‐19 Q1 18‐19 Q2 18‐19 Q3 18‐19 Q4 19‐20 Q1 19‐20 Q2 19‐20 Q3 19‐20 Q4 ATTACHMENT 11.3A - Progress on WMRC Resolutions as at 20 September 2019

Key: Red – resolution not yet commenced. Orange – resolution underway. Green – resolution complete

DATE ITEM TITLE COMMENT

Ordinary Council 15.2 Brockway Lease Area - Take all reasonable steps to give effect to the Brockway Complete – no longer applicable as old Meeting 4 Lease Area Amendment Request and regularise encroachments onto non leased lease is redundant and fresh lease February 2016 land. negotiations are underway.

SC 27 June 2017 7.1.3 Media Releases Brockway Project - The Chairman and CEO, on advice from the Complete – all media releases in WMRC legal advisors, authorise media releases as governed by policy 21. relation to the Brockway project are subject to close legal scrutiny and approved by the Chairman before being released by the CEO.

SC 26 July 2017 7.1 Brockway Project - Council instructs the CEO to proceed on advice from its legal Complete – close consultation with the advisors. legal team in relation to Brockway project matters is standard practice. SC 7 August 2017 7.1 & PPB Advisory Administration - Council directs the CEO to follow up with the legal Complete. 7.2 and financial advisors on the Proof of Debt claim dated 18 April 2017 (as amended at 22 May) and take any appropriate action in consultation with WMRC Chairman.

Ordinary Council 10.8.1 Council endorse the development of plan for a Pre-Booked Verge Waste Collection Complete – plan developed and agreed Meeting 7 February Service. amongst Member Councils. 2019

10.8.3 Council be kept informed as the [Pre-Booked Verge Waste Collection Service] Complete – recommendation as to project proceeds. award of contract put to Council 3 Oct 2019.

DATE ITEM TITLE COMMENT

10.9.1 The City of Nedlands and Town of Cambridge be advised of the potential cost In progress. implications for non-member council residents of the introduction of a West Metro Recycling Centre Pass, and given an opportunity to respond before such a Pass is finalised.

Ordinary Council 10.13.2 A major strategic and financial decisions policy is to be developed for the approval Complete – recommendation put to Meeting 4 April of Council. Council 3 Oct 2019. 2019

Ordinary Council 10.1.2 Administration provide an update to each Ordinary Council Meeting, progress Complete – Safety Report standardised Meeting 1 August against the audit recommendations. to include progress against safety audit 2019 recommendations.

10.6.1 Council extend the remit of the Audit Committee to the oversight of risk Complete – Terms of Reference drawn management policy and practice within the WMRC. up for Council consideration and approval 3 Oct 2019.

10.6.2 The Audit Committee be renamed as the Audit and Risk Management Committee. Complete – Terms of Reference drawn up for Council consideration and approval 3 Oct 2019.

10.7.1 Require the CEO to maintain a register of notifiable gifts and make it publicly Complete – a register of notifiable gifts available on the WMRC’s website. has been drawn up and posted on the WMRC website.

10.8.1 Council by absolute majority pursuant to section 6.16 of the Local Government Act Complete – the new non-member 1995, adopt a Non-member Council Greenwaste Tip Pass fee of $54.54 ex GST per Council Greenwaste Tip Pass fee is in pass to be effective at 16 August 2019. place.

10.9.1 Council endorse WMRC’s submission to the DWER Single Use Plastics issues paper. Complete – WMRC’s submission made.

10.10.1 Registration for Councillor Maurice to attend the Waste and Recycle Conference Complete – ticket purchased and 25/26 September 2019 be coordinated by the WMRC. arrangements in place.

15.2.1 Council endorse the attached [Asset Sustainability Ratio] report for provision to Complete – ASR report provided to the the Minister for Local Government and publication on the WMRC website. Minister of Local Government and published on the WMRC website.

16.3.1 Require that annual reviews of wages and salaries be subject to approval by Complete – adopted as part of the new Council. Council Policy 34 – Employee Remuneration.

16.3.4 Approve the discontinuation of payments to employees from the proceeds of sale Complete – payments discontinued. of recyclable materials.

16.4.1 That Council award Request for RFT 02-2019 Receival and Processing of Bulk Complete – contract awarded, and Waste to Perth Bin Hire based on the schedule of rates in their tender offer, services commenced. presented as an attachment to this report.

16.5.1 That Council award Request for Tender 03-2019 Haulage from Transfer Station to Complete – contract awarded, and Nominated Sites: Silo System to WestTip based on the schedule of rates in their services commenced. tender offer, presented as an attachment to this report.